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The Toyota Way to Lean Leadership

Book Description

The Missing Link to Toyota-Style Success—LEAN LEADERSHIP

“This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it’s both an eye opener and a game changer.”

—Michael Ballé, Ph.D., coauthor of The Gold Mine and The Lean Manager

“This will immediately be recognized as the most important book ever published to understand and guide ‘True North Lean’ and the goal of perpetual business excellence.”

—Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize

“An excellent book that will shape leadership development for decades to come.”

—Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner

About the Book:

TOYOTA. The name signifies greatness— world-class cars and game-changing business thinking. One key to the Toyota Motor Company’s unprecedented success is its famous production system and its lesser-known product development program. These strategies consider the end user at every turn and have become the model for the global lean business movement.

All too often, organizations adopting lean miss the most critical ingredient—lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company’s lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for:

Constant growth: Toyota increased profitability for 58 consecutive years—slowing down only in the face of 2008’s worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century.

Unstoppable inventiveness: Toyota’s approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger.

Strong branding and respect: Toyota’s reputation was instrumental in the company’s ability to withstand the recalls-driven media storm of 2010.

But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back.

In fact, writes Liker, the company is “as good and perhaps a better model for lean leadership than it ever has been.” of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy.

If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how.

Table of Contents

  1. Cover Page
  2. The Toyota Way to Lean Leadership
  3. Copyright Page
  4. Dedication
  5. Contents
  6. Foreword by Akio Toyoda
  7. Prologue: Toyota as a Model in Light of a Period of Intense Challenges
  8. Introduction: The Roots of Toyota’s Global Business Leadership
    1. The Failure of the Lean Quick Fix
    2. A Legacy of Unique Leadership
    3. Silos of Lean
    4. More than an ROI Exercise
    5. Differing World Views
    6. The Leader’s Role
    7. Toyota as a Model
    8. Toyota’s Challenges: There Are Always Weaknesses
    9. What Follows
  9. Chapter 1 Leading in the Toyota Way: A Lifelong Journey
    1. What Is Toyota Way Leadership?
    2. Comparing Traditional to Toyota Leadership
    3. Toyota Leadership Is Continually Developing
    4. Toyota Leadership and Leadership Development
    5. Core Values
    6. The Toyota Way Leadership Development Model
    7. Can Others Learn from Toyota Leadership?
  10. Chapter 2 Self-Development: Reliably Identifying and Coaching Developing Leaders at the Gemba
    1. Self-Development Begins with Learning
    2. Shu Ha Ri and Leadership
    3. A Shu Ha Ri Story of Developing a Young Leader at the Gemba
    4. How Shu Ha Ri Allows For and Helps Identify Self-Development
    5. Selecting Outside Leaders for Capability as Toyota Grew in North America
    6. Conclusion
  11. Chapter 3 Coach and Develop Others
    1. TPS Creates Challenges to Force Employees’ Development
    2. A3 Problem Solving Makes the Thinking Process Visible
    3. Sometimes Leadership Training Must Be Structured
    4. Learning to Manage Vertically and Horizontally: T-Type Leaders
    5. A Massive Commitment to Developing Leaders
    6. Developing Leaders the Toyota Way
    7. Clarifying Expectations and Accountability through Visual Management
    8. Conclusion
  12. Chapter 4 Daily Kaizen: Continually Developing Leadership from the Bottom Up
    1. A Better Understanding of Kaizen
    2. Minomi—A Material Flow Revolution in Small Steps
    3. Kaizen and Leadership
    4. Supporting Kaizen: Adding Energy and Developing Leaders
    5. Conclusion
  13. Chapter 5 Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement
    1. Hoshin Kanri: Management by Objectives by Another Name?
    2. The Hoshin Kanri Process
    3. Translating Global Vision 2010 for North America
    4. Catch-Ball to Agree on Actual Targets at Every Level
    5. Doing and Checking through Visual Tracking
    6. Hoshin Kanri in Action
    7. Conclusion
  14. Chapter 6 Toyota Leadership Turning Around Dana Corporation
    1. Dana’s Situation and Setting Priorities
    2. Formalizing Implementation of the Dana Operating System
    3. Conclusion
  15. Chapter 7 Learning from Toyota Leadership
    1. Do You Really Want to Be Excellent?
    2. Is Lean Leadership in the Toyota Way Really That Different?
    3. Lean Leadership Is the Force That Allows Toyota to Adapt to Major Environmental Change
    4. Starting the Journey
  16. Notes
  17. Acknowledgments
  18. Index