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The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance [Englisch] [Gebundene Ausgabe]

Jeffrey Liker , James K. Franz

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1. Juni 2011
Building upon the international bestselling "Toyota Way" series of books by Jeffrey Liker, "The Toyota Way to Continuous Improvement" looks critically at lean deployments and identifies the root causes of why most of them fail. The book is organized into three major sections outlining: why it is critical to go beyond implementing lean tools and, instead, build a culture of continuous improvement that connects operational excellence to business strategy. Case studies from seven unique industries written from the perspective of the sensei (teacher) who led the lean transformation Lessons about transforming your own vision of an ideal organization into reality Section One: Using the Plan-Do-Check-Adjust (PDCA) methodology, Liker and Franz contrast true PDCA thinking to that of the popular, superficial approach of copying "lean solutions". They describe the importance of developing people and show how the Toyota Way principles support and drive continuous improvement. Explaining how lean systems and processes start with a purpose that provides a true north direction for all activities, they wrap up this section by examining the glaring differences between building a system of people, processes, and problem- solving that is truly lean versus that of simply trying to "lean out" a process. Section Two: This section brings together seven case studies as told by the sensei who led the transformation efforts. The companies range from traditional manufacturers, overhaul and maintenance of submarines, nuclear fuel rod production, health care providers, pathology labs, and product development. Each of these industries is different but the approaches used were remarkably similar. Section Three: Beginning with a composite story describing a company in its early days of lean implementation, this section describes what went right and wrong during the initial implementation efforts. The authors bring to light some of the difficulties the sensei faces, such as bureaucracies, closed-minded mechanical thinking, and the challenges of developing lean coaches who can facilitate real change. They address the question: Which is better, slow and deep organic deployment or fast and broad mechanistic deployment? The answer may surprise you. The book ends with a discussion on how to make continuous improvement a way of life at your company and the role of leadership in any lean transformation. "The Toyota Way to Continuous Improvement" is required reading for anyone seeking to transcend his or her tools-based approach and truly embrace a culture of continuous improvement.

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Jeffrey K. Liker, author of the bestselling The Toyota Way, is professor of industrial and operations engineering at the University of Michigan. His most recent book, Toyota Under Fire, chronicles Toyota's response to the recession and recall crisis. James K. Franz has more than 24 years of manufacturing experience and learned "lean" as a Toyota production engineer in the United States and Japan. He has worked for and consulted with various organizations, including Ford, Bosch, the U.S. Air Force, Exxon Mobil, AMCOR, Hertz, and Applied Materials. He also teaches for the University of Michigan's Center for Professional Development's Lean Certification course.

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Die hilfreichsten Kundenrezensionen auf (beta) 4.9 von 5 Sternen  23 Rezensionen
6 von 7 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Executive Implementer 4. Juni 2011
Von J H Hillebarger - Veröffentlicht auf
Format:Gebundene Ausgabe
I have just finished my first read through of the latest offering in the Toyota Way series by Jeff Liker and James Franz. This book, in my opinion, is the best addition to the series and gives the original Toyota Way a run for its money when it comes to pure value.
The book is broken into three distinct sections beginning with the purpose of the book, which is dead on, the philosophical and theoretical constructs around PDCA. It continues with a tremendously diverse section of case studies from around the globe and finished up with a final novella about a company undergoing its own transformation and the lessons learned by all involved.
I'm glad to see the authors attribute to Shewhart/Deming the heavy lifting of developing the conceptual framework of P-D-C-A almost a century ago. Too often books on Toyota are superficial and miss this important part of their competitive DNA. I agree with a prior reviewer about the importance in Chapter 5 about the distinction between a typical `lean it out' approach and truly building what the authors call a `lean system.'
The case studies were a valuable addition to the book as they took real people in real industries that aren't automotive and allowed the reader to join them on their respective lean journeys. There were varying levels of successes in the stories, but all showed the power of developing people into problem solvers.
The final section starts with a `case study' of a company just starting on their journey and the successes and setback that they encounter. The last two chapters deal with the topics of leadership and sustaining the improved system, which haven't been emphasized enough in other publications, in my opinion. The typical narrow-minded thinking around what the authors call mechanistic hits very close to home.
It's a long book but definitely leaves the reader with an idea of `what now' that a lot of the other books lack. I'm going back over specific chapters again as it's a lot to take in with just a single read.
5 von 6 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen CI beyond Toyota 17. Mai 2011
Von Lean Learner - Veröffentlicht auf
Format:Gebundene Ausgabe
This is a great book to go deeper into understanding the key process of Toyota's success, PDCA. What I like about the book is that it not only gives the perspective from Toyota's point of view, but also from others. Well over half of the book is made up of "Case Studies", from other organizations and industries that helps me to apply these principles in other settings than just making automobiles. I highly recommend this book to anyone going through their "lean transformation".
7 von 9 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Exceeding My Expectations! 9. Mai 2011
Von Always Learning - Veröffentlicht auf
Format:Gebundene Ausgabe|Verifizierter Kauf
I pre-ordered this book and have been eagerly awaiting it for quite a while. Started reading it a couple of days ago, and am happy to say that so far, it has exceeded my expectations. Excellent explanation of role of PDCA in creating an organization that is learning, improving, and learning together over and over again. Excellent mix of theory and case studies so far. I believe that this book will be a great read for anyone at any place along their lean journey. Can't wait to read more!
2 von 2 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen The Value is the Case Studies 7. Januar 2012
Von Mr. Andrew Evans - Veröffentlicht auf
Format:Gebundene Ausgabe
Section 1: The Journey to Continuous Improvement (p1-96) - Mostly a rehash of the authors earlier work and a little tedious. But press on!

Section 2: Case Studies (p97-342) - A very good series of warts and all case studies from US, Japan and Australia, written by a group of contributors. While not all in a factory production environment, they do tend to be in similar areas (ship repair: high volume valve overhaul shop, health care: path lab, nuclear: fuel can manufacture, resource industry: mining site). Many comments contrast mechanistic 6 sigma with the organic lean approach the authors take.

Section 3: Making your Vision a Reality (p343-432) - useful practical application material, useful for companies planning a lean transition and for budding consultants.

The authors do have certain views as consultants that not all readers will agree with but the book has value for anyone aiming for continuous improvement or planning a major cultural or organisational change.
2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Best Lean Book Ever Written 4. November 2011
Von Wally - Veröffentlicht auf
Format:Gebundene Ausgabe
I'm 'into' Lean Manufacturing, so for me this book was like Tom Clancy or Dan Brown. I couldn't put it down. For someone who doesn't find rapid change-over or manufacturing theories and philosophies quite so rivetting, this book might not be as 'fun' as a novel, but you'll still learn a great deal.

More importantly, this book is probably the best in terms of showing lean for what it really is - a business philosophy. Lean can be applied to anything, but it's not about specific tools and techniques so much as specific approaches to problem-solving and a commitment to improving continiously.

The Toyota Way shows how Lean evolved and in doing shows how one can evolve the principals of the underlying philosophies into their environment. Other lean books tend to focus more on the specific manufacturing toolsets. The truth is that if you adopt a lean culture, you'll stumble on the right toolsets over time even if you don't do so intentionally. If on the other hand you view lean as a set of tools to copy - as most American companies view it - you might get a few unsustainable short-term gains but you'll get little else. This is probably the best book at showcasing and selling lean as a culture and a philosophy. And it's awfully well written!
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