HomeThe Toyota Method - J. Liker
The Toyota Method - J. Liker

The Toyota Method - J. Liker

‘The Toyota way’ by Jeffrey K. Liker is about Toyota’s distinctive method to Lean Management. To create a studying enterprise, Liker describes 14 administration rules an organization should embrace. These 14 rules are divided and mentioned utilizing a 4P model: Philosophy, Process, Individuals & Partners and Problem Solving. This article will focus on the second a part of the book, in which each of the four P’s are described in a piece with the underlying rules that fit within that category. The 14 principles are shortly described at the end of this article.

I would recommend this book to all managers who want to change their group right into a Lean organization. Liker explains that the worldly recognized Toyota Manufacturing System (TPS) is not only about the instruments, which fit solely the Process a part of the 4P mannequin, but also about culture. Without going in to much detail on how the toyota way 14 management principles organization ought to facilitate change, Liker describes very clearly what needs to be performed with a purpose to succeed. It is usually one of the greatest influencers by myself book, Lean Transformations, which explains how each of the lean instruments can be linked to the 14 Toyota Principles described in this book, to make them work for you as an organization (Panneman, 2017)

Students with a technical background ought to read this book because it elaborates on why the Lean instruments that are taught during academic programs are developed and the organizational philosophy that's mandatory for the instruments to be effective.

The First P stands for PHILOSOPHY. Liker describes the primary precept of the Toyota method in this section: the long run Philosophy. The mission of a company ought to never be focused on earning money or KPI performance (quick time period) however should include three elements: contribute to the expansion of the economy (1), contribute to the nicely being of workers (2) and contribute to the growth of the company (three). Earning profits is just a requirement to achieve these three. The message send by the leaders of Toyota are also based on this principle, which is: ‘sustainable growth can solely be achieved by Doing the appropriate thing for the company, its workers, the customer and society as a whole’.

Part , PROCESS, consists of seven management ideas (rules 2 to eight) all related to the technical side of Lean manufacturing: process optimization. In accordance with Liker, this is the place most companies concentrate on when implementing Lean. Neglecting the other three P’s can be the principle reason why many firms fail to become a Lean organization. Most Lean instruments are targeted on the reduction of waste (Muda). Nevertheless Toyota additionally makes use of different areas of focus: ‘overburdening of machines & people’ (Muri) and ‘Unevenness’ (Mura). For example, reducing wastes by implementing stream (principle 2) is way simpler when the production schedule is balanced (precept 4) because you take away the variation from manufacturing demand. An unbalanced production flow can lead to overburdening your machines or individuals, which in flip could lead to downtimes or prevent your people from enhancing their processes. The muse for continuous enchancment based on Liker is precept 6: working with standards. When all employees do a certain task the identical approach which is documented in an in depth task description, it is easy to start a discussion on the right way to improve a small a part of that working cycle. All incremental enhancements are captured in the standard operation procedure to make sure the development is documented and communicated throughout the operators.

In Section three, PEOPLE & PARTNERS, three ideas (September 11) are described. For maintainable long run development you might want to spend money on your folks and partners. Internally grown leaders stop radical management philosophy modifications on plant degree, all workers ought to be empowered and participate in continuous enchancment and the organization should problem and work together with its suppliers and partners to optimize the supply chain. Bottom line: persons are your most valuable asset. Without them, the tools described in precept 2-8 merely won't work.