Home > Work > The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
1 " Most Business Processes Are 90% Waste and 10% Value-Added Work "
― Jeffrey K. Liker , The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
2 " Every team member has the responsibility to stop the line every time they see something that is out of standard. That's how we put the responsibility for quality in the hands of our team members. "
3 " Go and see for yourself to thoroughly understand the situation (genchi genbutsu). "
4 " We build cars, not intellectuals "
5 " Standardization Is the Basis for Continuous Improvement and Quality "
6 " All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes. (Ohno, 1988) "
7 " Andon works only when you teach your employees the importance of bringing problems to the surface so they can be quickly solved. "
8 " Automobiles account for about 20 percent of the carbon dioxide from all human sources, yet about one fourth of the world's population enjoys their benefits. "
9 " Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory. "
10 " The Toyota Production System can be realized only when all the workers become tortoises. (Ohno, 1988) "
11 " management has no more critical role than to motivate and engage large numbers of people to work together toward a common goal. Defining and explaining what the goal is, sharing a path to achieving it, motivating people to take the journey with you, and assisting them by removing obstacles—those are management's reasons for being. We "
12 " A cornerstone of the Toyota Way is “challenge "
13 " Continuous improvement means getting better every day and is the driver for building a sustainable enterprise. Only those at the gemba can understand the problems fast enough to react quickly. Continuous improvement depends on a different paradigm of the role of the human—all humans are problem detectors and problem correctors—thinking scientifically. "
14 " Never be satisfied with inaction. Question and redefine your purpose to attain progress. "
15 " aggressively. In the case of the G21, he might have neglected it as "
16 " Rather the power behind TPS is a company’s management commitment to continuously invest in its people and promote a culture of continuous improvement. "
17 " The Toyota Way provides a model for fast, efficient, and effective execution of long-term strategy based on: Carefully studying the market and planning in detail future products and services Putting safety first for team members and customers Eliminating wasted time and resources in execution of those plans Building quality into every step of design, manufacturing, and service delivery Using new technology effectively to work in harmony with people, not simply replace people Building a culture of people who learn and think scientifically to achieve aligned, challenging goals "
18 " Sakichi Toyoda’s personal and professional philosophy continues to influence Toyota today through what the company has distilled as his “five main principles”: 1. Always be faithful to your duties, thereby contributing to the company and to the overall good. 2. Always be studious and creative, striving to stay ahead of the times. 3. Always be practical and avoid frivolousness. 4. Always strive to build a homelike atmosphere at work that is warm and friendly. 5. Always have respect for spiritual matters and remember to be grateful at all times. "
19 " Plan-Do-Check-Act (PDCA) Cycle, a cornerstone of continuous improvement. The Japanese term for continuous improvement is kaizen and is the process of making incremental improvements, no matter how small, and achieving the lean goal of eliminating all waste that adds cost without adding to value. "
20 " It is comforting to believe that if we could only implement the right cells and other lean tools to eliminate waste in the process, we could let it rip and get great results forever . . . or at least for a long time. But processes do not work that way. "