Toyota Talent, 1st Edition by Jeffrey Liker and David Meier () Preview the textbook, download or get a FREE instructor-only desk copy. Toyota doesn't just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyota's. Now, these authorities on Toyota reveal how you can develop talented people and achieve incredible results in your company. Toyota Talent walks you through .
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Editorial Reviews. From the Back Cover. Toyota's Secrets to Building an Exceptional Workforce eBook features: . Explore limited-time discounted eBooks. Toyota doesnt just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyotas remarkable. This is a presentation on Toyota Talent: Developing Your People the Toyota Way.
About The Book Results from the Heart introduces a new and helpful approach to improving job performance, improving job satisfaction, and helping organizations better respond to the rapid changes that are an inherent part of today's business environment. Suzaki recognizes that a motivated and engaged workforce should be part of any strategy to obtain and maintain competitive advantage. Now Kiyoshi Suzaki, one of the world's leading experts on enlarging the talents, self-esteem, and growth of the individual employee, argues that logic alone cannot move people to act. Productivity problems are inextricably linked to self-esteem, he argues, and worst of all to a prodigious waste of individual talent. But each solution is personal, Suzaki concludes, and found only within ourselves. The framework around which this selfquestioning takes place is a groundbreaking concept that Suzaki calls "the mini-company.
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Toyota Culture 3. Toyota Process 4. Kato has been teaching job instruction to Toyotaleaders for over three decades and has beenpersonally responsible for the development ofthousands of Toyota employees. Beyond Large Scale Production,TaiichiOhno,the father of the TPS through out the book describes his own personalawareness and devotion to the success of the process even though he doubtedhis own ability to implement it.
Abraham Lincoln Philosophy of developingpeople. Respect your suppliers by challenging them and helping them improve. Become a learning organisation through relentless reflection and continuous improvement. The Cycle of Struggle AndFirefighting.
Create a Job Breakdown Chapter 7: Present the Operation Chapter 9: Follow Up to Ensure Success Chapter Training examples for non-repetitive manufacturing jobs Section 3- Developing Other Members of the Organization Chapter Case Example of Non-routine Jobs: Developing Engineers Chapter Developing Internal Lean Coaches Chapter For shipments to locations outside of the U.
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By nature, lean doesn't work that way. Indeed, the Toyota Production System has been described as the Thinking Production System, a system to make people think. This is a fairly unique experience, and hard to describe, a mixture of being engaged and constantly scratching one's head all at the same time.
So this is what happens to the characters in both novels. They progress step by step, and as they solve obvious problems, they discover more subtle ones. This is just one path, as the journey through the system is not unique. However, the elements of the system are pretty definite and although one attacks them in the order they appear due to the business problems, they all need to be tackled together to deliver the real lean benefits.
This is why there is no going around "making people before making things"—implementing lean means training people to practice business using the lean system, every day, on the shop floor. How would reading the novels help an executive to progress in their lean journey? Lean is an incredibly powerful business method because its originator, Toyota, has learned how to apply the scientific method of experimentation-and-reflection to business issues. The drawback is that the "barriers to entry" to lean are high: just as it's very hard to teach oneself calculus, without a teacher and set exercises, it's incredibly hard to learn how to do lean right have great results through the right process without a sensei.
Not surprisingly, access to a sensei is both rare and difficult. We were incredibly fortunate inasmuch as Freddy, through his early contacts at Toyota, has had many experiences of visits and kaizen activities with the old guard from OMCD Toyota's lean office in his own plants—and this is a large part of what we wanted to transmit with the books, the vicarious experience of working with a sensei.
The Gold Mine is more system-focused, and The Lean Manager tackles more the management aspects of running the system, and we hope both books can help readers to better understand the lean thinking system by experiencing the Socratic method of challenges, experiments, reflection and more challenges, and so on. This lean learning experience has a definite feel to it, which is unique, and which we have tried to convey.
It's radically different from traditional training because the responsibility for understanding lies with the student: the sensei points the way, and the student makes the effort to understand by doing and doing and doing it again.
I was discussing recently with David Meier, who co-authored The Toyota Way Fieldbook and Toyota Talent with Jeff Liker, after working for ten years as a supervisor at Toyota, and he shared how he was taught lean: during all his time there, he had a coordinator not the same person over the period, obviously whose full-time job was to invent lean exercises for him to solve.
I know one Chinese plant that did so with the Chinese version of the book! This is purely anecdotal and I have no real "check" on it—but it's really exciting because that's exactly what the book set out to do. Tom Ehrenfeld has also produced a great Study Guide to support this learning process.
To be honest, as authors, it's hard to know what people really make of the book, but I hope that readers can see better that it's about the people, not the tools. If there's one thing The Gold Mine tries to encourage is to see lean transformation not as the number of processes that have been hit with lean tools through Rapid Kaizen events, or roadmaps and so forth , but the number of people who are developing a sense of lean: a gemba attitude, the kaizen spirit, a sense of challenge, open mind, and teamwork.
People run processes, and can choose to do so rightly or wrongly. People can be endlessly creative, if they're taught how. Is that why you wrote a sequel, The Lean Manager? To continue to emphasize the people side of lean? Well, yes and no. The first thing Freddy's sensei told him when they started to work together was that the key to the lean system was the plant managers.
As an industrial VP and CEO, Freddy certainly took that message to heart, and learned how to link the visual management system on the shop floor to his budget objectives through a set of key operational indicators. Furthermore, he learned from his sensei to drive the kaizen process to deliver financial results, and to challenge and check to make sure people got the desired results—which meant more pressure on the one hand, and more patient coaching on the other.
As we visited plants it became clear to me that for all his fearsome reputation as a boss, Freddy would spend most of his time walking people patiently and carefully through solving problems. This involved everything from simple miscommunication all the way to detailed hypothesis testing.
So implementing the lean system on the shop floor was only one aspect of the transformation. Getting the management processes to work accordingly was quite another matter.
At the time we wrote The Gold Mine, neither Freddy nor I fully recognized just how critical it was to produce lean managers in the course of implementing the lean system.
Freddy had learned to do both, concurrently, while learning the tools, so he never made the distinction.
But when he retired and we started coaching other companies in leaning their processes, it became obvious that something was missing. It took us a while to realize that the lack of management reactivity and understanding to the problems revealed by the pull system was not a lack of management brawn at all. It was a failure of understanding. We were teaching people the tools and attitudes of the lean system, but not the corresponding management practices and values.
Coincidentally, Toyota must have been experiencing similar difficulties in their global expansion because in they produced a booklet about the "Toyota Way " that explicitly framed Toyota's main management principles. I distinctly remember an advert for Toyota Turkey saying something like "Toyota builds quality automobiles by using the Toyota Production System, supported by the Toyota Way of management. So for the past three years, Freddy and I have been experimenting with ways to convey this other aspect of lean—the management method that goes with the tools.
This has led us to change our minds about several things, such as seeing lean programs as executive development programs rather than system implementation programs. So we wrote this sequel, which focuses on the experience of managing with a lean system as well as implementing it. Both books are meant to be read independently you can read either one, in whatever order , but basically they were conceived as a set to describe lean systems and lean management, respectively.
In The Gold Mine, the focus is on understanding how the tools and principles work. In The Lean Manager, the angle is how to work with the tools and principles. In our experience, both perspectives are needed for sustainable results.
Ultimately, TPS is a toolkit, a series of activities one can pursue on one's own job to improve quality, reduce lead-time and cost. This is what the Toyota Way provides: the right kind of attitude and practice to make the tools effective.
Doing value-stream mapping without seeking out the clear direction just leads to a vast number of improvement projects some good, some bad, most indifferent.
Conducting flow-and-layout redesign without a clear grasp of kaizen spirit can soon become no different that Taylorist "re-engineering," and so on. Can you describe the plot of The Lean Manager and how it will help a reader better understand how to work with these lean tools and principles? The Gold Mine is about a business owner faced with a dire cash crisis who needs to turn around his operations fairly quickly.
This guy needs to understand the tools, understand how they work as a system, and learn how to use this lean system on his own operations.
Much of his learning is about how the tools themselves are not solutions, but analytical methods enabling his staff to understand their problems and learn to solve them. This character, Phil Jenkinson, has the power and ability to understand that lean is not about him thinking and solving every problem, and everyone else executing, but about developing people so that they themselves can solve their own problems. Beyond the challenges of dealing with people who resist and struggle with the lean program throughout, Jenkinson fights to understand the principles behind the tools, the impact of these principles on the business case, the relationship between the tools, and how the tools would work in practice, and why some people take to the tools and others not.
The Lean Manager explores the same themes but from a very different angle. Here, the main character, Andy Ward, is a regular plant manager—a cog in a big machine. He's been doing his job well enough, an average performer.