Read e-book online The Toyota Way to Lean Leadership: Achieving and Sustaining PDF

By Jeffrey Liker & Gary L. Convis [Liker, Jeffrey]

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Read Online or Download The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development PDF

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Extra resources for The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development

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Immediately following this came the recall crisis, which threatened the halo effect of Toyota’s reputation for having the best quality in the industry. How would Toyota respond to mounting losses and then a public attack on its core values? That means maintaining respect for people and focusing on improvement in order to get through with as little loss as possible and emerge stronger. This response was possible only because the company had developed such strong leadership with deep beliefs that change is constant and that only highly developed people can adapt to change.

There were, of course, ups and downs, but Toyota never gave up on investing heavily to develop the Toyota DNA wherever it set up shop. To better understand the culture and how it evolved, it is instructive to start at the beginning of the company that evolved it. The Toyoda Automatic Loom Works began operations in turn-of-the-nineteenth-century Japan as a way for founder Sakichi Toyoda to sell power weaving looms. Toyoda invented his loom in response to frustration over how long it took his mother and grandmother to complete the mundane cloth making that supplemented the family’s income from his dad’s low-paying carpenter job.

What are these companies missing? What could be simpler? We “lean out the process,” shifting to smaller batches, moving steps closer together, and eliminating the bad steps, and the key performance indicators go wild, showing improvements that we had never thought possible. Then comes the bad news. All of these remedies have been tried, and they have helped for a time, but they still have not produced the sustained excellence that we desire. The general conclusion that many practitioners of Lean and Six Sigma have arrived at is that sustaining improvements requires a combination of top leadership commitment and a culture of continuous improvement.

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