| Jeffrey K.Liker,Ph.D., is Professor of Industrial and Operations Engineering at the University of Michigan ,and confounder and Director of the Japan Technology Managemnet Program and the Lean Manufacturing and Product Development Cerfificate Program at the university.Winner of four shhingo Prizes for Excellence,Dr.Lider's W4ritings on Toyota have appeared in The Harvard Business Review ,Sloan Manangement Review,and other leading publications .Dr.Liker is a principal of Optiprise,a Lean enterprise /supply chain manangement consulting firm,and was the editor of Becoming Lean:Experiences of U.S. Manufacturers ,which won the 1998 shigeo shingo prize for excellence in manufacturing research.
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| Foreword by Gary Convis Preface Acknowledgement Part One The World-Class Power of the Toyota Way Chapter 1. The Toyota Way:Using Operational Excellence as a Strategic Weapon Chapter 2. How Toyota Became the Toyoda Family and the Toyota Production System Chapter 3. The Heart of the Toyota Production System:eliminating Waste Chapter 4. The 14 Principles of the Toyota Way:An Executive summary of the Culture Behind TPS Chapter 5. The Toyota Way in Action:The "No compromises"Developmetn of Lexus Chapter 6. The Toyota Way in Action:New Century,New Fuel,New Design Process- Prius Part Two.The Business Principles of The Toyota Way Section Ⅰ.Long-Term Philosophy Chapter 7.Principle 1:Base Your Management Decisions on a Long-Term Philosophy,Even at the Expense of Short-Term Finalncial Goals Section Ⅱ.The Right Process Will Produce the Right Results Chapter 8.Principle 2:Create Continuous Process Flow to Bring Problems to the Surface Chapter 9.Principle 3:Use "Pull"Systems to Avoid Overproduction Chapter 10.Principle 4:level Out the Workload Chapter 11.Principle 5:Build a Culture of Stopping to Fix Problems,to Get Quality Right the first Time Chapter 12.Principle 6:Standardized Tasks Are the Foundation for Comtinuous Improvemetn and Employee Empowerment Chapter 13.Principle 7:Use visual control So No Problems Are Hidden Chapter 14.Principle 8:Use Only Reliable,Thoroughly Tested Technology That Serves Your People Your People and Processes Section Ⅲ.Add Value to the Organization by Developing Your People and Partners Chapter 15.Principle 9:Grow Leaders Who Thoroughly Understand the Work,Live the Philosophy,and Teach It to Others Chapter 16.Principle 10:Develop Exceptional People and Teams Who Follow Your company's Philosophy Chapter 17.Principle 11:Respect Your Extended Netword of Partners and Suppliers by challenging Them and Helping Them Improve Section Ⅳ.Continuously Solving Root Problems Drives Organizational Learning Chapter 18.Principle 12:Go and See of Yourself to Thoroughly Understand the Situation Chapter 19.Principle 13:Make Decisions Slowly by Consensus,Thoroughly Considering All Options ImplementDecisions Raidly Chapter 20.Principle 14:Become a Learning Organization Through Relentless Reflenction and Contionuous Improvemnt Part Three.Applying the Toyota Way in Your Organization |
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