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The Toyota Way Fieldbook
Download The Toyota Way Fieldbook
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From the Back Cover
Your hands-on guide to the secrets of Toyota's success! Jeffrey Liker first revealed the management principles Toyota's worldwide reputation for quality and reliability in the international bestseller The Toyota Way. Now, he and Toyota veteran David Meier take those lessons a step further with The Toyota Way Fieldbook. You'll receive the diagnostic tools, worksheets, and exercises--many adapted from Toyota originals--so you can craft the most effective approach for your organization. Learn how to develop a long-term philosophy of cost reduction, build a culture that stops to fix problems quickly, develop leaders that live your system, and transform your company into a true lean learning organization that continuously improves, meets the needs of its customers, and positions itself for long-term success. Most importantly, you'll understand the thinking behind lean tools and approaches so you can implement Toyota's 4P Model for success in your organization: Philosophy--The company is a vehicle for adding value to customers, society, the community, and its associates. Process--When leaders follow the right process they get the right results, including long-term cost-reduction and quality improvement. People and Partners--Add value to an organization by challenging its people and partners to grow and become more skilled and confident. Problem solving--Continuously solve root problems to drive organizational learning.
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About the Author
Jeffrey K. Liker, the author of the bestselling The Toyota Way, is Professor Emeritus of Industrial and Operations Engineering at the University of Michigan, and President of Liker Lean Advisors, LLC. His work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.David Meier is the President of Lean Associates and was Group Leader for Toyota Motor Manufacturing for ten years. He helps other organizations across many industries learn from the Toyota Way.
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Product details
Paperback: 476 pages
Publisher: McGraw-Hill; 1 edition (October 19, 2005)
Language: English
ISBN-10: 9780071448932
ISBN-13: 978-0071448932
ASIN: 0071448934
Product Dimensions:
7.3 x 1.1 x 9.1 inches
Shipping Weight: 1.6 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
81 customer reviews
Amazon Best Sellers Rank:
#44,598 in Books (See Top 100 in Books)
The Toyota Way Fieldbook is excellent and it's a great addition to the Toyota Way. It's hard to write a book as good as the Toyota Way, this book is good, but not as good as Toyota Way.When I started reading the fieldbook, I was highly dissapointed. The first 200 pages basically just explained the basic lean tools. It's good if you do not know them, but I felt that the book didn't add anything to the existing lean literature. I expected more from Jeff Liker, especially after the excellent Toyota Way.Part IV of the book starts around page 200 and talks about developing people. Here, for me, the book took a turn and became better the more I continued. (I also immediately ordered the new Toyota Talent book to hope to get more information on this side of Toyota). The organizational structures and training descriptions was very concrete, as I would expect in a fieldbook. Then Part V started around page 300 and it was... excellent. It's about find root causes and continuous learning. Just chapter 14 is worth the whole book. The description of the "therefore" method and it's relationship to the 5why's is very important. (this section talks about how 5why is a method for finding the root cause, but it's just as important to abstract the problem in "the true problem" so that you got more flexibility in ways of solving it).The last part is about managing the change. The stories are all very nice and concrete. The advise is useful.I really like this book, especially chapter 14! It gave me, again, new insights in Toyota's way of working and especially it's culture. The stories made it concrete and they were fun to read. Recommended, after you finished the Toyota Way.
This is a very good book that seems to be a supplement to the main book with summaries, and application techniques. The book is not intended to explain the ins and outs of how Toyota manages financial factors and controls costs through strategic use of labor, but to provide readers with a basic idea of how one might approach applying and implementing some of the methodology of TPS. Like another reviewer, I also worked at TOYOTA for a very long time and don't see any issue with the practices employed. This is a good book for furthering your learning of TPS and to generate thought on possible applications for implementing the system.
This temendous book is the best book I have read on the specifics of TPS so far, and the one closest to it's elusive spirit - it's an absolute must read for any lean implementer. Far beyond the description of tools, it's a brilliant attempt at giving a feel for what TPS is truly about. For instance, there's a lovely story of one of the authors looking at a westerm traditional automotive assembly chain. At some point, he spots a problem with a carpet in the cars being assembled. Instinctively, he looks for the andon cord, before reminding himself that, of course, there would be one. Then he points out the defect to the supervisor, who answers, that, yeah, he's right - they'll probably spot it at rework and deal with it. Should they talk to someone upstream? Not necessary, the previous process is probably aware of the problem and trying to do something about it. The author then describes his moment of total anguish at seeing a defect go through the process and not being able to do anything about it.This, I believe is a reflection of the true TPS spirit. I know a plant manager who used to work with Toyota before chosing to come back home and take a local non-Toyota plant. The first thing he did was set up an andon board. At first, he was puzzled to see the lights never went off. Then he realized there was nothing, but absolutely nothing in the current social system of the plant that would make the operators trigger an andon signal, or the management react to it. To implement TPS, everything had to be constructed from scratch.The Toyota Way Fieldbook is far more than a companion to The Toyota Way, which is a great management book about Toyota. The Fieldbook goes explicitly into some of the least described aspects of TPS: the development of people thorugh constant problem-solving. The Fieldbook describes both techniques to follow people development, and problem-solving processes which are, in my mind, at the heart of the TPS. I can't recommend this book enough to all readers out there who struggle in trying to implement lean without access to a sensei. This won't replace the sensei, but it's the closest thing to it.
Good as advertised.
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