The Toyota Way / Toyota Culture / Toyota Talent (Set of 3 Books)
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    The Toyota Way / Toyota Culture / Toyota Talent (Set of 3 Books) (English, Jeffrey K. Liker)

    The Toyota Way / Toyota Culture / Toyota Talent (Set of 3 Books)  (English, Jeffrey K. Liker)

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    Features
    • Language: English
    • Publisher: Tata Mcgraw Hill Education Private Limited
    • ISBN: 9785111129321, 5111129324
    • Pages: 1300
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    Description
    This Box Set Include Following Contents

    1.) The Toyota Way
    • How to double or triple the speed of any business process
    • How to build quality into workplace systems
    • How to eliminate the huge costs of hidden waste
    • How to turn every employee into a quality control inspector
    • How to dramatically improve your products and services!

    With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker. Toyota's secret weapon is Lean production--the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality.

    The Toyota Way, explain's Toyota's unique approach to Lean the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing. Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise the Toyota Way.

    Table Of Contents
    • Foreword By Gary Convis
    • Preface
    • Acknowledgements
    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 Worlds Best Manufacturer: The Story Of The Toyota Family And The Toyota Production System
      Chapter 3. The Heat 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 Development 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 Financial 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 (Heijunka)
      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 Continuous Improvement And Employee Empowerment
      Chapter 13. Principle 7: Use Visual Control Ao No Problems Are Hidden
      Chapter 14. Principle 8: Use Only Reliable, Thoroughly Tested Technology That Server 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 Companys Philosophy, And Teach It To Others
      Chapter 17. Principle 11: Respect Your Extended Network Of Partners And Suppliers By Challenging Them And Helping Them Improve
    Section IV: Continously Solving Root Problems Drives Organizational Learning

      Chapter 18. Principle 12: Go And See For Yourself To Thoroughly Understand The Situation
      Chapter 19. Principle 13: Make Decisions Slowly By Consensus, Thoroughly Considering All Options; Implement Decisions Rapidly
      Chapter 20. Principle 14:Become A Learning Organization Through Relentless Reflection (Hansei) And Continuous Improvement (Kaizen)
    Part Three: Applying The Toyota Way In Your Organization

      Chapter 21. Using The Toyota Way To Transform Technical And Service Organizations
      Chapter 22. Build Your Own Lean Learning Enterprise, Borrowing From The Toyota Way
      Bibliography
      Recommended for Further Reading
      Index

    2.) Toyota Culture
    Toyota Culture examines the “human systems” that Toyota has put in place to instill its founding principles of trust, mutual prosperity, and excellence in its plants, dealerships, and offices around the world. Beginning with a look at the evolution of the Toyota culture and why its people are the heart and soul of the Toyota Way, the authors explain the company's four-stage process for building and keeping quality people: Attract, Develop, Engage, and Inspire.

    Table of Contents
    • Acknowledgements
    • Foreword
    • Preface: From The Toyota Wat To Toyota Culture
    Part One: What Is Toyota Culture
      Chapter 1: The Dna Of Toyota Lies In Its Culture
      Chapter 2: The Human Systems Model
      Chapter 3: Toyota Way + Local Environment + Purpose = Success
    Part Two: The Quality People Value Stream
      Chapter 4: Attract Competent And Trainable People
      Chapter 5: Developing Competent And Able People
      Chapter 6: Engaging Competent And Willing People In Continuous Inprovement
      Chapter 7: Inspiring People To E Commited To The Company, Family, And Community
    Part Three: People Supporting Processes
      Chapter 8: Work Groups And Team Problem Solving
      Chapter 9: Clean And Safe Workplace
      Chapter 10: Two-Way Communication And Visual Management
      Chapter 11: Servant Leadership
    Part Four: Organizational Supporting Processes
      Chapter 12: Commitment And Tools For Stable Employment
      Chapter 13: Fair And Consistent HR Policies And Practices
      Chapter 14: Slow Promotion And Rewards For Teamwork
      Chapter 15: Hoshin Kanri And Floor Management Development System
    Part Five: Learning From Toyota About Growing A Lean Culture
      Chapter 16: Leveling Up Toyota Culture At Toyota Motor Sales
      Chapter 17: The Lexus And Scion Stories
      Chapter 18: Developing Your Culture Of Quality People For Long-Term Mutual Prosperity
    • Bibliography
    • Index

    3.) Toyota Talent
    Toyota has changed the economic and business landscape with its model for organizational excellence. Jeffrey K. Liker's international bestseller, The Toyota Way, summarized this management approach with his 4P model consisting of Philosophy, Process, People, and Problem Solving. The Shingo Prize-winning The Toyota Way Field book went a step further showing how to apply the 4Ps to other companies.

    Toyota Talent explores the critical importance of People in the Toyota model. Without an exceptional workforce, the other principles would be useless. Liker and Meier describe how the company develops high-performing individuals and an outstanding workforce. With illustrative examples, guidance, and proven techniques, this book also shows the best ways to grow talent from within.

    Table of Contents
    • Acknowledgments
    • Foreword
    • Preface
    Part One- Getting the Organization Ready to Develop exceptional People
      Chapter 1: What Can We Learn from Toyota about Developing Talent
      Chapter 2: Toyota Works Hard to Develop exceptional People
      Chapter 3: Toyota and the Training Within Industry Program
      Chapter 4: Prepare the Organization
    Part Two- Identify Critical Knowledge
      Chapter 5: Begin at a High Level to Understand Skill Requirements of the Job
      Chapter 6: Standardized work and the Job Instruction Method
      Chapter 7: Analyzing Routine Work and Ancillary Tasks
      Chapter 8: Breaking a Job Down into Pieces for Teaching
      Chapter 9: Identify Key Points and Reasons
      Chapter 10:Job Breakdown Examples
    Part Three- Transfer Knowledge to Others
      Chapter 11:Prepare for Training
      Chapter 12:Present the Operation: The Training Session
      Chapter 13:Try Out Performance
      Chapter 14:Handling Challenging Training Situations
    Part Four- Verify Learning and Success
      Chapter 15:Follow Up to verify Learning and Ensure Success
      Chapter 16:Organizational Follow-Up
    • Index
    Read More
    Specifications
    • Author
      • Jeffrey K. Liker
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