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In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

Eliminating wasted time and resources；

Building quality into workplace systems；

Finding low-cost but reliable alternatives to expensive new technology；

Producing in small quantities；

Turning every employee into a qualitycontrol inspector.

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

Bibliography Chapter Refernces

Recommended for Further Reading

Index

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作者简介：

Jeffrey K. Liker, Ph.D., is Professor of Industrial and Operations Engineering at the University of Michigan, and cofounder and Director of the Japan Technology Management Program and the Lean Manufacturing and Lean Product Development Certificate Programs at the university. Winner of four Shingo Prizes for Excellence, Dr. Liker's writings on Toyota have appeared in The Harvard Business Review, Sloan Management Review, and other leading public.