Winner of the Shingo Prize for Research and Professional Publication, 2009
The international bestseller The Toyota Way explained the company's success by introducing a revolutionary 4P model for organizational excellence-Philosophy, People, Process, and Problem Solving. Now, in Toyota Culture, preeminent Toyota authorities Jeffrey Liker and Michael Hoseus reveal how Toyota selects, develops, and motivates its people to become committed to building high-quality products-and how you can do the same for your company.
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.
Drawing upon numerous examples from Liker's decades of research as well as Hoseus' insider access as a Toyota manager, Toyota Culture gives you the tools you need to:
Fascinating vignettes of Toyota's innovative culture highlight the nuances of translating and recreating a people-centric culture in factories and offices across the globe. These exclusive, behind-the-scenes details are just what your company needs to successfully learn from The Toyota Culture.
Jeffrey K. Liker, the author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and co-owner of consulting firm Optiprise.
Michael Hoseus is Executive Director of the Center for Quality People and Organizations. He worked for Toyota's Georgetown, Kentucky plant for more than 12 years as a group leader, assembly plant manager, and manager of human resources.
The Center for Quality People and Organizations is a Toyota-supported nonprofit organization dedicated to sharing the Toyota Way with education, community, and business organizations through the experience of former Toyota leaders.
|Table of Contents|
Part One: The Context and the Challenge
1. The Problem and the Countermeasures
2. Inputs and Outputs: Philosophy, People, and Problem Solving
Part Two: The Process--The Competent People Value Stream
3. Attract Competent and Trainable People
4. Develop Competent and Able People
5. Engage Competent and Willing People
6. Enroll Competent and Committed People
Part Three: People and Culture Supporting Processes
8. Clean and Safe Work Environment
9. Two-Way Communication
10. Management Accountability to Employees
Part Four: Organizational Supporting Processes'Human Resource Management
11. Stable Employment and Manpower Management
12. Fairness and Consistent Policies and Practices
13. Recognition and Corrective Action
14. Hoshin Kanri'Policy Deployment
Part Five: How to Guide the Implementation of the Competent People Value Stream
16. Implementation Strategies Guide