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CITATION

Liker, Jeffrey and Hoseus, Michael. Toyota Culture: The Heart and Soul of the Toyota Way. US: McGraw-Hill, 2007.

Toyota Culture: The Heart and Soul of the Toyota Way

Authors: Jeffrey Liker and Michael Hoseus

Published:  December 2007

eISBN: 9780071712576 0071712577 | ISBN: 9780071492171
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  • Contents
  • Acknowledgments
  • Foreword
  • Preface: From the Toyota Way to Toyota Culture
  • The Toyota Way is About Culture
  • Two Models of the Toyota Way
  • Part One.What is Toyota Culture?
  • Chapter 1. The DNA of Toyota Lies in its Culture
  • Why Are Lean and Six Sigma Programs Not Enough?
  • What Is Culture? (It’s All in Our Heads)
  • People Are the Heart and Soul of the Toyota Way
  • A Deeper Analysis of Culture
  • The Challenges of Taking Culture Across Boundaries
  • The Challenges of Changing Culture at Other Companies: A Warning
  • Caveat: Toyota Is Made Up of People—and People Are Not Perfect
  • Summary: Reasons for Hope?
  • Key Points to Consider for Your Company
  • Chapter 2. The Human Systems Model
  • Toyota’s Turnaround from Bankruptcy: Reflecting and Reinforcing Culture
  • Supporting the Two Critical Value Streams: Product and People
  • The Human Systems Model
  • The Model is Not a Silver Bullet—It is What You Do Every Day
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 3. Toyota Way + Local Environment + Purpose = Success
  • Purpose—Why Are We Here?
  • Outputs—Quality People Working Together to Continuously Improve Based on Shared Toyota Values
  • The Inputs to the Organization
  • Creating a Pool of Eligible Human Resources
  • Summary: Laying the Foundation for Toyota Culture
  • Key Points to Consider for Your Company
  • Part One. Summary
  • Part Two.The Quality People Value Stream
  • Chapter 4. Attract Competent and Trainable People
  • Selecting Employees for Life
  • Hiring the Right Person, in the Right Amount, in the Right Form, at the Right Time
  • Funnel Model of Recruitment: Many Prospects Lead to Few Hires
  • Selection: Long-Term Match
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 5. Developing Competent and Able People
  • Toyota Trains People Like They Are All Surgeons
  • Getting Started: Team Member Orientation
  • Training to Do the Job
  • On-the-Job Development (OJD)
  • Fundamental Skill Training (GPC)
  • Standardized Work and Job Breakdown
  • Work-Related Training Needs Identification (Through COPA)
  • Training Different Levels at Toyota
  • Summary
  • Key Points to Consider to for Your Company
  • Chapter 6. Engaging Competent and Willing People in Continuous Improvement
  • Problem Solving May Be the Silver Bullet
  • At Toyota Everyone Is a Problem Solver
  • 1. Engineers and Pilot Teams Create Initial Standards Learning From Past Problems
  • 2. Work Teams Work to Standard and Detect Deviations in an Atmosphere of No Blame
  • 3. Work Teams Contain Disruptions to Production through “Event-Type” Problem Solving
  • 4. Work Teams Improve the Standards Through “Setting-Type” Problem Solving
  • 5. Broader Problem Solving to Level Up the System
  • Leaders Encourage and Develop Kaizen Through Guidance, Trust and Discipline
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 7. Inspiring People to Be Committed to the Company, Family, and Community
  • What It Means to be Committed to Toyota
  • The Challenges of Inspiring Commitment in a Western Setting
  • Deepening the Cycle of Learning and Commitment
  • Challenge Team Members to Grow and Develop
  • Family and Community Focus
  • Think Green: Positively Impacting the Physical Environment
  • Keeping the Developed Team Member Through High Retention
  • Committed Toyota Members Can be Developed Outside Japan
  • Summary
  • Key Points to Consider for Your Company
  • Part Two. Summary
  • Part Three. People Supporting Processes
  • Chapter 8. Work Groups and Team Problem Solving
  • Teams and Work Groups Are the Basic Units of Toyota Organization
  • Toyota Organizational Structure: Flat and Optimal Span of Control
  • Work Groups at Work: Case Example
  • Many Types of Problem-Solving Groups
  • Problem Solving Groups at Work: Case Example
  • National Culture and Teamwork
  • No Social Differences
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 9. Clean and Safe Workplace
  • A Holistic Approach
  • The Physical Work Environment: Clean, Well Lit, and Comfortable
  • Physically Safe Processes
  • Psychologically Safe in the Plant
  • Team Member Care—Personal Health and Safety
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 10. Two-Way Communication and Visual Management
  • Communication is Fragile
  • Formal Channels of Communication
  • Informal Communication Channels
  • Visual Control and A-3s as a Communication System
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 11. Servant Leadership
  • Leaders Develop Culture
  • Servant Leadership
  • Thoughtful Leaders Living the Toyota Way Values
  • How Does Toyota Select and Develop Leaders?
  • Summary—Best of Both Worlds
  • Key Points to Consider for Your Company
  • Part Three. Summary
  • Part Four. Organizational Supporting Processes
  • Chapter 12. Commitment and Tools for Stable Employment
  • Long-term Partnership or Disposable Labor?
  • Stable Employment Depends on a Flexible Work Force
  • Planning for Ups and Downs in the Market
  • The Ups and Downs of Workforce Management
  • Putting It All Together Globally
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 13. Fair and Consistent HR Policies and Practices
  • What Is Fairness?
  • Trust Economy Versus Commodity Economy
  • Fairness and Consistency Is Human Resources’ Mandate
  • Restructuring HR as a Result of a Critical Problem
  • Union Influences: Is a Third Party Needed to Represent the Interests of Labor in the Toyota Culture?
  • Summary
  • Key Points to Consider for Your Company
  • Chapter 14. Slow Promotion and Rewards for Teamwork
  • Do You Get What You Measure?
  • Toyota’s Rewards and Recognition System in Japan
  • A Holistic Approach to Rewards and Recognition
  • East versus West Views of Rewards and Recognition
  • Blended and Balanced Rewards and Recognition Systems in Toyota USA
  • Where East Meets West in Performance Management
  • Tread Carefully in Changing Rewards Systems to Imitate Toyota
  • Key Points to Consider for Your Company
  • Chapter 15. Hoshin Kanri and Floor Management Development System
  • The Hoshin Systems Makes Investment in Culture Payoff
  • What Is Hoshin and How Does It Relate to the Floor Management Development System?
  • A Year in the Life of Hoshin Kanri at Toyota
  • The PDCA Phases
  • Is Hoshin Planning Really Just MBO with a Japanese Name?
  • Frequently Asked Questions and Answers about Hoshin
  • Don’t Rush Headlong into Hoshin
  • Key Points to Consider for Your Company
  • Part Four. Summary
  • Part Five. Learning From Toyota About Growing a Lean Culture
  • Chapter 16. Leveling Up Toyota Culture at Toyota Motor Sales
  • Toyota Motor Sales Turns Fifty
  • Teaching Lean Thinking at the University of Toyota
  • Bringing Kaizen to the TMS Finance Division
  • Is Toyota Motor Sales Lean?
  • Key Points to Consider for Your Company
  • Chapter 17. The Lexus and Scion Stories
  • Beyond Continuous Improvement to Strategic Innovation
  • Lean Customer Service the Lexus Way
  • Creating Scion to Attract Young People to the Customer Value Stream
  • Leveling up the Total Customer Experience
  • Summary
  • Chapter 18. Developing Your Culture of Quality People for Long-Term Mutual Prosperity
  • Lean Transformation: Tools to Reduce Waste or Cultural Transformation?
  • The Challenge of Building the Quality People Value Stream in the Context of Traditional Western Management
  • Different Approaches to Organizational Transformation
  • What Do We Know about Organization and Culture Change?
  • Phasing in the Transformation Process
  • Summary
  • Key Points to Consider for Your Company
  • Bibliography
  • Index