Product Development for the Lean Enterprise: Why Toyota’s System Is Four Times More Productive and How You Can Implement It: Michael N. Kennedy

• Filed under: Business

Editorial Reviews

Review
A must-read for leader’s who demand excellence in the development of new products. –President, Lockheed Martin Aeronoautics Company

The author provides great insight into the Toyota product development process and how the principles can be adapted to any business environment in any culture. –Richard Pearson, President, National Center for Manufacturing Excellence

This book is about what is next. If you want your company to be around in the future, product development is a key to winning. Here is a great road map and some tools to speed you on your way. –John H. Weber, President & CEO, Eagle-Picher Industries, Inc.

Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same. Except in one company — Toyota, perhaps the most innovative and highly respected car company on the planet. What is most startling is that Toyota s product development engineers are four times as productive as their counterparts in other companies, according to a study by the National Center for Manufacturing Sciences. Most follow a linear process in developing new products.

Toyota’s engineers do not. As this book reveals and explains, Toyota’s development engineers rely on a development paradigm that is totally different than that found in the West. Companies that are early adopters of the Toyota product development system are certain to realize tremendous advantages over their competitors. This is a change that is coming to businesses everywhere and this book shows the way. It is a must-read for anyone in management.

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The Hitchhiker’s Guide to Lean: Lessons from the Road: Jamie Flinchbaugh, Andy Carlino, Dennis Pawley

• Filed under: Business

Editorial Reviews

Hitchhikers do not travel a fixed path. They intentionally wander so they can learn and grow along the way. Embarking on the lean journey is similar, there are many roads on which to wander and no single one is right for all. “The Hitchhiker’s Guide to Lean: Lessons from the Road” reveals the most critical lessons learned over the authors’ combined 30-plus years of exploring the lean highways. One of the book’s lessons from the road is you need to pay attention to where you are and where you are going, just as you do when driving a car. Lean leaders add value by changing things, moving them forward, and producing different results than the day before. To lead, you must go beyond creating a vision. You must develop the vehicle that will deliver it. “The Hitchhiker’s Guide to Lean” is the vehicle that will help you move beyond the tools and take lean to a self-sustaining and continuously improving level. The book’s 10 chapters cover lean principles and thinking, lean leadership moves, the roadmap for lean transformation, common pitfalls of lean journeys, building an operating system, lean accounting, lean material management, lean in service organizations, and how individuals can apply lean to improve themselves. The book concludes with interviews of lean practitioners on the front lines of change at Chrysler, Ross Controls, DTE Energy, RSR Corporation, and Nemak.

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The Toyota Way Fieldbook: Jeffrey Liker, David Meier

• Filed under: Recommended

Editorial Reviews

The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota’s operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota’s success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures.

The book begins with a review of the principles of the Toyota Way through the 4Ps model—Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota’s lean systems will be provided with the inside knowledge they need to: • Define the companies purpose and develop a long-term philosophy • Create value streams with connected flow, standardized work, and level production • Build a culture to stop and fix problems • Develop leaders who promote and support the system • Find and develop exceptional people and partners • Learn the meaning of true root cause problem solving • Lead the change process and transform the total enterprise

The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker’s extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

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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Hoshin Kanri: The Strategic Approach to Continuous Improvement: David Hutchins

• Filed under: Recommended

The results of the quality revolution have been mixed. Global competition has elevated the most successful companies, in terms of providing goods and services, but even then initiatives such as total quality, business process reengineering and Six Sigma have been heralded as the solution, only to have been replaced with the next ‘big thing’ when it came along. Hoshin Kanri is not the next big thing in quality, it is a strategic approach to continuous improvement that provides a context for all of the individual elements such as Six Sigma or lean manufacturing. David Hutchins’ "Hoshin Kanri" shows you how to develop a dynamic vision for continuous improvement; to implement effective policies to support it; to link key performance indicators to Six Sigma, Lean Manufacturing and Kaizen and to sustain a strategy-led programme for improving business performance.

About the Author
David Hutchins has a Masters Degree in Quality and Reliability from Birmingham University UK. A Chartered Mechanical and Electrical Engineer, Member of the Chartered Institute of Management, Fellow of the Institute of Quality Assurance (IQA) and Senior Member of the American Society for Quality and author of several books and many articles. In David’s early career he was Chief Production/Industrial Engineer in the Automotive Components Industry before becoming Works Manager followed by 10 years teaching and consulting in Business Management prior to founding David Hutchins International. David Hutchins has over forty years of continuous experience in all aspects of the Quality-related sciences on a world-wide basis. He co-presented with the unchallenged World leading expert, Dr Juran, on all his annual courses in the UK from 1983 until Dr Juran’s retirement from international travel in 1992. He was a personal friend of the late Professor Ishikawa and was the only European to be invited to contribute material for the book which commemorated his life. He has been a key note speaker at many seminars organised by the Union of Japanese Scientists and Engineers (JUSE) in Japan and to this day works with the well known specialists in Concept Engineering, Drs Kano and Shiba. He has been an invited keynote speaker at conferences all over the world including the USA, Japan, South Africa, various Middle Eastern Countries, India, and all over Europe.

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How to Prevent Lean Implementation Failures: 10 Reasons Why Failures Occur (Making Companies Globally Competitive): Larry Rubrich

• Filed under: Recommended

Review
A much needed checklist for successful and sustainable Lean/World Class Enterprise implementations. — Jerry Solomon, VP of Manufacturing, MarquipWardUnited

A must read for Leadership Teams that take global competition seriously. — Bob WInter, President, Winter & Associates Ltd, An Executive Coaching Firm

A very practical guide to avoiding the pitfalls and roadblocks that occur in every Lean Implementation. — Robert T. Barnes, Executive Director, Maryland World Class Manufacturing Consortium

Provides a clear listing of the mistakes made within organizations and how to avoid them to help achieve optimal performance. — Timothy A. Valley, Director, Business Excellence Consortium at the Milwaukee School of Engineering

The goal of implementing Lean/World Class Enterprise is to improve and grow American businesses by making them globally competitive. With the news filled with debates about outsourcing, and moving businesses overseas, being globally competitive while maintaining their facilities in the US sounds like just what American business needs. So how successful are American companies at implementing these techniques? A recent report from Industry Week magazine sadly summarizes the current state of implementations.

Industry Week reported that 72% of the 884 U.S. companies responding to their survey were in various stages of implementing an improvement strategy such as Lean or World Class manufacturing, Agile manufacturing, Six Sigma, TPS, Theory of Constraints, or others. Of these companies, 75% reported that they had made “no” or just “some” progress toward their World Class manufacturing goals. Only 2% of the companies reported achieving World Class manufacturing status.

Why aren’t more companies showing significant progress in their goal to become World Class? This book has answers.

Written for both experienced Lean/World Class implementers and companies just beginning the World Class Enterprise (WCE) journey, this book lists the ten reasons implementations fail (in order of severity) and what companies can do to prevent or recover from their occurrence.

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Lean Production: John Black

• Filed under: Recommended

The concept of lean production is not new, but the challenges of dramatic change management often stymie business leaders trying to put lean operations into place. This newly-revised and greatly expanded volume aims to provide a readable, real-world roadmap for putting into place the indispensable strategy and tactics managers need to make lean work and move their organizations whether manufacturing or service-based toward a world-class production system. Drawing upon decades of experience in the front lines of lean production and organizational transformation, the author provides cases, anecdotes, examples, rationales and concrete tools to help business leaders stop talking about lean production and actually make progress toward achieving it. It s the perfect resource for leaders at all levels who are interested in improving their competitiveness, building more successful operations, and moving toward world-class performance in customer satisfaction, profitability, and employee satisfaction.

Features
- Contains in-depth insight chapters that explore key principles of the strategy with detailed explanations, examples, anecdotes, graphics, and comments by business leaders experienced in each area.
- Addresses the use of lean production principles and tools in service organizations and small companies.
- Provides actual case histories of successful implementation in a variety of organizations.
- Includes explanatory graphics and charts, including key steps and measurements for use in implementation.
- Features an extensive glossary and additional recommended reading.

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Toyota Culture: The Heart and Soul of the Toyota Way: Jeffrey Liker, Michael Hoseus

• Filed under: Recommended

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.

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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.

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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:

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• Find competent, able, and willing employees.
• Start training and socializing your people as you hire them.
• Establish and communicate key business performance indicators at every level of your organization.
• Train your people to solve problems and continuously improve processes in their daily work.
• Develop leaders who live and teach your company’s philosophy .
• Reward top performance-and offer help to those who are struggling.

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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.

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From the Back Cover

Toyota’s proven system for investing in people

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“A must-read for plant managers and lean thinkers alike. The book delves deep into the business practices that took Toyota Motor Corp. from its meager beginnings in 1930 to, as Liker puts it, ‘the world’s best manufacturer’…[it] explores how Toyota selects, develops, and motivates its people to drive excellence throughout the production process.”–Industry Week magazine.

The Toyota company-wide culture is the key ingredient in its success as the global leader in operational excellence. To help your company become the Toyota of your industry, leading Toyota authorities Jeffrey Liker and Michael Hoseus give you the inside scoop on creating and maintaining a people-centric culture that sustains consistent growth, innovation, profitability, and excellence. Drawing upon their unprecedented access to Toyota executives, managers, and factories across the globe, the authors show how you can build a culture of continuous improvement by:

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• Attracting, developing, and engaging exceptional people.
• Encouraging problem solving at all levels of your organization.
• Making management accountable to employees.
• Inspiring your people to be committed to the company, family, and community.
• Turning your HR department into the arbitrators of fair and consistent daily practices.
• Using a top-down and bottom-up planning process to involve everyone in achieving breakthrough goals.

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The Toyota Way: Jeffrey Liker

• Filed under: Recommended

How to speed up business processes, improve quality, and cut costs in any industry

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

From the Publisher
Winner of the Institute for Industrial Engineer’s Book-of-the-Year award and the Shingo Prize for Manufacturing Excellence

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The Toyota Way: Jeffrey Liker

• Filed under: Recommended

How to speed up business processes, improve quality, and cut costs in any industry

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

From the Publisher
Winner of the Institute for Industrial Engineer’s Book-of-the-Year award and the Shingo Prize for Manufacturing Excellence

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The Economic Importance of Intangible Assets: Patrizio Bianchi, Sandrine Labory

• Filed under: Recommended

This book is the result of a two-year interdisciplinary research programme named PRISM (Policy making, Reporting and measuring, Intangibles, Skills development and Management), financed by the European Commission and aimed both at understanding better how these assets are created and developed and what the policy implications of their growing importance in economies are. The book focuses on the policy issues raised by the increasing importance of intangible assets in a country’s growth and competitiveness. The main idea is that the value of intangible assets, which is imperfectly captured by current economic indicators and imperfectly formalized in economic theory, lies in their being the cumulative elements that keep the economy together - the glue of the system. This argument leads to the focus on networks and social capital as drivers of the development of intangible assets and is illustrated by the case of EU innovation and knowledge diffusion policy.

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