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The Toyota Way to Lean Leadership : Achieving and Sustaining Excellence through Leadership Development: Liker, Jeffrey K./ Convis, Gary L.: BOOKS KINOKUNIYA
The Toyota Way to Lean Leadership : Achieving and Sustaining Excellence through Leadership Development
The Toyota Way to Lean Leadership : Achieving and Sustaining Excellence through Leadership Development
出版社 : McGraw-Hill
出版年月 : 2011/10
Binding : Hardcover
ISBN : 9780071780780

BookWeb価格 : THB 1,080.00
会員価格 : THB 972.00

在庫情報 : フルフィルメント・センターに在庫があります。
言語 : English
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Source: ENG
Academic Descriptors: A48404230
Place of Publication: United States
Academic Level: Professional
Table of Contents
Foreword                                           xi
          Akio Toyoda
Prologue: Toyota as a Model in Light of a          xiii
Period of Intense Challenges
Introduction: The Roots of Toyota's Global         1   (24)
Business Leadership
      The Failure of the Lean Quick Fix            3   (2)
      A Legacy of Unique Leadership                5   (2)
      Silos of Lean                                7   (2)
      More than an ROI Exercise                    9   (1)
      Differing World Views                        10  (5)
      The Leader's Role                            15  (1)
      Toyota as a Model                            16  (3)
      Toyotas Challenges: There Are Always         19  (2)
      What Follows                                 21  (4)
    Chapter 1 Leading in the Toyota Way: A         25  (22)
    Lifelong Journey
      What Is Toyota Way Leadership?               25  (4)
      Comparing Traditional to Toyota Leadership   29  (4)
      Toyota Leadership Is Continually             33  (1)
      Toyota Leadership and Leadership             34  (1)
      Core Values                                  35  (4)
      The Toyota Way Leadership Development        39  (5)
      Can Others Learn from Toyota Leadership?     44  (3)
    Chapter 2 Self-Development: Reliably           47  (42)
    Identifying and Coaching Developing Leaders
    at the Gemba
      Self-Development Begins with Learning        51  (7)
      Shu Ha Ri and Leadership                     58  (3)
      A Shu Ha Ri Story of Developing a Young      61  (3)
      Leader at the Gemba
      How Shu Ha Ri Allows For and Helps           64  (17)
      Identify Self-Development
      Selecting Outside Leaders for Capability     81  (3)
      as Toyota Grew in North America
      Conclusion                                   84  (5)
    Chapter 3 Coach and Develop Others             89  (32)
      TPS Creates Challenges to Force              90  (5)
      Employees' Development
      A3 Problem Solving Makes the Thinking        95  (4)
      Process Visible
      Sometimes Leadership Training Must Be        99  (2)
      Learning to Manage Vertically and            101 (5)
      Horizontally: T-Type Leaders
      A Massive Commitment to Developing Leaders   106 (5)
      Developing Leaders the Toyota Way            111 (3)
      Clarifying Expectations and                  114 (3)
      Accountability through Visual Management
      Conclusion                                   117 (4)
    Chapter 4 Daily Kaizem Continually             121 (26)
    Developing Leadership from the Bottom Up
      A Better Understanding of Kaizen             123 (3)
      Minomi---A Material Flow Revolution in       126 (6)
      Small Steps
      Kaizen and Leadership                        132 (6)
      Supporting Kaizen: Adding Energy and         138 (5)
      Developing Leaders
      Conclusion                                   143 (4)
    Chapter 5 Hoshin Kanri: Align Vision,          147 (38)
    Goals, and Plans for Continuous Improvement
      Hoshin Kanri: Management by Objectives by    150 (4)
      Another Name?
      The Hoshin Kanri Process                     154 (10)
      Translating Global Vision 2010 for North     164 (3)
      Catch-Ball to Agree on Actual Targets at     167 (3)
      Every Level
      Doing and Checking through Visual Tracking   170 (7)
      Hoshin Kanri in Action                       177 (6)
      Conclusion                                   183 (2)
    Chapter 6 Toyota Leadership Turning Around     185 (42)
    Dana Corporation
      Dana's Situation and Setting Priorities      186 (26)
      Formalizing Implementation of the Dana       212 (9)
      Operating System
      Conclusion                                   221 (6)
    Chapter 7 Learning from Toyota Leadership      227 (26)
      Do You Really Want to Be Excellent?          229 (2)
      Is Lean Leadership in the Toyota Way         231 (10)
      Really That Different?
      Lean Leadership Is the Force That Allows     241 (5)
      Toyota to Adapt to Major Environmental
      Starting the Journey                         246 (7)
Notes                                              253 (8)
Acknowledgments                                    261 (10)
Index                                              271

The Missing Link to Toyota-Style Success--LEAN LEADERSHIP "This great book reveals the secret ingredient to lean success: lean leadership. Not only is it a pleasure to read, but it is also deep and enlightening. This book is an absolute must-read for anyone interested in lean: it's both an eye opener and a game changer." --Michael Balle, Ph.D., coauthor of The Gold Mine and The Lean Manager "This will immediately be recognized as the most important book ever published to understand and guide 'True North Lean' and the goal of perpetual business excellence." --Ross E. Robson, President and CEO, DnR Lean, LLC, and the original Director of The Shingo Prize "An excellent book that will shape leadership development for decades to come." --Karen Martin, Principal, Karen Martin & Associates, and author of The Kaizen Event Planner About the Book: TOYOTA. The name signifies greatness-- world-class cars and game-changing business thinking. One key to the Toyota Motor Company's unprecedented success is its famous production system and its lesser-known product development program.These strategies consider the end user at every turn and have become the model for the global lean business movement. All too often, organizations adopting lean miss the most critical ingredient--lean leadership. Toyota makes enormous investments in carefully selecting and intensively developing leaders who fit its unique philosophy and culture. Thanks to the company's lean leadership approach, explains Toyota Way author Jeffrey Liker and former Toyota executive Gary Convis, the celebrated carmaker has set into motion a drive for continuous improvement at all levels of its business. This has allowed for: Constant growth: Toyota increased profitability for 58 consecutive years--slowing down only in the face of 2008's worldwide financial difficulties, the recall crisis, and the worst Japanese earthquake of the century. Unstoppable inventiveness: Toyota's approach to innovative thinking and problem solving has resulted in top industry ratings and incredible customer satisfaction, while allowing the company to weather these three crises in rapid succession and to come out stronger.Strong branding and respect: Toyota's reputation was instrumental in the company's ability to withstand the recalls-driven media storm of 2010. But what looked to some to be a sinking ship is once again running under a full head of steam. Perhaps the Toyota culture had weakened, but lean leadership was the beacon that showed the way back. In fact, writes Liker, the company is "as good and perhaps a better model for lean leadership than it ever has been." of innovation and growth. Yet, Industry Week reports that just 2 percent of companies using lean processes can likewise claim to have had long-term success. What the other 98 percent lack is unified leadership with a common method and philosophy. If you want to get lean, you have to take it to the leadership level. The Toyota Way to Lean Leadership shows you how.