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Toyota Culture and
Management Philosophy
The
Toyota Way is not the
Toyota Production System
(TPS).
The 14 Principles of the Toyota Way is a management philosophy used by
the Toyota corporation that includes TPS, also known as
lean manufacturing.
TPS is the most systematic and highly developed example of what the principles
of the Toyota Way can accomplish. The Toyota Way consists of the foundational
principles of the Toyota
culture,
which allows the TPS to function so effectively.
The Main
Ideas of the Toyota Way
-
To base
management decisions on a "philosophical sense of purpose"
-
To think long
term
-
To have
a process for solving problems
-
To add value
to the organization by developing its people
-
To recognize
that continuously solving root problems drives organizational
learning.
The 4 Sections
and the 14 principles of the Toyota Way
I. Having a long-term philosophy that
drives a long-term approach to building a
learning organization
-
Base your management
decisions on a long-term philosophy, even at the expense of short-term
financial goals
II. The right process will
produce the right results
-
Create a continuous
process flow to bring problems to the surface
-
Use "pull" systems to
avoid overproduction
Lean Enterprise: 13 Tips
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Level out the workload (heijunka). (Work like the tortoise, not the hare)
-
Build a culture of stopping to fix problems, to get
quality right the first time
-
Standardized tasks and
processes are the foundation for
continuous improvement
and
employee empowerment
Kaizen Mindset
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Use visual control so no problems are hidden
-
Use only reliable,
thoroughly tested technology that serves your people and processes
III. Add
value to the organization by developing its people and partners
-
Grow
leaders who thoroughly
understand the work,
live the philosophy, and teach it to others
Kaizen Strategy: 7 Conditions for Successful
Implementation
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Develop exceptional people and
teams who follow your company's philosophy
-
Respect your
extended network of
partners
and
suppliers
by challenging them and helping them improve
IV.
Continuously solving root problems to drive organizational learning
-
Go and see for yourself to
thoroughly understand the situation (Genchi Genbutsu).
-
Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly (Nemawashi).
-
Become a
learning organization through relentless
reflection (hansei) and continuous improvement (Кaizen).
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