Toyota Culture: The Heart and Soul of the Toyota Way | by Jeffrey K. Liker, Michael Hoseus,The Center for Quality People and Organizations | ISBN: 9780071492171. HR Management Books. The Challenges of Changing Organizational Culture. The Human Systems Model. Workforce Management

January 3, 2010 by kutenk
Filed under: Business Books 

Toyota Culture: The Heart and Soul of the Toyota Way

by Jeffrey K. Liker, Michael Hoseus,The Center for Quality People and Organizations
ISBN:9780071492171

Drawing upon numerous examples from decades of research, as well as insider access from a Toyota manager, this book reveals how Toyota selects, develops, and motivates its people to become committed to building high-quality products.

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Toyota Culture—The Heart and Soul of the Toyota Way







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 Way 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 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 Communication Systems
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 Workforce
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 Reward Systems to Imitate Toyota
Key Points to Consider for Your Company

Chapter 15 – Hoshin Kanri and Floor Management Development System
The Hoshin System Makes Investment in Culture Pay Off
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 Management by Objectives 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 Motors 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
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

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