The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence Through Leadership Development

In “The Toyota Way to Lean Leadership,” readers learn the two key maxims to build a successful business:

  • constantly improve processes and people,
  • focus on leadership development.

Working with the vehicle manufacturer’s former executive Gary Convis, writer Jeffrey Liker details, analyzes and teaches the lean way to lead.

It took home the Shingo Research and Professional Publications Award in 2012 by providing solid, actionable advice and a pleasurable read. Readers can apply the advice provided, especially in early chapters, to a company, department or team environment. While Toyota uses it in relationship to a manufacturing setting, the methods prove useful in any business format. Readers compliment its engaging style and its advice on topics as diverse as systems thinking and servant leadership. Toyota’s consistently implemented company and leadership principles resulted in 58 years in a row of increased profits for the vehicle manufacturer. Only the worst Japanese earthquake in a century and a part recall slowed it down. Both occurred in the same year -2008. Its foray into lean leadership teaches readers the methods used to build this successful company with 80 years in business.

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Description

“The Toyota Way to Lean Leadership” provides readers detailed insight into Toyota’s lean success, including its production systems, product development and leadership development. Internally, Toyota focuses on developing its existing employees as leaders. Externally, Toyota focuses its processes, product development and leadership methods on the end user – car and truck buyers.

In this book in The Toyota Way series, readers learn how Toyota ensures those newly hired into leadership positions represent and support its existing company culture and philosophy. Working with the vehicle manufacturer’s former executive Gary Convis, writer Jeffrey Liker details, analyzes and teaches the lean way to lead. The company focuses on two key maxims in its successful method:

  • constantly improve processes and people,
  • focus on leadership development.

Although the massive 2008 Japanese earthquake and a part recall slowed it down, prior to that year Toyota logged 58 years in a row of increased profits.

Liker and Convis cover the topics that a good MBA program does, like systems thinking and servant leadership. They also delve deep into the company’s specific methods for business development and leadership development, plus the intrinsic tie between the two.

While it avoids work book format, it does provide actionable items in a digestible format chapter by chapter. It’s so readable and helpful that it took home the Shingo Research and Professional Publications Award in 2012. Readers compliment its pleasurable read and solid, actionable advice. The flexible advice provided, especially in early chapters, applies to a company, department or team environment.

According to Industry Week, two percent of companies use the lean method. Business executives, owners and students can read this tome and implement its teachings, increasing

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