Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance

The Lean Blueprint of Sustainability, Following the Toyota Way

Highly publicized recalls in 2009 and 2010 tarnished the respected carmaker’s reputation. Six years of renown for operational excellence were called into question and put under the microscope of public optics. Business pundits questioned the value proposition of quality upon which the brand was built. The harshest critics began predicting the demise of the giant car manufacturer.

Fortunately, the government’s findings cleared the carmaker of wrongdoing in the defects and accidents. Toyota recovered quickly through agile marketing and public apologies. The carmakers learned not to rely on processes unthinkingly, no matter how long they delivered unsurpassed results. It’s always important to question, test, and verify.

“The Toyota Way,” by Jeffrey Liker, shares the foundational principles that have made Toyota great with the rest of the business world. “The Toyota Way to Continuous Improvement” reveals insights from Toyota production engineer James Franz. Franz shows readers how to implement continuous improvement through a disciplined approach to process improvement across your organization.


Liker and Franz reveal avoidable mistakes in fundamental thinking that limit positive results, and then they unveil the secret behind how Toyota achieves its objectives. Toyota strives to improve business performance and develop its talented workforce by following a Plan-Do-Check-Adjust (PDCA), invented by Dr. W. Edwards Deming.

Deming breaks down detailed case studies from numerous industries to teach you how to:

  • Figure out why your processes aren’t netting you the results you need
  • Build a sustainable, lean process with a laser-sharp focus
  • Build a system that brings problems to light quickly
  • Teach every team member the art of PDCA

“The Toyota Way to Continuous Improvement” lays the foundation to help you create a clear vision of continuous improvement and chart a course to realize it in your organization.

What People Are Saying About The Toyota Way

“I have found inspiration and lessons in these real stories from real people who try, sometimes fail, and yet find creative ways to succeed in adapting the principles of Deming and Toyota. Despite the diversity of applications revealed here, the commonality in vision, values, and desired outcomes unifies these leaders. You won’t be able to put this book down.”

-Richard Zarbo, DMD, MD, SVP, and Chairman of Pathology/Laboratory Medicine at Henry Ford Health System

Charles Baker is the former chief engineer at Honda’s research and development team for the Americas. He believes that lean isn’t just an idea or a theory. Now, it’s a proven system defined by practices and principles. More people are learning and using lean thinking to accomplish sustainable and substantial change, leading to continuous improvement in their enterprises.

Baker says, “This book details the practices and case studies to help you bring Lean transformation to your enterprise!”

Let new ideas change how your organization leads to change for long-term, winning results by adopting a disciplined approach to process improvement in every department of your company.


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