|
Adapted from: The
Toyota Way, Jeffrey Liker
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
-
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
-
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
-
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).
|
|
