|About the book|
Toyota doesn't just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyota's remarkable success through a 4P model for excellence-Philosophy, People, Problem Solving, and Process. Liker, with coauthor David Meier, provided deeper insight into the practical application of the principles in The Toyota Way Fieldbook. Now, these authorities on Toyota reveal how you can develop talented people and achieve incredible results in your company.
Toyota Talent walks you through the rigorous methodology used by this global powerhouse to grow high-performing individuals from within. Beginning with a review of Toyota's landmark approach to developing people, the authors illustrate the critical importance of creating a learning and teaching culture in your organization. They provide specific examples necessary to train employees in all areas-from the shop floor to engineering to staff members in service organizations-and show you how to support and encourage every individual to reach his or her top potential.
Toyota Talent provides you with the inside knowledge you need to
Guiding you with expert tips and training aids, as well as real-world examples drawn from the authors' two decades of research and field work, Liker and Meier show you how to get the most out of people who live and breathe your company's philosophy-and who work together toward a common goal.
|About the author|
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
David P. Meier is coauthor (with Liker) of The Toyota Way Fieldbook, and is President of Lean Associates, Inc., a consulting company dedicated to supporting other organizations in their efforts to learn from the Toyota Way. David was a group leader for Toyota Motor Manufacturing for ten years.
|Table of contents|
Section 1- People Create Learning Organizations
Chapter 1: Toyota's Approach to Developing People
Chapter 2: The Importance of Developing People
Chapter 3: Creating a Teaching and Learning Culture in Your Company
Chapter 4: Standardized Work as the Foundation for Training
Section 2- The Job Instruction Method
Chapter 5: Preparation for Training
Chapter 6: Create a Job Breakdown
Chapter 7: Present the Operation
Chapter 9: Follow Up to Ensure Success
Chapter 10: Training examples for non-repetitive manufacturing jobs
Section 3- Developing Other Members of the Organization
Chapter 11: Case Example of Non-routine Jobs: Developing Engineers
Chapter 12: Developing Internal Lean Coaches
Chapter 13: Final Considerations