Organizational Culture and its Impact on Continuous Improvement in Manufacturing presents detailed insights into recent studies, providing solutions that can be scaled up at a global level.

Organizational Culture and its Impact on Continuous Improvement in Manufacturing presents detailed insights into recent studies, providing solutions that can be scaled up at a global level.

Winner of the Shingo Prize for Research and Professional Publication, 2009 The international bestseller The Toyota Way explained the company's success by introducing a revolutionary 4P model for organizational excellence-Philosophy, People, Process, and Problem Solving. Now, in Toyota Culture, preeminent Toyota authorities Jeffrey Liker and Michael Hoseus reveal how Toyota selects, develops, and motivates its people to become committed to building high-quality products-and how you can do the same for your company. Toyota Culture examines the “human systems” that Toyota has put in place to instill its founding principles of trust, mutual prosperity, and excellence in its plants, dealerships, and offices around the world. Beginning with a look at the evolution of the Toyota culture and why its people are the heart and soul of the Toyota Way, the authors explain the company's four-stage process for building and keeping quality people: Attract, Develop, Engage, and Inspire. Drawing upon numerous examples from Liker's decades of research as well as Hoseus' insider access as a Toyota manager, Toyota Culture gives you the tools you need to: Find competent, able, and willing employees Start training and socializing your people as you hire them Establish and communicate key business performance indicators at every level of your organization Train your people to solve problems and continuously improve processes in their daily work Develop leaders who live and teach your company's philosophy Reward top performance-and offer help to those who are struggling Fascinating vignettes of Toyota's innovative culture highlight the nuances of translating and recreating a people-centric culture in factories and offices across the globe. These exclusive, behind-the-scenes details are just what your company needs to successfully learn from The Toyota Culture.

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The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

This book covers the strategic use of continuous improvement (CI) techniques for manufacturing performance improvement. It focuses primarily on strategies that can be adopted by small and middle-sized enterprises in manufacturing in order to meet the global challenges and competition. The book begins with an introduction to CI (or Kaizen), explaining different CI approaches and strategies. Chapter 2 offers a literature review of CI, examining conceptual frameworks, case studies, and surveys. Next, the book deals with the design of the study, detailing the work done in each phase along with the tools, techniques and models. Chapter 4 presents a detailed survey to determine the present status of continuous improvement strategies in the Indian manufacturing industry, to assess the important barriers that effect the implementation of CI strategies, and to also assess the role of key enablers leading to improve the performance of manufacturing operations. Chapter 5 is comprised of detailed case studies to further analyze the application of the discussed CI strategies. The purpose of Chapter 6 is to develop the relationship among the different identified most important barriers in implementing CI approach using interpretive structural modeling (ISM) and classify these barriers depending upon their driving and dependence power. Finally Chapter 7 provides conclusions, addresses potential limitations, and also looks to the future.