Building upon the international bestselling Toyota Way series of books
by Jeffrey Liker, The Toyota Way to Continuous Improvement looks
critically at lean deployments and identifies the root causes of why
most of them fail. The book is organized into three major sections
outlining:
- Why it is critical to go beyond implementing lean tools and,
instead, build a culture of continuous improvement that connects
operational excellence to business strategy
- Case studies from seven unique industries written from the
perspective of the sensei (teacher) who led the lean
transformation
- Lessons about transforming your own vision of an ideal organization
into reality
Section One: Using the Plan-Do-Check-Adjust (PDCA) methodology,
Liker and Franz contrast true PDCA thinking to that of the popular,
superficial approach of copying "lean solutions." They describe the
importance of developing people and show how the Toyota Way principles
support and drive continuous improvement. Explaining how lean systems
and processes start with a purpose that provides a true north direction
for all activities, they wrap up this section by examining the glaring
differences between building a system of people, processes, and problem-
solving that is truly lean versus that of simply trying to "lean out" a
process.
Section Two: This section brings together seven case studies as told
by the sensei who led the transformation efforts. The companies range
from traditional manufacturers, overhaul and maintenance of submarines,
nuclear fuel rod production, health care providers, pathology labs, and
product development. Each of these industries is different but the
approaches used were remarkably similar.
Section Three: Beginning with a composite story describing a company
in its early days of lean implementation, this section describes what
went right and wrong during the initial implementation efforts. The
authors bring to light some of the difficulties the sensei faces, such
as bureaucracies, closed-minded mechanical thinking, and the challenges
of developing lean coaches who can facilitate real change. They address
the question: Which is better, slow and deep organic deployment or fast
and broad mechanistic deployment? The answer may surprise you. The book
ends with a discussion on how to make continuous improvement a way of
life at your company and the role of leadership in any lean
transformation.
The Toyota Way to Continuous Improvement is required reading for
anyone seeking to transcend his or her tools-based approach and truly
embrace a culture of continuous improvement.
