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Toyota Culture and
Management Philosophy
The
Toyota Way is not the
Toyota Production System
(TPS) .
 The 14 Principles of the
Toyota Way is a management philosophy used by the Toyota
corporation that includes TPS, also known as
lean manufacturing. TPS is
the most systematic and highly developed example of what
the principles of the Toyota Way can accomplish. The
Toyota Way consists of the foundational principles of
the Toyota
culture, which allows the TPS to function so
effectively.
The Main Ideas of the Toyota Way
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To
base management decisions on a "philosophical sense of
purpose"
-
To
think long term
-
To
have a process for
solving problems
-
To add
value to the organization by developing its people
-
To
recognize that continuously solving root problems drives
organizational learning.
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
Areas Targeted by TQM in Japan
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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
Continuous Improvement
Culture: 8 Key Elements
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 (Kaizen).
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