- Hardcover: 352 pages
- Publisher: McGraw-Hill Education; 1 edition (1 June 2007)
- Language: English
- ISBN-10: 0071477454
- ISBN-13: 978-0071477451
- Product Dimensions: 16 x 2.9 x 23.6 cm
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: #2,94,958 in Books (See Top 100 in Books)
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Toyota Talent: Developing Your People the Toyota Way Hardcover – 1 Jun 2007
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From the Back Cover
Toyota's Secrets to Building an Exceptional Workforce
Leading Toyota authorities Jeffrey Liker and David Meier give you the keys to growing top performers from within through a detailed process of preparation, training, and follow-up. Drawing upon Liker's detailed study of Toyota's manufacturing, technical, and service organizations across the globe, and Meier's deep experience gained from working with some of Toyota's best sensei, the authors bring the company's proven practices to life through insight and exercises, enabling you to
- Define your organizational needs and objectives
- Create development plans for all employees
- Grow your top talent from within
- Analyze routine work and ancillary tasks
- Break down a job for effective training
- Break the cycle of poor training and results to create a cycle of continuous learning and improvement
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.
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Most helpful customer reviews on Amazon.com
Why is this so important to lean implementation? Without it the results simply don't sustain themselves. Whereas the kaizen workshops and cost reduction efforts are the bricks that can build a budget, on-the-job training of standard work is the mortar that holds the bricks together. There is no point in improving quality or reducing the cost in a cell by going to single-piece-flow if the team members can't keep up the new standards or if the team members, team leaders and supervisors can't solve all the problems which appear in striving to work at standard.
Toyota Talent shows to what extend and in what level of detail Toyota is interested in analyzing work to sustain standards and look for waste to eliminate. It also give a good idea of how to build a training program to start building on people rather than continuously building on sand. Finally, it gives detailed guidance on how to conduct on-the-job training, and how to train the supervisors to do so.
Experience of working with Toyota engineers and operators is that they simply "know more" about the job at hand. This obvious but crucial factor is a definite (and hard to reproduce) competitive edge which underlies every aspect of Toyota's success with lean, and why so few companies succeed in reproducing it fully. It is no accident that standardized work & kaizen form the basis of the "TPS temple". Toyota Talent describes the foundations of TPS and sheds the light on how Toyota works hard at developing people who simply "know more."
If you're a lean person, drop everything you're doing until you've read this book - it will shine a different light on the way you were going about implementing lean up to now - and open new avenues for thought and action. If you've not discovered lean yet, this book will remind you how the people side of enterprise, no matter how obvious and crucial, is currently largely absent from the business discourse (although alive and well at Toyota). We hear little these days about empowerment, participation, training and so on. This book will remind you that indeed, people are a company's most precious asset, and there is a tried and tested method to develop them. Read the book.
Toyota Talent's main content is the training methods used by Toyota which originates from the Training Within Industry, Job Instruction module. Training within Industry was a US program to help the war effort. After the war, they send the trainers to Japan to help the Japanese industry. The TWI material made it in Toyota and they improved it and started using it.
I was aware of the TWI JI module before reading this book. I always found it interesting, however, my main job has always been in product development. So, before reading this book, I was quite biased that "it will not work for product development".
Liker and Meier gradually tackled my bias. In chapter 5 they introduce the excellent task variety table. This makes a distinction between the different type of tasks, from routine to nonroutine. Then they continue describing that every job consists of all the different types of tasks. More mechanical jobs contain more routine tasks, more engineering will contain more craft tasks. I slowly move over my prejudice and start to see that even my own job has a whole bunch of routine tasks. Doing this in the beginning of the book made me more open towards reading the rest.
After this Meier and Liker go into very much detail on how to standardize work, break it down and how to train it to other people. The descriptions are incredibly detailed, concrete and clear.
In the end, it shortly talks about the talent development approach to nonroutine work, but unfortunately this was only 3 or 4 pages. The books could have included more on that subject also still.
Anyways, I learned a lot. I don't know yet how to apply this knowledge in real life, but I'm sure, somehow I will and this book will be very beneficial. Great work.
If you want to know the mechanics of Toyota's method, this is a very good place to get it. And you'll find -- once again -- that Toyota didn't invent it.