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Toyota Culture: The Heart and Soul of the Toyota Way | 
 enlarge | Authors: Jeffrey Liker, Michael Hoseus
Publisher: McGraw-Hill
Category: Book
List Price: $27.95
Buy New: $15.38
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Avg. Customer Rating:  10 reviews
Sales Rank: 12690
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 288
Shipping Weight (lbs): 2.1
Dimensions (in): 9.1 x 6.5 x 1.6
ISBN: 0071492178
Dewey Decimal Number: 338
EAN: 9780071492171
ASIN: 0071492178
Publication Date: December 20, 2007
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Shipping: International shipping available
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Product Description
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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| Customer Reviews: Read 5 more reviews...
Building people before building cars! June 27, 2008
This is again a Jeffrey Liker book (although probably mostly written by Michael Hoseus). And that means that you can learn, but also that you will suffer. Because you have to understand the 'living' meaning behind the words. And that is not gooing to be easy ...
Learning items are for example:
- what is lean culture and what is the impact on business
- how to hire/select/train people and what to train
- people and organisation as work teams, team leader. But also visual management and the role of management
- HR processes including Hoshin Kanri
and so on.
This book again cannot bring you anything unless
- you have read The Toyota Way, The Toyota Way Fieldbook, Learning to see, Kaizen (Imai) and ...
- and most important, you have to be active in finding your own lean path in your organisation for at least a couple of years.
If you only read this book in your chair within practical experience, it is all time lost.
If you read it, because you are struggling within your organisation with very real issues, then this book will become alive. This is a book (as The Toyota Way is) that will be a good friend on your journey to Lean (but this friend will also ask attention and you will have to invest time for him!).
Another great Toyota book from Liker June 22, 2008
7 out of 7 found this review helpful
Toyota Culture is the 5th book in "the Liker Toyota series". After Toyota Way, Toyota Way Fieldbook, Toyota Product Development and Toyota Talent, you would expect that there is less news to write about Toyota. Well, not true. Toyota Talent is the thickest book in the series with it's almost 600 pages of Toyota info.
Toyota Culture mainly covers HR practices and related policies. It describes this as "the people value stream". How does Toyota hire and train people (the detailed training processes are described in Toyota Talent). How do they grow inside the company. How does Toyota work with the local communities.
The book is separated in five parts:
- What is Toyota Culture?
- The Quality People Value Stream
- People Supporting Process
- Organizational Supporting Processes
- Learning from Toyota
The first part is some-of an introduction. It explores what "company culture" means by referring to the work of Ed Schein. Then it introduces "the people value-stream" which the rest of the book is organized around. Part 2 is about the value stream itself while part 3 and 4 are the supporting processes of the people value stream.
Part 2 talks about how Toyota does hiring and how they grow the people within the company. It starts with the hiring and from there onto the training part (which had some duplication with Toyota Talent) and then moved into problem solving, one of the essential parts of the Toyota culture. It ends with how Toyota builds its image and works with the local communities to improve the life of its employees.
The third part starts by looking at the Toyota organizational structure, work teams and the team leader role. From there it moves to safe workplaces and how the standard problem solving is also applied to workplace safety problems. The last 2 chapters are about visual management and servant leadership. How management acts as servants and teachers to the workers, enabling the value-added work.
The fourth part looks at organizational supporting processes and especially HR processes. Toyota still want people to have a job for life, even though this is not common outside Japan. It talks about how Toyota deals with ups and downs in resourcing and moves to HR policies and rewarding policies (an very interesting chapter!). Chapter 15 is a short introduction to Hoshin Kanri.
The last part is about learning from Toyota, the "what can you do" part which many books end with. The first two chapters describes a couple of Toyota Way implementations within Toyota itself, to try to learn from that. The last chapter (probably the best) looks at lean implementations and wonders why they fail. It tries to find general change recommendations to try to learn from Toyota while creating your own company culture.
Parts of the book were extremely good and, at other times, parts of the book were somewhat long and boring. I'd give it 4.5 stars if I had that possibility and decided to go to 5 stars since I felt the last chapter was really very good.
A couple of things that I didn't like. Most of the book talks about Toyota in the US and seldom talks about the Toyota culture in Japan. It's obvious the authors are most familiar with the Toyota US situation. Also, most of the book still has a manufacturing focus. There is very little about other functions (e.g. product development) within the book itself. The culture in the different functions is probably similar, but will also have differences. Things like organizational structures and teamwork will be different in the different functions and thats not covered.
All in all, another great Toyota book. Highly recommended for people who are interested in how Toyota works and why. I wouldn't recommend it as your first Toyota book, I'd probably then start with the Toyota Way book and move to this one after that.
The Toyota Culture is great June 5, 2008
Jeff Liker has done an absolutely wonderful job of explaining the Toyota way and the cultural aspects. I worked at Nummi early on as the Program Manager for the 1989 Prism and Corolla. I could see and feel the Toyota Way but myself and my peers could not articulate it as well as Jeff has.
This is a very good book for understanding. It gives you the vision and what your organization could be. Toyota has an advantage over most compnaies because their new places do not have a legacy culture that needs to change. That is a much bigger challenge than Toyota has. You need the vision and understanding of "Why they do it" and it can fule your improvement. Hat's off to Jeff and mike.
John Casey
Essential reading for safety mangers too May 31, 2008
While more 'quality' orientated this book should be read by every safety manager too as it has application outside the production line.
Essential reading if you want to sustain Lean Improvements March 7, 2008
5 out of 5 found this review helpful
Lean is not sustainable without the culture to support it. This culture is a complex amalgam of leadership values, open communication, training and development, and measures to build trust. People are the key and, indeed, the early name for the Toyota Production System was the "Respect for Humanity" system. "Toyota Culture" describes how a supportive and continuously improving culture has been developed at Toyota's American plants. The book goes into considerable detail of the "People Value Stream" at Toyota and how it is sustained and developed. It is a long book packed with insights and case studies, but there are no quick fixes here - no "do this and you'll be sorted in a year" magic pills. It's a slow process of building trust and working together. That's what lean is all about and this book is essential reading for any manager aiming to build a continuously improving lean organisation for the long term. It is true that there are no quick fixes but surely the results, and the joy of working in such an organisation, make the effort worthwhile.
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