Jeffrey Liker

negatives:
Toyota ends up with so many car recalls

book was written more than 10 years ago. now almost every company is people oriented. maybe many years back, their management style is strong but now, this is the norm in most companies: let people speak out their ideas, maximizing output per hour, care about the company.

I don't agree with some things that was written. westerners view mistakes badly and Japanese view mistakes as learning experiences? what about the fact that japs are told to step down (Hari kiri) whenever they made a bad mistake?… (more)

This book reads like a true text book. It is crammed with detailed information about TPS and Lean. The manufacturing principles that has made Toyota what it is today. This is a must read for anyone wanting to implement lean in their own organization. In fact, lean is no longer confined to manufacturing, it's principles are being adopted in very diverse industries including Software and Services Organizations.

The author explains in detail with examples the core principles of TPS such as Genchi Genbutsu (Go see for yourself), management spends a significant amount of time walking the floor, talking to shop floor workers and if there is a problem, rushing to the site to see what the issue is. Even their offices are located close to the assembly line.

Other principles like Heijunka, Jidoka, the 5 why system where you ask the question why to get to the root of the problem.… (more)

This book reads like a true text book. It is crammed with detailed information about TPS and Lean. The manufacturing principles that has made Toyota what it is today. This is a must read for anyone wanting to implement lean in their own organization. In fact, lean is no longer confined to manufacturing, it's principles are being adopted in very diverse industries including Software and Services Organizations.

The author explains in detail with examples the core principles of TPS such as Genchi Genbutsu (Go see for yourself), management spends a significant amount of time walking the floor, talking to shop floor workers and if there is a problem, rushing to the site to see what the issue is. Even their offices are located close to the assembly line.

Other principles like Heijunka, Jidoka, the 5 why system where you ask the question why to get to the root of the problem.… (more)