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If you have the first edition the updated commentary doesn’t add enough value to bother buying this book. If you don’t have the first edition then it’s a good introduction to TPS. Just don’t believe the description when it says it’s been updated for this edition far too much is similar.
Jeff Liker has done a major rewrite of the first edition, putting the development of scientific thinking patterns at the center. He explains how we can develop our organizations into learning systems that organically adapt and develop.
Some gems from the book:
"TPS is built on a scientific way of thinking - not a toolbox." That's something we might have gotten utterly wrong.
"Toyota recognized that learning organizations are built on learning individuals." In many of our organizations, we might be lacking the means to do so on a daily basis and on all levels.
"Individuals need to develop... [a scientific] ...mindset through repeated practice, with a coach."
Jeff takes us below the surface, and beyond the Lean tools, we see to explain how Toyota purposefully develops a shared mental model throughout the organization by having people practice a scientific way of thinking and acting through different formats and at different stages of their career.
What's unique? There is little classroom training. Instead, people are trained on the job, working on real projects with a manager as a coach.
Some more gems:
"Toyota didn't create a rigid problem-solving method that always has to be followed; they rather provide a framework for developing a scientific way of thinking through practice on real-world problems." Beware the dead A3 posters covering our factory walls.
Then they trained their top management first. "The executives, after a career of learning how to problem solve, humbly followed the process (TBP), typically over eight months, for very large issues appropriate for their level. Then, they had to report out to a board of examiners, including Fujio Cho. In about 80 percent of the cases, they were asked to go back and do some more work." Can you believe it. C-suite managers practicing for eight months and more?
"To get to habits, we need to change behavior through deliberate practice, repeatedly. What matters is what we do, not what we think we might do. As we look at how Toyota develops people, we see that the company creates conditions that foster certain behaviors, like reducing inventory, so problems surface quickly and visibly and put pressure on problem-solving." Creating a learning system is a top management task!
"Challenging people is not enough. The company also teaches managers how to coach—to find opportunities in the course of daily work to give corrective procedural feedback to their team members as they strive to move toward a goal."
Become a true learning organization has become a hallmark and even a necessity for 21st-century success. Jeff Liker explains how we can do so.
Thankfully. My way wasn't so great ;) Learning the philosophy of the Toyota Production System, learning to use the tools as needed and not as the outcome while practicing to think scientifically using the starter Kata pattern is my chosen way to work. It's a great ride of learning and discovery about myself, my work and how and why I think the way I do. I'm becoming a more effective coach, manager and person by practicing TPS + Kata!
It has great value: Toyota management philosophy held like a Bible in Alcoa where I worked for 4 years. Great approach to a lot of things. I owned Toyota for 12 years: great quality and great service ( proof that ideas are still alive ) .