丰田汽车案例----精益制造的14项管理原则TOYOTA WAY 下载 pdf 电子版 epub 免费 txt 2025

　　In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

·Eliminating wasted time and resources

·Building quality into workplace systems

·Finding low-cost but reliable alternatives to expensive new technology

·Producing in small quantities

·Turning every employee into a qualitycontrol inspector

Foreword by Gary Convis

Preface

Acknowledgments

Part One. The World-Class Power of the Toyota Way

　Chapter 1. The Toyota Way: Using Operational Excellence as a Strategic Weapon

　Chapter 2. How Toyota Became the World's Best Manufacturer: The Story of the Toyoda Family and the Toyota Production System

　Chapter 3. The Heart of the Toyota Production System: Eliminating Waste

　Chapter 4. The 14 Principles of the Toyota Way: An Executive Summary of the Culture Behind TPS

　Chapter 5. The Toyota Way in Action: The "No Compromises" Development of Lexus

　Chapter 6. The Toyota Way in Action: New Century, New Fuel, New Design Process--Prius

Part Two. The Business Principles of the Toyota Way

Section Ⅰ. Long-Term Philosophy

　　Chapter 7. Principle 1: Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals

　Section Ⅱ. The Right Process Will Produce the Right Results

　　Chapter 8. Principle 2: Create Continuous Process Flow to Bring Problems to the Surface

　　Chapter 9. Principle 3: Use "Pull" Systems to　Avoid Overproduction

　　Chapter 10. Principle 4: Level Out the Workload (Heijunka)

　　Chapter 11. Principle 5: Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time

Chapter 12. Principle 6: Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment

Chapter 13. Principle 7: Use Visual Control So No Problems Are Hidden

Chapter 14. Principle 8: Use Only Reliable, Thoroughly Tested Technology That Serves Your People and Processes

Section Ⅲ. Add Value to the Organization by Developing Your People and Partners

　Chapter 15. Principle 9: Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy,and Teach It to Others

Chapter 16. Principle 10: Develop Exceptional People and Teams Who Follow Your Company's Philosophy

　　Chapter 17. Principle 11: Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve

Section Ⅳ. Continuously Solving Root Problems Drives Organizational Learning

Chapter 18. Principle 12: Go and See for Yourself to Thoroughly Understand the Situation (Genchi Genbutsu)

　 Chapter 19. Principle 13: Make Decisions Slowly by Consensus,Thoroughly Considering All Options;Implement Decisions Rapidly

　Chapter 20. Principle 14: Become a Learning Organization Through Relentless Reflection (Hansez) and　Continuous Improvement (Kaizen)

　……

Part Three.Applying the Toyota Way in Your Organization

Bibliography/Chapter References

Recommended for Further Reading

Index

傑弗瑞．萊克 Jeffrey K. Liker

現任密西根大學工業與作業工程系教授，為該校日本技術管理課程、精實製造與產品發展方法證書課程共同創辦人暨主任。曾經四度贏得新鄉卓越獎（Shingo Prize for Excellence），該獎項為紀念豐田生產制度的創造者新鄉重夫所設立的。萊克教授同時也是專門提供精實專長與供應鏈管理顧問服務的Optiprise管理顧問公司首席顧問，經常在《哈佛商業評論》、《史隆管理評論》及其他知名期刊上發表對豐田汽車公司的研究論述，所編撰的《邁向精實》（Becoming Lean）因對製造業提出精闢研究而於1998年贏得新鄉獎。

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当今社会已经发展到只需一个按钮就能立即取得技术与管理信息的境界，当然，这实在是非常便利，但如果我们过于松懈，就会面临丧失思考能力的危险。我们必须记住，解决问题最终还是得靠人。 ----丰田英二

在丰田公司内部的文件中，你可以看到这项忠告：

长久以来，丰田公司在引进各种新技术上往往落后于其他竞争者，请注意，我在这里使用的是“引进”（aquiring）这两个字，而不是“施行”（using）。不幸的是，许多所谓“走在技术尖端”的公司往往在“引进”新技术后，并未实际“施行”这些新技术。在引进新技术方面，丰田模式奉行的原则是放慢脚步，因为许多新技术并未能通过该公司的严格试验——必须能支持员工、流程与价值观，并且能胜过更简单的人工操作制度。在数字技术时代，丰田依然奉行此原则。不过，丰田虽未在引进新技术上居领先地位，但在实施创造价值技术以促进流程改善、为员工提供帮助方面，却是全球企业的标杆。

在丰田公司，任何新技术必须在经过来自各部门单位的人员参与并直接实验而证明可行后，方能正式实施，就连最先进的突破性技术也不例外。也就是说，技术的引进与实施必须先经过彻底评估与测试，以确保此技术能促进价值之创造。在实施新技术之前，丰田会先详尽分析此技术对现有流程的可能影响。首先是亲自观察与分析特定流程的员工如何执行工作以创造价值，了解是否有任何新机会可以去除浪费，是流程更加平稳顺畅，接着，进行先到测试，用现有设备器材、技术与人员谋求流程之改善。当已经使现有流程尽可能改善后，丰田才会考虑是否可以运用新技术以达成更多改善，若初步相信新技术将有助于流程的改善，接下来是审慎分析实施此技术是否会和丰田公司的理念与营运原则相抵触，这些原则包括重视“人”优于技术、使用共识决策、作业必须着重去除浪费。倘若这项新技术违反这些原则，或可能会对稳定性、可靠性与弹性造成不利影响，丰田便会拒绝采用，或者，至少它会延后实施，直到问题解决后，才重新考虑。

若决定推行此技术，丰田的指引原则是设计并使用此技术以为连续的生产流程提供支持，并帮助员工在丰田模式的标准下把工作做得更好。这代表采用的新技术必须高度可视化、可以凭借直觉而得知，理想的情况是此技术可以被应用于工作执行上，不需要再办公室中由专人负责输入资料，其重要原则是能够为实际工作流程提供支持，而不会干扰到正常的创造价值工作。通过这种分析与规划，丰田公司让所有的利益相关者参与，以共识方式建立流程。一旦彻底经过上述分析与规划流程后，丰田便会快速实行此新技术。正因为事先已经过这种审慎的流程，丰田在推行新技术时通常很顺利，不会像其他公司那样遭遇员工的排斥与流程的紊乱。

在丰田公司，决策者通常是在工厂现场工作、经验非常丰富的工程师，若经过彻底评估而明显看出新技术的长期效益，实施新技术的决策就变得简单且明显了。

很不幸，在许多公司，内建质检的精髓在官僚体制与技术细节中丧失了，例如要求各种细节标准作业程序的产业质量标准ISO9000尽管立意良善，许多公司以为只要他们汇整出详尽的规则手册，操作人员就会遵守这些规则。质量企划部门总喜欢用最进步的统计分析方法对成堆的资料进行分析；许多六西格玛黑带高手会习惯性的以复杂的技术方法处理重大的质量问题。

在丰田公司，他们用简单方法处理，极少用复杂的统计工具，质量专家与团队成员只使用下列四项主要工具：

- 亲自到现场查看

- 分析情况

- 使用单件流和安灯以使问题浮现

- 问五次 “为什么”

丰田公司把2004款“塞纳”视为重要的重新设计——这款风评很高的小型客货两用箱型车的全新改进版，丰田的工程设计使其体积加大、速度加快、更顺畅、更安静，且价格下调了约1000美元。此外，丰田也在一些细小但重要的细节上改进，以使北美地区的驾驶人感觉更舒适，这些改进大多数是应用现地现物原则的结果。

负责这款新“塞纳”研发的总工程师是横谷雄司，“塞纳”的主要市场在美国和加拿大，墨西哥也占部分销售量。横谷雄司曾经参与日本和欧洲的新车研发计划，但从未参加过北美地区的汽车研发计划，他在北美地区的几个单位服务过，但从未想到自己有一天会担任北美地区汽车研发计划的总工程师，他觉得自己并不是非常充分了解北美地区市场。换作是其他经理人，大概会翻阅许多市场资料，但这不是丰田公司经理人的做法，横谷雄司去找他的上司，要求准许他来一次特别的旅行，他说：“我想开车走遍美国50州、加拿大13省和墨西哥大部分地区。”

横谷雄司完成了他开车走遍美国每个州（包括阿拉斯加、夏威夷）和加拿大、墨西哥每个地区的目标，在大多数地方，他们都能租到“塞纳”，从实际驾驶上路的经验中学到该如何改善这款车。结果，横谷雄司提出了许多设计上的改变，这些改变对生长于日本的日籍工程师而言是想都想不到的。

书籍介绍

在线阅读本书

Publisher Comments:

"This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business."--Gary Convis, Managing Office of Toyota Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story:steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.

The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.

Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.

The fourteen management principles of the Toyota Way create the ideal environment for implementing Lean techniques and tools. Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to:

1.Foster an atmosphere of continuous improvement and learning

2.Create continuous process "flow" to unearth problems

3.Satisfy customers (and eliminate waste at the same time)

4.Grow your leaders rather than purchase them

5.Get quality right the first time

6.Grow together with your suppliers and partners for mutual benefit

Dr. Liker shows the Toyota Way in action, then outlines how to apply the Toyota Way in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. The Toyota Way is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success.

1.What can your business learn from Toyota?

2.How to double or triple the speed of any business process

3.How to build quality into workplace systems

4.How to eliminate the huge costs of hidden waste

5.How to turn every employee into a quality control inspector

6.How to dramatically improve your products and services!

With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker. Toyota's secret weapon is Lean production--the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality.

The Toyota Way, explain's Toyota's unique approach to Lean--the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing. Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise--the Toyota Way.

Synopsis:

"The Toyota Way" is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability. Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes.

Synopsis:

This work explains how any manager can implement the management principles and business philosophy that are the basis of Toyota's reputation for high quality and profitability. These principles include eliminating wasted time and resources, and building quality into workplace systems.

Synopsis:

How to speed up business processes, improve quality, and cut costs in any industry

In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

1.Eliminating wasted time and resources

2.Building quality into workplace systems

3.Finding low-cost but reliable alternatives to expensive new technology

4.Producing in small quantities

5.Turning every employee into a qualitycontrol inspector

Book Dimension

Height (mm) 228 　　　　　 Width (mm) 160

• 作者：MORE 发布时间：2011-03-14 11:51:05

  经典

• 作者：麦娓maya 发布时间：2015-11-14 23:36:00

  大学时的课外读物，今天翻了下，只记得JIT了～

• 作者：洞爺湖 发布时间：2017-07-27 13:55:53

  结合大量实例，用通俗易懂的语言，解读各种精益概念与其本质。

  关键词：

  1.多到现场

  2.聚焦价值

  3.流程式的思考和管理

  4.暴露问题，解决问题

  5.工具和现场呈现只是冰山一角，基础与核心是持续改善的文化。

• 作者：uh duh 发布时间：2015-02-15 11:06:28

  都是干货啊

• 作者：扣 发布时间：2010-06-30 12:46:13

  这是本好书，如果不从写论文的角度来看...

• 作者：橘爷 发布时间：2024-01-22 19:46:10

  前后矛盾处太多了，或许作者对于很多事情表述似是而非拿实例来说明，实例讲解真的是一年难尽

• 不清不楚，内容杂乱

  作者：隔壁老王 发布时间：2010-08-24 08:44:12

  还不如john&hull的那本书清晰，是个大杂烩，什么都编进来了。。。却什么都没讲透。。。越看越烦。。。

• 唱多中国

  作者：比布 发布时间：2013-06-02 22:06:13

  虽然看过太多帝国的没落的金融分析的书， 这本也没有提供任何特别的内情或者佐证，但是罗杰斯毫不保留的唱多中国的言辞， 还是远远超出我的预料（俺也看多中国）。

  当然，诡异的是这个一贯真心唱多中国的人却因为空气污染不能生活在他向往的上海，因为管制不能毫无保留的投资中国。这也足以说明世事变迁之难以预料， 人总是大背景下的微不足道的蚂蚁，即使看清除了大势，也不一定能骑上历史的浪潮。就如本书北京推介会当晚俺看的人艺“白鹿原”，黑娃早早看出共产党会战胜国民党，也成功卧底起义成功，但是终究没有逃过身边小人的暗算而丧命政治。

  作者一贯的历史学背景和环球经历， 为他带来了对长期趋势的准确把握，拨开迷雾看到真相的能力---从浩瀚的数据，从新闻，更重要的从街头，从黑市。。。这也是作者真正想告诉你的投资真经：不要听别人的，即使那人是罗杰斯，从自己熟悉的领域下手，从身边下手，投资你熟悉的。

  以下是俺在罗杰斯北京推介会上发的微博（reed_fan， 2013.6.1）

  原来是书市

   

  罗杰斯对红衣小孩吻手礼，递名片。

   

  #随手拍#小女孩被请上台了。

  第一个问题谈金子

   

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  6月1日 15:29来自三星Galaxy Note II

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   同时转发到我的微博

  评论

  reed_fan：第二个问题谈汇率 (6月1日 15:30)

  一小孩问罗杰斯一百刀在米国能买石码，罗答：如果他8岁，就换成rmb然后存银行。