The Toyota Way¶
Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill.
Cited by¶
5 citations across 5 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Error Proofing (Poka-Yoke)
- A common failure is over-investing in rare, low-consequence errors while under-investing in frequent, high-consequence errors
This sourceExplains the philosophy and 14 principles behind Toyota's quality-and-efficiency culture (jidoka, built-in quality, standardized work, continuous improvement). Loosely supports D34-074 (T5: error-proofing cost vs. error consequence — prioritizing prevention investment by severity/frequency) as the canonical lean/Toyota management reference; the specific cost-benefit calculus is a topical rather than verbatim match. Verified, 1st ed. 2004, ISBN 978-0071392310, 330 pp.
- A common failure is over-investing in rare, low-consequence errors while under-investing in frequent, high-consequence errors
Domain-specific¶
- Overburden Waste (Muri)
- Muri sits alongside muda (non-value-adding work) and mura (unevenness, flow variation) as one corner of the canonical lean-operations waste triangle
This sourceThat muri (overburden) is one of the three linked lean wastes alongside muda and mura. That heijunka (production leveling) is Toyota's countermeasure, smoothing demand to a rate sustainable capacity can absorb.
- Muri sits alongside muda (non-value-adding work) and mura (unevenness, flow variation) as one corner of the canonical lean-operations waste triangle
Mechanisms¶
- Barrier Gap Walkthrough
- Going to the actual place of work to see the real condition is the discipline behind the gemba walk in lean practice, and it surfaces exactly the informal workarounds that written procedures hide.
This sourceDefines genchi genbutsu as going to the actual place and observing firsthand to understand the real situation.
- Going to the actual place of work to see the real condition is the discipline behind the gemba walk in lean practice, and it surfaces exactly the informal workarounds that written procedures hide.
- Playbook Revision Cadence
- Revise too often and you destabilize the very standard work that improvement needs as a baseline — without a stable standard there is nothing to improve against, so churn erases the gains it means to capture.
This sourcePresents standardized tasks and processes as the foundation for continuous improvement.
- Revise too often and you destabilize the very standard work that improvement needs as a baseline — without a stable standard there is nothing to improve against, so churn erases the gains it means to capture.
- Standard Work Revision
- Its strength is that it makes learning stick and travel — it converts a personal knack into an organizational asset and gives every later improvement a firm baseline to start from, without which "kaizen" is just churn.
This sourceTreats standardized work as transferable organizational knowledge and a stable baseline for later continuous improvement.
- Its strength is that it makes learning stick and travel — it converts a personal knack into an organizational asset and gives every later improvement a firm baseline to start from, without which "kaizen" is just churn.
Verification¶
Does it exist? Confirmed. This work's ISBN resolves to a registered record, which fixes its identity. That is all it fixes.
Does it back the claim? Not recorded. Neither this nor any other of the 5 citations of this work carries a recorded support check.
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Links previously used in the corpus¶
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