Jeffrey K. Liker Quotes

Respect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.
Teamwork: We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

This operational excellence is based in part on tools and quality improvement methods

Some might debate whether people are born with talent, or whether it is developed. Toyota’s stand is clear — give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop.

The Toyota Way, written by the co-author of this book, Jeffrey Liker, summarized the management principles of Toyota in a 4P model: Philosophy, Process, People, and Problem Solving

A cornerstone of the Toyota Way is “challenge

Most Business Processes Are 90% Waste and 10% Value-Added Work

Figura 5-4. Objetivos «sin compromiso». 1. Alta velocidad, manejabilidad/estabilidad Y AUN ASÍ Una conducción agradable 2. Conducción rápida y suave Y AUN ASÍ Bajo consumo 3. Muy silencioso Y AUN ASÍ Peso ligero 4. Estilo elegante Y AUN ASÍ Gran aerodinámica 5. Acogedor Y AUN ASÍ Interior funcional 6. Gran estabilidad y alta velocidad Y AUN ASÍ Gran valor de CD

The Toyota Production System can be realized only when all the workers become tortoises. (Ohno, 1988)

The Toyota Way provides a model for fast, efficient, and effective execution of long-term strategy based on: Carefully studying the market and planning in detail future products and services Putting safety first for team members and customers Eliminating wasted time and resources in execution of those plans Building quality into every step of design, manufacturing, and service delivery Using new technology effectively to work in harmony with people, not simply replace people Building a culture of people who learn and think scientifically to achieve aligned, challenging goals

Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.

A business that makes nothing but money is a poor business. — Henry Ford, innovating automaker

Senior management is simply a flag bearer when a business decision is made. It is of no use unless others follow the flag. — Eiji Toyoda, former chairman of Toyota

Basically people will do what upper management wants them to do. So if that's consistent, if they're not whipsawed and being governed by different priorities, they learn what is truly important and what is not….

the only thing that adds value in any type of process — be it in manufacturing, marketing, or a development process — is the physical or information transformation of that product, service, or activity into something the customer wants.

Andon works only when you teach your employees the importance of bringing problems to the surface so they can be quickly solved.