Jeffrey K. Liker Quotes

Rather the power behind TPS is a company’s management commitment to continuously invest in its people and promote a culture of continuous improvement.

Toyota, however, the drive for perfection is directed into five outlets: safety, quality, cost, delivery, and morale (SQCDM).

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

Everyone should tackle some great project at least once in their life. I devoted most of my life to inventing new kinds of looms. Now it is your turn. You should make an effort to complete something that will benefit society. (Reingold, 1999)

We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value.

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.

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.

aggressively. In the case of the G21, he might have neglected it as

They started with no budget and had to justify every cost — and were told that only those costs that were absolutely essential to making product for the customer would be approved.

Sakichi Toyoda’s personal and professional philosophy continues to influence Toyota today through what the company has distilled as his “five main principles”: 1. Always be faithful to your duties, thereby contributing to the company and to the overall good. 2. Always be studious and creative, striving to stay ahead of the times. 3. Always be practical and avoid frivolousness. 4. Always strive to build a homelike atmosphere at work that is warm and friendly. 5. Always have respect for spiritual matters and remember to be grateful at all times.

A cornerstone of the Toyota Way is “challenge

More important than the actual improvements that individuals contribute, the true value of continuous improvement is in creating an atmosphere of continuous learning and an environment that not only accepts, but actually embraces change. Such an environment can only be created where there is respect for people — hence

Challenge: We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.
Kaizen: We improve our business operations continuously, always driving for innovation and evolution.
Genchi Genbutsu: We practice Genchi Genbutsu — believing in going to the source to find the facts to make correct decisions, build consensus, and achieve goals at our best speed.

«las medidas de contención en la raíz, llevan consigo el concepto de “esto y, aun así, esto otro”».

We want organizations to be adaptive, flexible, self-renewing, resilient, learning, intelligent — attributes found only in living systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as machines. — Margaret J. Wheatley, author of Finding Our Way: Leadership for an Uncertain Time