The Guidebook to Toyota's Corporate Strategy and Leadership – Series Books 1 to 6

di Mohammed Hamed Ahmed Soliman (Autore)

personal-lean.org, 2025

Unlock the Thinking Behind Toyota's Global Success What if you could lead your organization with the same clarity, discipline, and purpose that built the Toyota empire? This powerful 6-in-1 guidebook walks you through the core principles of the Toyota Production System—not just the tools, but the philosophy and leadership thinking behind them. Ideal for executives, managers, coaches, and lean practitioners, this book offers deep insights into how Toyota creates strategic alignment, empowers frontline workers, and sustains continuous improvement. ?? Inside, you'll discover: Hoshin Kanri: How Toyota aligns vision, strategy, and action using the "catchball" process. Mission & Values: Learn how Toyota defines and embeds purpose and culture throughout the company. Genchi Genbutsu: Why true understanding only comes from direct observation and going to the "Gemba." PDCA & Kaizen: Develop systems of continuous improvement that focus on people, not just process. Lean Leadership: Understand why Toyota leaders are teachers, motivators, and system-thinkers. Coaching Kata & Culture: Build a company culture where improvement is habitual and intrinsic. Whether you're starting a lean journey or deepening your transformation, this book will help you think like Toyota, lead with purpose, and build a high-performing organization grounded in respect and excellence. Continuous improvement, also called "Kaizen," means always trying to make things better. It involves making small, gradual changes to processes, systems, and activities in order to keep improving them over time. The aim of getting better constantly is to get rid of unnecessary things and make things go smoother, be better, and make customers happier. Many people wrongly believe that plan-do-check-act (PDCA) is a cycle for improving things without considering the involvement of people. If you only make the process better without developing and teaching your people, you risk the process regressing. Fifth Chapter is about Developing Lean Leaders. At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was to encourage people to think, and people are the most important part of the system. Sixth Chapter is about Lean Culture, Improvement & Coahcing Kata and the Motivational System. Management has the important job of teaching and helping people get better. But they also need to give support, listen, motivate, give power, and give challenges. If you want people to do what you want them to do and do it well and passionately, you have to find the way to encourage and motivate them.

• Autore: Mohammed Hamed Ahmed Soliman
• Anno edizione: 2025
• Editore: personal-lean.org
• Formato: EPUB2 con DRMFREE
• Lingua: Inglese
• Compatibilità: Tutti i dispositivi (eccetto Kindle)
• Layout: Reflowable
• EAN: 9798230239239