Summaries and Customer Reviews are supplied by Amazon.com

The book begins with a review of the principles of the Toyota Way through the 4Ps model—Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota’s lean systems will be provided with the inside knowledge they need to: • Define the companies purpose and develop a long-term philosophy • Create value streams with connected flow, standardized work, and level production • Build a culture to stop and fix problems • Develop leaders who promote and support the system • Find and develop exceptional people and partners • Learn the meaning of true root cause problem solving • Lead the change process and transform the total enterprise

The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker’s extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

Average Customer Rating:

Great "How To" Book for introducing TPS in a company

Customer Rating:

Our company is introducing Toyota Production System methodologies, and we all had questions about "Why do we use 11x17 paper for presentations?" and "How do we perform this task ?". This is a very good reference book for our specific case. It is written in a pragmatic way, with examples to follow, and good guidance. The other books (Toyota Way, etc.) are not as helpful to people that are practicing the methods already. After all, following TPS means regular practice and improvement of the methdologies; not merely studying the Toyota culture from a distance ! -Dave Goetz-

Deeper understanding of Toyota Way

Customer Rating:

I thought this book did a nice job of describing not only the "tools and techniques" that US mfgs try to copy from Toyota, but also the underlying culture of excellence and high-performance organization that is the support structure of Toyota. Too many American manufacturers try to copy the "lean" techniques without understanding how the "Toyota Way" really drives excellence in both short- and long-term. This book does a really good job providing that insight. Tom Nettleman - [...]

The most important 'lean' book.

Customer Rating:

Simply the most important book to have on your shelf if you are serious about lean manufacturing. This book is less about theroy and more about practical advice. I find it is the book I take with me as a senior lean consultant. Dave and Jeff have done an excellent job putting these concepts and experineces into word. Some miss the wisdom in these pages but I find it right on the money. Chapter 4 is a chapter I have asked people to read over and over. In my opinion it is were most companies are and don't know it. I recommend this book very highly. Get it, read it more than once.

Spectacular	Customer Rating:
This is a must read and reference book for any lean implementer. After reading the Toyota Way I wondered how the Fielbook could be any better or even the same. I was totally shocked when it was as good if not better than the Toyota Way. If you are thinking about buying this stop thinking and buy this book.

Excellent Training / Front-Line Leader Resource

Customer Rating:

I added this book to my lean collection over a year ago. Those of us that have 10+ years experience with lean, we will find this resource very basic. What the author created was a resource tool for training. I utilize this resource for introducing new leaders to the concepts of lean. In addition, this resource is especially helpful for those who have zero understanding and are somewhat resistant to embrace lean / systems thinking. I find the author created an introduction tool for front-line leaders. Therefore, this is a must have for people at this level. Unfortunately, I have recognized a number of gaps with this text. First, if your culture does not promote these concepts, forget it. If you are a supervisor in a ridged union shop, you will have a hard time implementing these concepts, since the thrust is aimed at non-union and high-performance driven cultures. My second issue is the overall simplistic approach granted to cultural transformation. Even in the best, most highly motivated environments, a lean transformation requires great time and patience. A change agent must understand that positive change occurs when these excellent concepts are `top down, bottom driven.' Lastly, I would like to see more case studies. More specifically, this audience needs case studies on how to transform a culture (from mass production to lean for example) in small pieces. Leaders need more than concepts to learn. As we know and have experienced, leaders, especially front-line leaders, need a road map of how to start. I recommend small case studies that illustrate small success stories. I still highly recommend this resource, for all levels. The author created an easy-to-read guide that motivates the reader to begin cultural transformation. I would like to see a dedicated resource on case studies for (a) union and non-union shops; (b) lean with limited resources such as organizations with few employees, start-ups; (c)lean in highly challenging, toxic work environments; and (d) lean in distribution industries.