The Toyota Way 14 Management Principles 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Reference: The Toyota Way, by Jeffrey Liker. Prepared by: C. K. Vishwakarma, PMP Copyrights of all the pictures used in this presentation are held by their respective owners. 

The Toyota Way

14 Management Principles

Reference: The Toyota Way , by Jeffrey Liker. Prepared by: C. K. Vishwakarma, PMP

Copyrights of all the pictures used in this presentation are held by their respective owners. 

Principle 1 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

Principle 1

Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

Principle 2 Create a continuous process flow to bring problems to the surface. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 2

Create a continuous process flow to bring problems to the surface.

Principle 3 Use “pull” systems to avoid overproduction. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 3

Use “pull” systems to avoid overproduction.

Principle 4 Level out the workload (heijunka). (Work like the tortoise, not the hare.) 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 4

Level out the workload (heijunka). (Work like the tortoise, not the hare.)

Principle 5 Build a culture of stopping to fix problems, to get quality right the first time. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 5

Build a culture of stopping to fix problems, to get quality right the first time.

Principle 6 Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 6

Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

Principle 7 Use visual control so no problems are hidden. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 7

Use visual control so no problems are hidden.

Principle 8 Use only reliable, thoroughly tested technology that serves your people and processes. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 8

Use only reliable, thoroughly tested technology that serves your people and processes.

Principle 9 Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 9

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

Principle 10 Develop exceptional people and teams who follow your company’s philosophy. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 10

Develop exceptional people and teams who follow your company’s philosophy.

Principle 11 Respect your extended network of partners and suppliers by challenging them and helping them improve. 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 11

Respect your extended network of partners and suppliers by challenging them and helping them improve.

Principle 12 Go and see for yourself to thoroughly understand the situation (genchi genbutsu). 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 12

Go and see for yourself to thoroughly understand the situation (genchi genbutsu).

Principle 13 Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 13

Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).

Principle 14 Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen). 14 13 12 11 10 9 8 7 6 5 4 3 2 1

Principle 14

Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

Reference: The Toyota Way, by Jeffrey Liker. Prepared by: C. K. Vishwakarma, PMP Copyrights of all the pictures used in this presentation are held by their respective owners. 

Reference: The Toyota Way, by Jeffrey Liker.

Prepared by: C. K. Vishwakarma, PMP

Copyrights of all the pictures used in this presentation are held by their respective owners. 