The document discusses Toyota's approach to leadership development and transition. Toyota grows its own leaders from within by having them thoroughly understand all aspects of the work across different departments. Leaders are expected to live the Toyota philosophy and culture each day and teach others. When transitioning to a new CEO, Toyota selects leaders who have been developing within the company for a long time, understand the culture, and can continue implementing the Toyota Way.

1. THE TOYOTA WAY
Grow Leaders Who Thoroughly Understand the Work,
Live the Philosophy, and Teach It to Others
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2. Section 3 : Add Value to the Organization by
Developing Your People and Partners
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3. Grow leaders who thoroughly understand the work,
live the philosophy, and teach it to others.
Principle 9
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4. - Old CEO resign
- Old age, Health problem or Death
- Revitalization
- Other
Why need the CEO leading transition?
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5. How to transit the CEO leading?
John Sculley Tim Cook
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6. How to transit the CEO leading?
- Understand the work, live the philosophy, and
teach it to others.
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7. Growing Your Leaders Rather than Purchasing Them
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8. • Key leaders have been found within the company , at the right time
• They have been there across the enterprise in sales, product development,
manufacturing, and design
• Leaders must live and thoroughly understand the Toyota culture day by day.
• Expects leaders to teach their subordinates the Toyota Way.
• Understand and live the philosophy.
• Create the environment for a learning organization.
Fujio ChoHiroshi Okuda
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9. Constancy of Purpose
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10. Played a key role in selecting and empowering the leaders who
shaped sales, manufacturing, and product development.
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11. First American President of Toyota Motor Manufacturing
Gary Convis
NUMMI in Fremont, California
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12. A Toyota leader’s view of Toyota Production System [TPS]
PEOPLE
PHILOSOPHICAL
Technical
• JIT
• Jidoka
• Kaizen
• Heijunka
• Stability
Management
• Go and See
• Problem Solving
• Presentation skills
• Project management
• Supportive culture
• True North
• Tools to focus
management attention
Philosophy/ Basic Thinking
• Customer First
• People are most important asset
• Kaizen
• Go and See
• Efficiency Thinking
Toyota Production System = Operations Management System to achieve goals of
highest quality, lower cost, shortest lead time via engaging people toward goals.
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13. First Lesson of management
“Customer First”
Shotara Kamiya
Going to see and understand
(Genchi Genbutsu)
What customers want ?
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14. The Chief Engineer : The Critical Link to Innovation,
Leadership, and Customer Satisfaction.
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15. The Chief Engineer : The Critical Link to Innovation,
Leadership, and Customer Satisfaction.
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• Being blessed by top executives at Toyota.
• Controlling the vehicle program.
• Leading the program.
• Having proved that you are an exceptional engineer.
• Being a critical link between engineering and customer satisfaction.

16. The Common Themes of Leadership at Toyota
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• Focused on a long-term purpose for
Toyota as a value-added contributor to
society.
• Never deviated from the precepts of
the Toyota Way DNA and lived and
modeled themselves around this for all
to see.
• Worked their way up doing he detailed
work and continued to go to the
gemba-the actual place where the real
added-value work is done.
• Saw problems as opportunities to train
and coach their people.

17. THE
TOYOTA
WAY
Grow Leaders Who Thoroughly Understand the Work,
Live the Philosophy, and Teach It to Others
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