丰田智慧TOYOTA TALENT
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作者： Jeffrey Liker，David Meier 著
出 版 社：
出版时间： 2007-1-1字数：版次： 1页数： 326印刷时间： 2007/04/01开本：印次： 1纸张： 胶版纸I S B N ： 9780071477451包装： 精装编辑推荐
作者简介：
JEFFREY K. LIKER, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and co-owner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
内容简介
Toyota doesn't just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyota's remarkable success through a 4P model for excellence-Philosophy, People, Problem Solving, and Process. Liker, with coauthor David Meier, provided deeper insight into the practical application of the principles in The Toyota Way Fieldbook. Now, these authorities on Toyota reveal how you can develop talented people and achieve incredible results in your company.
Toyota Talent walks you through the rigorous methodology used by this global powerhouse to grow high-performing individuals from within. Beginning with a review of Toyota's landmark approach to developing people, the authors illustrate the critical importance of creating a learning and teaching culture in your organization. They provide specific examples necessary to train employees in all areas-from the shop floor to engineering to staff members in service organizations-and show you how to support and encourage every individual to reach his or her top potential.
Toyota Talent provides you with the inside knowledge you need to
Identify your development needs and create a training plan
Understand the various types of work and how to break complicated jobs into teachable skills
Set behavioral expectations by properly preparing your workplace
Recognize and develop potential trainers within your workforce
Effectively educate nonmanufacturing employees and members of the staff
Develop internal Lean Manufacturing experts
Guiding you with expert tips and training aids, as well as real-world examples drawn from the authors' two decades of research and field work, Liker and Meier show you how to get the most out of people who live and breathe your company's philosophy-and who work together toward a common goal.
目录
Acknowledgments
Foreword
Preface
Part One Getting the Organization Ready to Develop Exceptional People
Chapter 1 What Can We Learn from Toyota about Developing Talent?
The Philosophy of Training and Development within Toyota
The Unfortunate Reality
The Cycle of Struggle and Firefighting
Breaking the Cycle of Defeat to Create a Cycle of Success
If People Are the Answer, Selecting Quality People Must Be the Key
Develop People to Ensure Prosperity
Chapter 2 Toyota Works Hard to Develop Exceptional People
People Development Is Critical to Toyota
The Toyota Production System Demands High Capability
Standardizing Training to Meet Global Needs
Toyota's Human System Model
Fundamentals of Training Are Applicable to Developing Employee Talent
Teaching Fundamental Skills in a Standardized Way at Toyota
Pay Now or Pay Later
Can You Achieve Results Similar to Those of Toyota?
Chapter 3 Toyota and the Training Within Industry Program
Training Within Industry
Job Instruction Is the Foundation for Developing Talent
Toyota and the Job Instruction Method
The Job Instruction Course
TWI Is a Great Launching Point
Chapter 4 Prepare the Organization
Start at the Beginning
Define the Organizational Needs and Objectives
Assess the Current Situation
Go to the Source for Information
Establish the Organization Structure
Selecting Trainers
Natural Talents Necessary to Be an Effective Trainer
Fundamental Skills and Abilities That Are Learnable
Selection Process
Making Development Plans for All Employees
Development for Personal Achievement
The Talent Development Process
Development Is a Long-Term Commitment
Part Two Identify Critical Knowledge
Chapter 5 Begin at a High Level to Understand Skill Requirements of the Job
Start with the Broad View
Are Service and Technical Jobs Completely Different from Manufacturing Jobs?
A Framework for Classifying Jobs
A Note on Standardization in Mechanistic versus Organic Organizations
Developing Exceptional People in Different Types of Jobs
Move from Broad Classifications to Specific Skill Requirements
Begin with Simple Tasks
……
Part Three Transfer Knowledge to Others
Part Four Verify Learning and Success
Index
