Page 10 - The Toyota Way Fieldbook

viii Contents

Tailor Technology to Fit Your People and Operating Philosophy 203
Contrasting Models of Technology Adoption 205
Keep Technology in Perspective 213

Part IV. Develop Exceptional People and Partners 217

10. Develop Leaders Who Live Your System and
Culture from Top to Bottom 219
Success Starts with Leadership 219
Importance of Leadership Within Toyota 220
Toyota Georgetown Production Leadership Structure 222
Toyota Georgetown Staff Leadership Structure 224
Requirements for Leaders 224
Group Leader Responsibilities on a Typical Workday 226
Creating a Production Leadership Structure 232
Selecting Leaders 234
Developing Leaders 237
Succession Plan for Leaders 239
11. Develop Exceptional Team Associates 242
“We Don’t Just Build Cars, We Build People” 242
Start by Selecting the Right People 243
Assimilating Team Associates into Your Culture 246
Job Instruction Training: The Key to Developing Exceptional Skill Levels 247
Making a Training Plan and Tracking Performance 255
Building Team Associates for the Long Term 258
Quality Circles 258
Toyota Suggestion Program 261
Developing Team Associates for Leadership Roles 263
Personal Touch Creates Stronger Bonds 265
Invest in Skill in All Areas of the Company 265

12. Develop Suppliers and Partners as Extensions
of the Enterprise 270
Supplier Partners in a Globally Competitive World 270
Short-Term Cost Savings vs. Long-Term Partnerships 271
Supplier Partnering the Toyota Way 273
Seven Characteristics of Supplier Partnering 275
Building a Lean Extended Enterprise 290
Traditional vs. Lean Models of Supplier Management 294