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Review
"Heavily footed and studded with graphs and charts, this insider′s view of one of the world′s leading manufacturers is somewhat academic in tone yet has enough anecdotes to make it interesting." (Library Journal, May 15, 2008)
Product Description
Extreme Toyota offers the first real, comprehensive inside look at what makes one of the world?s best companies run. With unprecedented access to the inner working of Toyota, the authors spent six years researching the company, interviewing hundreds of executives and employees, and discovering the company′s secret of success. What they uncovered will surprise you and change the way you think about business. Simultaneously rigidly traditional and seriously innovative, it is precisely those internal contradictions that make the company so successful and admired.
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Most Helpful Customer Reviews
Format:Hardcover
These guys did a great job in capturing the values of Toyota. It is not only about Lean and Kaizen...it is a religion almost. Fantastic cultural review. Every Lean practitioner should read it.
Format:Hardcover
Vast numbers of books discuss Toyota, but this one is far more than just another paean to how well the company uses its production system. Emi Osono, Norihiko Shimizu and Hirotaka Takeuchi, working with translator John Kyle Dorton, focus on several different elements of Toyota's culture. They explain how the company's leaders diagnose its internal contradictions and use them as a source of energy and a springboard for creativity. Where most corporate leaders see waste and a sad absence of harmonization, Toyota's executives forge a fresh road through experimentation and continuous improvement. The book offers new ideas to help you assess your organization's internal contradictions and turn them to your advantage. Despite being originally written in Japanese, this volume reads well and it features illustrations that actually help you understand the concepts behind the words. getAbstract recommends it to businesspeople who are interested in Toyota, its culture and the culture of their own organizations.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
6 reviews
9 of 9 people found the following review helpful
More Theoretical, vs. Applicable
27 Nov 2008
Format:Hardcover
The authors contend that there is more to Toyota's success than its well-known Toyota Production system. They identify several contradictions to illustrate:
1)It cultivates frugality, AND spends big to develop people and projects.
2)Moves forward slowly and gradually, AND makes big leaps.
3)It is operationally efficient AND filled with redundancy.
How to make use of these points, however, is not made clear; for example, #3 is illustrated by Toyota having excess people in sales and meetings. The value of doing so, however, was not made clear.
The most interesting portion of the book involved a few relatively unknown facts. Toyota's dividend payouts are low, averaging 20% of earnings over the past ten years (Daimler-Chrysler = 47.5%.) The result is a cash hoard ($20 billion in 2007), and a mediocre ROIC. Average compensation for its top 33 executives is about 10% of Ford's. Finally, the founding Toyoda family owns just 2% of the firm, vs. Ford (40%), and BMW (50%). So much for several American common practices.
1)It cultivates frugality, AND spends big to develop people and projects.
2)Moves forward slowly and gradually, AND makes big leaps.
3)It is operationally efficient AND filled with redundancy.
How to make use of these points, however, is not made clear; for example, #3 is illustrated by Toyota having excess people in sales and meetings. The value of doing so, however, was not made clear.
The most interesting portion of the book involved a few relatively unknown facts. Toyota's dividend payouts are low, averaging 20% of earnings over the past ten years (Daimler-Chrysler = 47.5%.) The result is a cash hoard ($20 billion in 2007), and a mediocre ROIC. Average compensation for its top 33 executives is about 10% of Ford's. Finally, the founding Toyoda family owns just 2% of the firm, vs. Ford (40%), and BMW (50%). So much for several American common practices.
3 of 3 people found the following review helpful
Why don't Japanese automakers need a bailout? Find out here
26 Jan 2009
Format:Hardcover
In light of the recent federal bailout, It doesn't take a brainiac to figure out that the Big Three American automakers are in big financial trouble. Each is plagued by a strikingly similar palette of problems, products and poor performance. In fact, one of the biggest gripes leveled against U.S. automakers is that they're too similar overall. That's not the case for Toyota which has turned divergence and internal paradox into a competitive advantage that has helped it consistently rank as one of the best manufacturers in the world. In the book Extreme Toyota a team of business strategy academicians focus on six contradictory forces that Toyota has replicated within its organizational DNA that enable it to constantly self renew and generate ongoing innovation. The authors applaud Toyota's ability to reconcile seemingly irreconcilable issues such as personnel redundancy with operational efficiency; extended experimentation cycles with rapid implementations; and constrained resource usage with extravagant project decisions. Soundview recommends this book because of its counterintuitive insights and powerful premise, which should benefit most manufacturers - perhaps even the Big Three.
4 of 5 people found the following review helpful
Good manager level book on TPS.
26 Aug 2008
Format:Hardcover|Amazon Verified Purchase
Having read most of the detailed TPS books, this one was a bit to theoretical. Realize it was likely written for the MBA crowd....
I still find it a bit odd that Toyota subject books tend to avoid the fact that no company is perfect. Wouldn't trade the hectic workweek it sounds like the Japanese based staff work for anything. I liked the references to the CEO's push even thought business was good at the time.
I still find it a bit odd that Toyota subject books tend to avoid the fact that no company is perfect. Wouldn't trade the hectic workweek it sounds like the Japanese based staff work for anything. I liked the references to the CEO's push even thought business was good at the time.
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