- Paperback: 256 pages
- Publisher: Oaklea Press (1 Jan 2008)
- Language English
- ISBN-10: 1892538180
- ISBN-13: 978-1892538185
- Product Dimensions: 22.9 x 15.4 x 1.6 cm
- Average Customer Review: 3.7 out of 5 stars See all reviews (3 customer reviews)
- Amazon Bestsellers Rank: 754,422 in Books (See Top 100 in Books)
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Synopsis
Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same. Except in one company - Toyota, perhaps the most innovative and highly respected car company on the planet. What is most startling is that Toyota's product development engineers are four times as productive as their counterparts in other companies, according to a study by the National Centre for Manufacturing Sciences. Most follow a linear process in developing new products. Toyota's engineers do not.As this book reveals and explains, Toyota's development engineers rely on a development paradigm that is totally different than that found in the West. Companies that are early adopters of the Toyota product development system are certain to realise tremendous advantages over their competitors. This is a change that is coming to businesses everywhere and this book shows the way.
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Most Helpful Customer Reviews
6 of 6 people found the following review helpful
Format:Paperback
Writing in the style of short biographical tale, Alan Ward chronicles the experiences of a traditional manufacturing company - controlled by the `process police' -as they became aware of, and finally adopted, Lean Thinking. As the story unfolds the difference between traditional and lean thinking is highlighted, and each chapter includes a commentary explaining how TOYOTA and other lean organisations have gained a competitive advantage through the application of lean thinking
By combining the theoretical analysis of lean management techniques with the story of one company going through the process of `awakening' he presents a unique insight into the cultural barriers to change - and provides lots of food for thought. A book that will appeal to anybody interested in lean management and an excellent introduction for those who do not work in an engineering environment.
By combining the theoretical analysis of lean management techniques with the story of one company going through the process of `awakening' he presents a unique insight into the cultural barriers to change - and provides lots of food for thought. A book that will appeal to anybody interested in lean management and an excellent introduction for those who do not work in an engineering environment.
1 of 1 people found the following review helpful
Format:Paperback
If you're unhappy with the way your organisation approaches product development, then this book is a must-read. Toyota has one of the most atypical product development approaches of any major organisation, yet outperforms its competitors *at developing new products* by a factor or four or more. Michael Kennedy tells us how they do it - and even better than that he also describes in detail how your own organisation can achieve similar outstanding results too. Highly recommended.
1 of 4 people found the following review helpful
Format:Paperback
I managed to read 80 pages before giving up. The book is written in the style of a bad novel about what your nan would call "people in business". It contains all the cliches, right down to the guy pulled out of retirement to save the day and the lovably stroppy secretary. Awful.
At the end of each chapter there are a few pages patronisingly entitled "Discussion". The trite headings say it all - "People need to believe in the change", "Managers must be strong." Oh dear.
I'd learned nothing about Toyota's best practice by the time I binned this book...the author appears to be shamelessly freeloading on a success story into which he has no insight. Avoid.
At the end of each chapter there are a few pages patronisingly entitled "Discussion". The trite headings say it all - "People need to believe in the change", "Managers must be strong." Oh dear.
I'd learned nothing about Toyota's best practice by the time I binned this book...the author appears to be shamelessly freeloading on a success story into which he has no insight. Avoid.
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