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تويوتا الإبداع : تطوير جهازكم البشري على طريقة تويوتا
لا تكتفي تويوتا بإنتاج السيارات، إنها تنتج أشخاصاً موهوبين، وفي كتاب "طريقة تويوتا" الذي حقق نجاحاً عالمياً، يشرح جيفري لايكر النجاح المميز لتويوتا عبر نموذج من أربعة مبادئ للامتياز: الفلسفة، الناس، حل المشاكل والعملية. وفي "الكتاب الميداني لطريقة تويوتا" قدم لايكر مع شريكه في التأليف، ديفيد ماير، نظرة داخلية أكثر عمقاً إلى التطبيق العملي لهذه المبادئ. والآن تكشف هذه المعومات حول تويوتا كيف يمكنكم أن تطوروا أشخاصاً موهوبين وتتوصلوا إلى نتائج مذهلة في شركتكم.
يسبر هذا الكتاب معكم أغوار المنهجية الدقيقة التي تتبعها هذه القوة العالمية لتنمية الأفراد ذوي الأداء العالي من الداخل. بدأ الكاتبان بمراجعة مقاربة تويوتا التاريخية لتطوير الناس، وهما يصوران الأهمية الدقيقة لتوليد ثقافة تعلم وتعليم في مؤسستكم. إنهما يؤمنان أمثلة محددة لتدريب الموظفين في الأماكن كافة (من المشغل إلى الهندسة إلى الجهاز البشري في فروع الخدمة) ويظهران لكم كيفية دعم كل فرد وتشجيعه لبلوغ أعلى قدراته.
يؤمن لكم هذا الكتاب المعرفة الداخلية التي تحتاجون إليها من أجل
-تحديد حاجات التطوير ووضع خطة تدريب.
-فهم مختلف أنماط العمل وكيفية تجزئة الوظائف المعقدة إلى مهارات قابلة للتعليم.
-تحديد التوقعات السلوكية عبر إعداد مكان العمل بشكل ملائم.
-التعرف إلى المدربين المحتملين ضمن القوى العاملة لديكم وتطويرهم.
-تربية فعالة للموظفين وأعضاء الجهاز البشري غير العاملين في الصناعة.
يسبر هذا الكتاب معكم أغوار المنهجية الدقيقة التي تتبعها هذه القوة العالمية لتنمية الأفراد ذوي الأداء العالي من الداخل. بدأ الكاتبان بمراجعة مقاربة تويوتا التاريخية لتطوير الناس، وهما يصوران الأهمية الدقيقة لتوليد ثقافة تعلم وتعليم في مؤسستكم. إنهما يؤمنان أمثلة محددة لتدريب الموظفين في الأماكن كافة (من المشغل إلى الهندسة إلى الجهاز البشري في فروع الخدمة) ويظهران لكم كيفية دعم كل فرد وتشجيعه لبلوغ أعلى قدراته.
يؤمن لكم هذا الكتاب المعرفة الداخلية التي تحتاجون إليها من أجل
-تحديد حاجات التطوير ووضع خطة تدريب.
-فهم مختلف أنماط العمل وكيفية تجزئة الوظائف المعقدة إلى مهارات قابلة للتعليم.
-تحديد التوقعات السلوكية عبر إعداد مكان العمل بشكل ملائم.
-التعرف إلى المدربين المحتملين ضمن القوى العاملة لديكم وتطويرهم.
-تربية فعالة للموظفين وأعضاء الجهاز البشري غير العاملين في الصناعة.
359 pages, Paperback
First published April 23, 2007
59 people are currently reading
645 people want to read
About the author
Jeffrey K. Liker
127books110followersDr. Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan and principle of Optiprise, Inc. Dr. Liker has authored or co-authored over 75 articles and book chapters and nine books. He is author of the international best-seller, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill, 2004 which speaks to the underlying philosophy and principles that drive Toyota's quality and efficiency-obsessed culture. The companion (with David Meier) The Toyota Way Fieldbook, McGraw Hill, 2005 details how companies can learn from the Toyota Way principles. His book with Jim Morgan, The Toyota Product Development System, Productivity Press, 2006, is the first that details the product development side of Toyota. He is doing a series of books focused on each of the 4Ps. The first books are (with David Meier), Toyota Talent: Developing exceptional people the Toyota Way (May, 2007) and (with Michael Hoseus) Toyota Culture: The Heart and Soul of the Toyota Way (January, 2008). His articles and books have won eight Shingo Prizes for Research Excellence and The Toyota Way also won the 2005 Institute of Industrial Engineers Book of the Year Award and 2007 Sloan Industry Studies Book of the Year. He is a frequent keynote speaker and consultant. Recent clients include Hertz, Caterpillar, AMD, Android, Areva, Rio Tinto Mining, Tenneco Automotive, Jacksonville Naval Air Depot, US Airforce Material Command, Johnson Controls, Harley Davidson, Eaton, and Fujitsu Technical Services.
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Displaying 1 - 18 of 18 reviews
January 7, 2025
Good companion book to The Toyota Way and Toyota Culture. Very technical, tactical and hands-on regarding people development, which is a top priority at Toyota, including: training, managers acting as teachers, coaches and mentors, etc.
Unlike other companies—and probably most businesses run in the West—they place a huge emphasis on treating people well, and appreciating them as a critical asset to their company’s success and competitive advantage.
“Developing exceptional people is Toyota’s number one priority. Toyota’s leaders truly believe that the company’s only source of competitive differentiation is the exceptional people they develop.�
It’s all about the people who make them, known as monozukuri ものづく� or a spirit of craftsmanship in Japan.
“Making things is about making people.�
Japan has built a deep, vertically integrated manufacturing culture of excellence and pride; whereas many companies in the West have offshored production to lower cost Asian countries. So, it’s no wonder why their cars outperform all others by all metrics of quality and reliability.
“It is the knowledge and capability of people that distinguishes any company from another. For the most part, organizations have access to the same technology, machinery, raw materials, and even the same pool of potential employees in any free market economy as Toyota.
The dilemma is that people merely want to copy the outward appearance of what Toyota is doing, but they do not want to pursue the much harder and time consuming aspect of changing their own behavior to replicate Toyota’s culture and infrastructure.�
As a side note, the audio narration is very good. Great choice of voice actor that’s well suited for the type of content covered.
Unlike other companies—and probably most businesses run in the West—they place a huge emphasis on treating people well, and appreciating them as a critical asset to their company’s success and competitive advantage.
“Developing exceptional people is Toyota’s number one priority. Toyota’s leaders truly believe that the company’s only source of competitive differentiation is the exceptional people they develop.�
It’s all about the people who make them, known as monozukuri ものづく� or a spirit of craftsmanship in Japan.
“Making things is about making people.�
Japan has built a deep, vertically integrated manufacturing culture of excellence and pride; whereas many companies in the West have offshored production to lower cost Asian countries. So, it’s no wonder why their cars outperform all others by all metrics of quality and reliability.
“It is the knowledge and capability of people that distinguishes any company from another. For the most part, organizations have access to the same technology, machinery, raw materials, and even the same pool of potential employees in any free market economy as Toyota.
The dilemma is that people merely want to copy the outward appearance of what Toyota is doing, but they do not want to pursue the much harder and time consuming aspect of changing their own behavior to replicate Toyota’s culture and infrastructure.�
As a side note, the audio narration is very good. Great choice of voice actor that’s well suited for the type of content covered.
December 28, 2017
At the end of every audiobook, Audible says, “Audible hopes you have enjoyed this program.� After listening to Toyota Talent, I am definitely torn. I’m not torn over the content, as I think this has proven itself not only in Toyota, but in any company that has truly embraced TWI. I’m not torn over the narration, I thought it was quite good. I wasn’t even torn over the writing style, which was more of a workbook type book that can be tough to listen to in audio format. What tore me up was that this book is a recipe for success, yet so few companies are willing to embrace this commitment to developing people. I would go as far as saying that, I have ever been with anyone who embraces developing people to this level. I have been with good companies and worked for good leaders.
Toyota Talent is not the first book that I've read about Training Within Industry and it really doesn't shed any new light on TWI. What Toyota Talent does do that is different than other TWI books that I have read, is that it shows how a truly successful company embraces and utilizes the TWI methodology not just in their production environment, but in all of their systems and support systems, such as engineering and administration.
For those in position to make immediate change, Toyota Talent can be used as a handbook that guides you through the steps to take your employee development and put it on steroids!
For those of us not in a position to make this magnitude of commitment and change, Toyota Talent is a heartbreaking book. For those of us in frontline leadership, we can take bits and pieces, but much like Lean, if you don’t think of it as a symbiotic system that is supported from the top, you will only ever get superficial gains. Those on the front lines have to deal daily with the impact daily of poor training.
Currently, I am not in a position to roll something like this out; however, Toyota Talent will have a prominent place on my bookshelf for when that time does come. My hopes are that the next generation of leaders, which I hope to influence, will see value in people other than simply warm bodies.
A saying that has stuck with me for a very long time…”People are not your greatest asset�.assets depreciate over time and people grow in value over time.�
Toyota Talent is not the first book that I've read about Training Within Industry and it really doesn't shed any new light on TWI. What Toyota Talent does do that is different than other TWI books that I have read, is that it shows how a truly successful company embraces and utilizes the TWI methodology not just in their production environment, but in all of their systems and support systems, such as engineering and administration.
For those in position to make immediate change, Toyota Talent can be used as a handbook that guides you through the steps to take your employee development and put it on steroids!
For those of us not in a position to make this magnitude of commitment and change, Toyota Talent is a heartbreaking book. For those of us in frontline leadership, we can take bits and pieces, but much like Lean, if you don’t think of it as a symbiotic system that is supported from the top, you will only ever get superficial gains. Those on the front lines have to deal daily with the impact daily of poor training.
Currently, I am not in a position to roll something like this out; however, Toyota Talent will have a prominent place on my bookshelf for when that time does come. My hopes are that the next generation of leaders, which I hope to influence, will see value in people other than simply warm bodies.
A saying that has stuck with me for a very long time…”People are not your greatest asset�.assets depreciate over time and people grow in value over time.�
April 20, 2017
Очень водянистая. Очень мало практичной информации и непосредственно техник с Toyota. Вся книгу можно было вместить на 20 страницах.
June 18, 2011
الكتاب رائع بصراحة, يتحدث عن طرق أساسية في إدارة الموظفين في شركة تويوتا
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December 20, 2021harshest critic
He is a personification of the Job Instruction philosophy.
our associates
how you achieve the outcome is as important as the outcome itself.
PDCA, or “plan, do, check, and act.�
Toyota provides our associates not only with rewards, but also opportunities for continued education and career planning. In return, we expect initiative, motivation, and a willingness to assume different roles and responsibilities. We are serious about fostering an environment in which mutual respect and trust among all employees will lead to individual creativity and teamwork.
put forth their best efforts
The expectations are clear (and high); people are given the necessary tools and support and have a choice to either step onto the bus or to get off.
Every new product development program, every prototype, every quality defect in the factory, and every kaizen activity is an opportunity to develop people.
Developing exceptional people is Toyota’s number one priority.
Henry Ford is reported to have said: “Why is it that when I want to hire a pair of hands, a brain comes attached to them?�
The reality is, “You make time for the things you want to do in life.�6 So, if time is lacking, you are simply choosing to do other things, which you are ranking as more important uses of your time.
It is often the “best� worker who is relegated to the training responsibility, but very frequently the best worker is not the best trainer and vice versa.
Suppose that you are 80 percent effective at each element. Multiplying the factor three times (.8 .8 .8) would yield an overall effectiveness of the process of only 51 percent! It is imperative that all three elements be perfected in order to support an effective training process. For example, achieving a 96 percent level on the three elements will yield a 90 percent overall result
People are harder to deal with than machines or spreadsheets. They have their own opinions and feelings. What allows Toyota to persist in spite of the challenges is the overriding philosophy that only people are able to think, to solve problems, and to improve.
Toyota employees bring to bear issues similar to those of other companies, such as attendance problems, resistance to change, lack of motivation, and even reluctance to accept the philosophy of TPS.
“just in time� philosophy beyond the assembly line
built into the tasks quality checks and cross-training
throngs of new people
there are specific acceptable tolerances for deviations from perfect evenness
they pull a cord that lights an andon to call the trainer over
He is a personification of the Job Instruction philosophy.
our associates
how you achieve the outcome is as important as the outcome itself.
PDCA, or “plan, do, check, and act.�
Toyota provides our associates not only with rewards, but also opportunities for continued education and career planning. In return, we expect initiative, motivation, and a willingness to assume different roles and responsibilities. We are serious about fostering an environment in which mutual respect and trust among all employees will lead to individual creativity and teamwork.
put forth their best efforts
The expectations are clear (and high); people are given the necessary tools and support and have a choice to either step onto the bus or to get off.
Every new product development program, every prototype, every quality defect in the factory, and every kaizen activity is an opportunity to develop people.
Developing exceptional people is Toyota’s number one priority.
Henry Ford is reported to have said: “Why is it that when I want to hire a pair of hands, a brain comes attached to them?�
The reality is, “You make time for the things you want to do in life.�6 So, if time is lacking, you are simply choosing to do other things, which you are ranking as more important uses of your time.
It is often the “best� worker who is relegated to the training responsibility, but very frequently the best worker is not the best trainer and vice versa.
Suppose that you are 80 percent effective at each element. Multiplying the factor three times (.8 .8 .8) would yield an overall effectiveness of the process of only 51 percent! It is imperative that all three elements be perfected in order to support an effective training process. For example, achieving a 96 percent level on the three elements will yield a 90 percent overall result
People are harder to deal with than machines or spreadsheets. They have their own opinions and feelings. What allows Toyota to persist in spite of the challenges is the overriding philosophy that only people are able to think, to solve problems, and to improve.
Toyota employees bring to bear issues similar to those of other companies, such as attendance problems, resistance to change, lack of motivation, and even reluctance to accept the philosophy of TPS.
“just in time� philosophy beyond the assembly line
built into the tasks quality checks and cross-training
throngs of new people
there are specific acceptable tolerances for deviations from perfect evenness
they pull a cord that lights an andon to call the trainer over
July 21, 2021
My expectation was I'll learn general knowledge on how to develop talents within an organization. What I got was detailed, very specific method of training people that I do not identify with nor did I become convinced of whole eating about it. I'm rather disappointed.
While it's claimed to be useful for development of people in any business area Toyota seems to be obsessed (at least from perspective of this book) with highly repetitive extensive trainings. This might to some extent work for line production such automotive but I'm not convinced this is helpful in developing specialized creative thinkers discipline such as engineering. The final straw was at the end of the book where it was described good engineers go through all sorts of training and departments such as sales and manufacturing, in order to give them full context of their own job. And years of such drill down training in the company and more years under supervision the engineers are ready to work independently (this is all after university training).
The book goes as far as to day that designers must know how to make drawings and sketches by us s and even in the age of advanced CAD. I'm an engineer for 10 years and I absolutely do not identify with such approach of wasting time on obsolete methods. Hell we don't even make drawings anymore! Just 3D models and we send those for manufacturing. Instead in our company at embrace innovation and new ideas.
I learned some things from this book, for example how is continuous training important. But once again, this is nice in theory, practice looks very different on this very dynamic and adaptive world. As part of my job I focus on automation and knowledge sharing (which is why I read this book) but this book didn't help me much to do my job better.
While it's claimed to be useful for development of people in any business area Toyota seems to be obsessed (at least from perspective of this book) with highly repetitive extensive trainings. This might to some extent work for line production such automotive but I'm not convinced this is helpful in developing specialized creative thinkers discipline such as engineering. The final straw was at the end of the book where it was described good engineers go through all sorts of training and departments such as sales and manufacturing, in order to give them full context of their own job. And years of such drill down training in the company and more years under supervision the engineers are ready to work independently (this is all after university training).
The book goes as far as to day that designers must know how to make drawings and sketches by us s and even in the age of advanced CAD. I'm an engineer for 10 years and I absolutely do not identify with such approach of wasting time on obsolete methods. Hell we don't even make drawings anymore! Just 3D models and we send those for manufacturing. Instead in our company at embrace innovation and new ideas.
I learned some things from this book, for example how is continuous training important. But once again, this is nice in theory, practice looks very different on this very dynamic and adaptive world. As part of my job I focus on automation and knowledge sharing (which is why I read this book) but this book didn't help me much to do my job better.
January 18, 2021
If this is the first book you read on Lean/TPS, you may have a hard time really seeing how it fits in, and it might just seem like a book about obsessively detailed training systems. For a student and believer of Lean, this book is fantastic. Very thorough and practical explanation of how Toyota trains, and how (and why) to create training systems focused on developing people at a high level, not just creating mindless doers. I would recommend reading at the very least The Toyota Way before attempting this book. Do not expect a one and done read, or to learn some some vague, intriguing concepts bolstered by anecdotes like many popular business books. This book is for the serious student of Lean, who is interested in transformational change in their organization.
January 22, 2024
Determina según la experiencia del Autor la importancia de la capacitación y el entrenamiento en empresas de manufactura y servicios, explica el método de 4 pasos para capacitación efectiva y los pilares de una construcción de habilidad y como transmitirla, desglose, pasos importantes, puntos claves y razones para los mismos, propone ejemplos y guías para lograrlo y empodera para iniciar un largo camino para el desarrollo del talento organizacional.
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July 7, 2020The book is as unique as the brand Toyota itself. Gives a lot of food for thoughts for good management practices, and through the exercise of consistent excellence how this unique brand dominated almost the entire world of automobile industry. One liner statement says it all "At Toyota we don't just build cars; we build people".....Develop people to ensure prosperity
November 7, 2020
I would have rated 4 stars but the book could have been much more concise. The author(s) is not good at the economy of text.
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March 2, 2021I think it will give me new ways to improve my thinking skills.
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August 2, 2011Toyota maakt niet enkel auto's, het "maakt" zeker ook getalenteerde medewerkers/personen.
Dit boek ontsluierd hoe je getalenteerde medewerkers kunt ontwikkelen, en daardoor ongelooflijke bedrijfsresultaten kunt realiseren.
De inhoud van het boek is trouwens toepasbaar op alle industrieën en sectoren, vanaf de werkvloer van een productiebedrijf over engineering tot staff-medewerkers in service organisaties.
Behandelde topics zijn:
* Define your organizational needs and objectives
* Create development plans for all employees
* Grow your top talent from within
* Analyze routine work and ancillary tasks
* Break down a job for effective training
* Break the cycle of poor training and results to create a cycle of continuous learning and improvement
Dit boek ontsluierd hoe je getalenteerde medewerkers kunt ontwikkelen, en daardoor ongelooflijke bedrijfsresultaten kunt realiseren.
De inhoud van het boek is trouwens toepasbaar op alle industrieën en sectoren, vanaf de werkvloer van een productiebedrijf over engineering tot staff-medewerkers in service organisaties.
Behandelde topics zijn:
* Define your organizational needs and objectives
* Create development plans for all employees
* Grow your top talent from within
* Analyze routine work and ancillary tasks
* Break down a job for effective training
* Break the cycle of poor training and results to create a cycle of continuous learning and improvement
January 5, 2015
I read the Arabic version of this book, I did not like the book style, certainly Toyota large company with a unique management and Science University, in addition to Toyota, but the way of writing did not reflect that as it should be.
قرأت النسخة العربية من هذا الكتاب، لم يعجبني نمط الكتاب ، بالتأكيد تويوتا شركة كبيرة وذات إدارة وعلوم فريدة بالإضافة إلى جامعة تويوتا ، ولكن طريقة الكتابة لم تعكس ذلك كما يجب أن يكون
قرأت النسخة العربية من هذا الكتاب، لم يعجبني نمط الكتاب ، بالتأكيد تويوتا شركة كبيرة وذات إدارة وعلوم فريدة بالإضافة إلى جامعة تويوتا ، ولكن طريقة الكتابة لم تعكس ذلك كما يجب أن يكون
April 3, 2011
This is a must-read for those who plan on establishing their own sustainable business that will teach them how to grow their business through developing their people; the Toyota Way! The company does not have to be in the business of making cars, it could be just about anything!!!
April 12, 2012
Started reading this when it was mentioned in Bill Taylor's Practically Radical, I'm reading Toyota Talent as part of a series on designing & rolling out small changes in a stubborn organization (and not losing one's mind in the process) - even in university I never remembered studying this hard!
June 2, 2014
How to develop yourself and your staff in the methods practiced by Toyota. Their development philosophy is based on Asian culture and religion , so not always transferable directly ..little bit of manipulation is required for western environments
February 27, 2009
A good book for employers looking to hire the right people.
April 13, 2018
الترجمه العربية ظلمت هذا الكتاب وجعلته مملا في كثير من الاحيان ولكن في المجمل لا نملك الا ان نرفع القبعة احتراما ل تويوتا
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