Toyota talent : developing your people the Toyota way / Jeffrey K. Liker, David P. Meier.
With expert tips and training aids; as well as real-world examples drawn from the authors' two decades of research and field work; this book walks you through the rigorous methodology used by this global powerhouse to grow high-performing individuals. --
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
New York :
McGraw-Hill,
©2007.
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| Series: | McGraw Hill professional.
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Table of Contents:
- 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 CapabilityStandardizing 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 OrganizationStart 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 JobStart 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; Chapter 6 Standardized Work and the Job Instruction Method; Build a Foundation for Effective Training; Standardized Work Is Part of an Overall System.
- TWI and the Roots of Standardized WorkStandardized Work Applies in All Companies; Mindless Conformity or Intentional Mindfulness?; Standardized Work Is a Prerequisite for Training, and Job Instruction Is a Prerequisite for Standardized Work; Standardized Work as a Process and a Tool; Think Like a Rice Farmer; Chapter 7 Analyzing Routine Work and Ancillary Tasks; Analyzing Routine Work; How to Approach Nonroutine and Ancillary Tasks; Analyzing a Complex Job from the Health Care Field; Evaluate the Entire Process; Determine What Items Are Critical and Ensure They Are Performed Flawlessly.