The Toyota Way

This book draws lessons from the “lean revolution” initiated by Toyota. The historical analysis is interesting, and emphasizes the reasons that led Toyota to invent a radically different production model to fight against the American “big three.” However, the value of the book lies particularly in the principles it derives from this experience. Far from stopping at describing the processes to implement, which are only the tip of the iceberg, the author insists on three intangible dimensions without which this adventure is doomed to failure, i.e. adopt a long-term rationale, develop people – both managers and employees – to adopt an attitude and behaviors that support this philosophy, and adopt a culture of continuous improvement and learning. All of this is abundantly illustrated with detailed concrete examples and graphics that give a good idea of the size of the challenge.