Second, this is a reading journal not a summary. For each assignment you should keep a journal as your read through the assigned chapters. The journal will consist of you thoughts about the material. What points they are making, interesting examples, issues that you think may be incorrect.

I’m working on a management report and need a sample draft to help me study.


Get Your Custom Essay Written From Scratch
We have worked on a similar problem. If you need help click order now button and submit your assignment instructions.
Just from $9/Page
Order Now


To understand how statistics are used and often misused in business and research settings.


This will not be a typical book report where you summarize the entire book in one paper.

  • First, this assignment is broken up into 2 parts to make it more manageable.
  • Second, this is a reading journal not a summary. For each assignment you should keep a journal as your read through the assigned chapters. The journal will consist of you thoughts about the material. What points they are making, interesting examples, issues that you think may be incorrect.
  • You may want to open a word document and keep take notes as you work through the material.
  • Do NOT copy chunks of the text into your notes unless you are using that quote to give context to your writing. The journal should be about your thoughts on the material.
  • The book is: The Toyota Way

Part 2: Second half of the book (everything you didn’t do in part 1)

Grading Criteria

A well written document that meets the above requirements. This document will be fairly long if done correctly.



Running head: THE TOYOTA WAY 1 The Toyota Way Name: Institution: Course Code: THE TOYOTA WAY 2 Chapter 1 This chapter begins by comparing the success of Toyota to other automobile manufacturing companies. Toyota has not been in the market for a long time, but the quality of Toyota’s cars is of the best quality among top-selling automobiles in North America. Toyota’s success can be attributed to the use of the lean production movement that Toyota uses during manufacturing (Chiarini, Baccarani, & Mascherpa, 2018). Toyota’s strategy of being the best is by understanding what the customer wants through exemplary leadership, teamwork, and the company’s culture of diversity. The book describes 14 principles that have helped Toyota among the best-selling cars globally, which is popularly known as the Toyota Production System. Toyota’s production system has been working for Toyota because it helped Toyota have short lead times and ensuring that production is flexible according to the customer. According to different types of customers, Toyota’s strategy was to customize its products instead of producing the same-looking cars for customers with varying tastes in vehicles. They banked their production on diversity, and it paid off. Diversity in manufacturing has helped Toyota’s production cost to be low. I can’t entirely agree that in the Toyota Production System to reduce production waste, the production machines remain idle, and moving parts are stopped. This is because it is much cheaper to produce many cars at the same time, reducing the per-unit costs that a company will incur when they make cars when necessary. Toyota’s production system works by first analyzing what the customer wants, then transforming the information into a product that will be easy to market and make sales because it is what the customers want. THE TOYOTA WAY 3 Chapter 2 In chapter two, the book discusses the use of the Toyota production system by other companies to help them maximize production while being cost-efficient. The Toyota production system has become a popular system for companies to use. Henry Ford’s mass production system was adequate, but companies preferred the Toyota production system due to the success it gave Toyota. The Toyota production system came in handy for Toyota because they were a small company, and it did not have as many resources as Ford did. That is why Toyota made its system that saved on costs with short lead times and diversity during production. Toyota is the best example of if it does not work, then change the method that best suits the company and maximize its profit. Toyota knew it had to follow Ford’s system of production but with a bit of alteration. Toyota identified the flow in Ford’s production system, which was a production of too much waste. Toyota needed a plan that will reduce production costs by reducing the number of wastes produced. Toyota’s limited resources helped shape the Toyota production system because the company was looking to avoid wastage. They looked for a method that did not require the company to have extra warehouse storage space for the produced waste; the company did not have enough money to manufacture so many cars of the same type. What ford did not know when they made a system of producing the same kind of car is that consumer’s needs change with time, and hence people would require different types of vehicles. To improve their idea, Toyota also incorporated the pull system, which is once an item starts to run low, more goods are produced. This is a better idea from Ford’s production policy of continuous production. This will also show which product sells fast and which sells slow and the company can produce more popular cars among the customers. THE TOYOTA WAY 4 Chapter 3 The main idea driving the Toyota production system is what does the customer wants. This is an essential idea for a company that, just like Toyota, wants to save on costs by avoiding the production of waste. Toyota’s production system avoids waste production by avoiding overproduction. A company should avoid producing goods that do not have an order. The extra goods will be treated as an excess inventory which has to be paid for transportation and storage, and it is not guaranteed that the goods will be sold. The company should reduce the workforce because the machines do a lot of work, and hence a company does need many employees to help in production. Many employees doing nothing is a waste of resources that could be useful somewhere else. The Toyota production system avoids waste by reducing the need for unnecessary transportation of goods. Goods should be transported only when there is a need. If the goods are being delivered to the customer or if the goods have to be taken to the warehouse. This reduces transportation costs for the company. The Toyota production system reduces the number of nonadded-value to the production steps to avoid unnecessary costs. Chapter 4 This chapter of the book discusses the 14 principles that have contributed to the Toyota production system’s success. These 14 principles help reduce the production of more inventory than needed by identifying the problem that needs to be fixed for production to be cost-efficient (Liker, 2004). This system encourages the employees to work together to develop creative solutions for the issues that the company faces, which in turn teaches the employees the value of THE TOYOTA WAY 5 problem-solving skills. The principles encourage companies to focus on long-term goals because the short-term plans will work themselves out eventually (Liker, 2004). I can’t entirely agree with this policy because it suggests that one should only focus on bigger goals because smaller goals do not matter. All goals matter because it is these smaller goals that lead one to achieve bigger goals. The principles encourage that when following the proper process will lead to the correct procedure, for the outcome to be just right, the process should be what is needed to be accurate. This requires the production process to be perfect without any mistakes for the end product to be just perfect. The principles also require companies to develop their employees’ skills to add value to the company (Liker, 2004). A company needs to create a work environment that encourages the employees to keep improving their skills and using those skills to improve the working of the company. The principles suggest that a company should encourage its employees to practice problem-solving to strengthen their problem-solving skills. Problem-solving should not be rushed; it should be a slow process that takes into account all possible solutions to the problem. All the available solutions should be scrutinized intensively to develop a solution best suited for the problem. Chapter 5 Toyota occasionally encouraged innovation, and if one had an innovative idea, Toyota would take it up and make the vision a reality. For Toyota to make luxury cars, it meant they should up their game from producing standard cars by coming out of their comfort zone. If Toyota did not decide to take a risk and make luxurious cars, they would not have made Lexus a car that can compete with BMW’s likes. Toyota used one of its best talents available to create the THE TOYOTA WAY 6 design of Lexus. They produced the car to the customers’ liking to ensure the car sells to its target customer. Toyota identified an opportunity, and they took a chance on the opportunity. To succeed, they did research on what customers want and benchmarked with their competitors to identify what features a luxury car has. They did not care that they were going against tough competitors; they ensured they made a product that would please the customer enough for them to choose Lexus instead of other luxury cars. Chapter 6 With the changing times, Toyota had to develop strategies that help bridge the new changes gap. Toyota had to come up with new designs that are brought about by a new century. To solve this problem, Toyota decided to involve the production engineers in the design process to hear their input. Toyota identified a problem and found a solution that would help change the production of cars. Toyota was able to determine what changes the customer wants to be made. They decided that production engineers should work together with design engineers to develop a new design. This process helped design engineers have an insight into which issues do production engineers face during manufacturing. This information is essential so that the design engineers can factor in those issues, helping make production much smoother and faster. Chapter 7 Chapter 7 discusses the first principle: a company should make decisions according to its long-term goals (Liker, 2004). This will ultimately neglect short-term plans, which are also crucial in the decision-making process. Ignoring short-term goals means that some goals will go unfulfilled, beating the whole notion of making goals. All goals are essential, and all should be given priority and solved with urgency. All decisions that a company makes should be in the THE TOYOTA WAY 7 company’s best interest and should not undermine the trust that is formed in a company between the company’s leadership and the employees. Decisions made should be able to reinforce the employees’ trust and respect for the company. The decisions should reassure employees that the management also listens to the input and suggestions towards solving problems the company faces. Chapter 8 This chapter discusses the second principle that suggests that companies should have a continuous process flow to highlight the production system’s problems (Liker, 2004). This principle says that shortening the lead time between turning raw material into a finished product in the shortest time possible with slight delays lowers the production costs, produces top quality products at the shortest time possible. This makes it possible for a company to identify a problem that may affect the production of goods or slow down the production process. Coordinated activities bring about a better flow of work in a company. Suppose one department is doing so much work that another department a problem may occur. The other department being slow, will have work pilling and little work being done. The work eventually becomes so much for the slow department to finish affecting the working of the company. A company should be able to coordinate activities efficiently to ensure the company activities run smoothly. Chapter 9 This chapter discusses the third principle, which is the use of a pull system to solve the problem of overproduction, increasing the number of production waste (Liker, 2004). Toyota’s production system uses the pull system to identify when the product is running low, and the company has to make more products. Toyota has efficiently used this system to decrease THE TOYOTA WAY 8 overproduction that turns into waste. Waste for a company is not cost-effective; hence companies with limited resources will incur losses due to overproduction. Toyota uses a one-piece flow system that produces goods only when the customers need the goods. Sometimes this system is hard to implement because some goods have far apart production cycles that may take time. This makes the leads time to be extensive; hence the cost of production is not practical. The pull system is efficient for some scenarios, but it does not work for products that take a lot of time to manufacture, which may cause a shortage of goods when the customers need them. THE TOYOTA WAY 9 References Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota production system and kaizen philosophy. The TQM Journal. Liker, J. K. (2004). Toyota way: 14 management principles from the world’s greatest manufacturer. McGraw-Hill Education. …
Purchase answer to see full attachment
Student has agreed that all tutoring, explanations, and answers provided by the tutor will be used to help in the learning process and in accordance with Studypool’s honor code & terms of service.
Do you need a similar assignment done for you from scratch? We have qualified writers to help you
Use our paper writing service to score better and meet your deadlines.
Order Now