Hoshin Kanri: How Toyota Creates a Culture of Continuous Improvement to Achieve Lean Goals

Hoshin Kanri has been used successfully by Toyota and other top-tier companies in Japan and the United States to achieve strategic business and lean goals. The underlying power of a successful hoshin kanri process relays on how Toyota creates an environment of continuous improvement. Toyota is a strong business because of its people, and people are the value of its system. This book focuses more on people rather than the process.

Management behavior, motivation, core organizational values and teamwork, leadership development, and culture change are the real factors of any business success.

Akio Toyoda said after several recent recalls that the rate of the company’s growth was higher than the rate of the development of its people.

Successful businesses need to invest in the people and put the people before the process.

Read this book and you will see why a gap remains between successful and less successful companies in terms of process management, people management, and the adaptability of culture.