To an outsider, Toyota is hard to understand. The company moves forward gradually while also advancing in big leaps. It is frugal with its resources while spending extravagantly on people and projects. It is both efficient and redundant; it cultivates an environment of stability and paranoia; it is hierarchical and bureaucratic, but encourages dissent; it demands that communication be simplified while building complex communication networks. These contradictions are rampant at Toyota because its culture and managers intentionally embrace contradiction, opposites, and paradox. Granted unprecedented access to the inner workings of Toyota, the authors spent six years researching the company and performing more than 220 interviews with Toyota employees, distributors, and car dealers in order to determine what makes Toyota one of the world's best companies. Extreme Toyota offers an inside look at the radical contradictions within the company, created by its own management, and how these help Toyota outperform its competition. By putting a premium on creativity and paradoxical thinking as a corporate resource, Toyota has become the best car manufacturer and one of the most successful companies on earth. This book takes a fascinating inside look at what makes Toyota tick.
Preface
Chapter 1 : Extreme Toyota: An Organization Powered by Creative Contradictions
Chapter 2 : Six Opposing Forces That Drive the Company’s Expansion : and Keep It from Breaking Apart
Chapter 3 : The Force of Impossible Goals
Chapter 4 : Eagerness to Experiment
Chapter 5 : Local Customization
Chapter 6 : The Founders’ Philosophies
Chapter 7 : Toyota’s Nerve System : A Human Version of the World Wide Web
Chapter 8 : Up-and-In Human Resource Management
Chapter 9 : Toyota’s Resource Base
Chapter 10 : A Company Always in Danger
Chapter 11 : What Your Organization Can Learn from Toyota: Ten Powerful Contradictions
Appendix A : Selected Auto Industry Figures and Comparisons
Appendix B : Literature Review
Notes
References
Index
