by Professor Jeffrey K. Liker
This is the first book I have read that provides a clear picture of what it takes to develop and mobilize creative capability across an organization, to achieve challenging goals.
Toyota has been using something called policy deployment annually since the 1960s to align improvement activities toward company-level challenges. It works, but all their internal charts about policy deployment include two little acronyms that Toyota believes are necessary to make it work—PS and OJD. “PS” refers to problem solving, which is the scientific approach for turning your level’s objectives into a meaningful plan and then iteratively working toward improving processes to achieve these objectives. “OJD” refers to on-the-job ...