The 14 Principles of the Toyota Way

The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes the Toyota Production System. In long term thinking, company is going to have a process for solving problems, to add value to the organization by developing its people, and to recognize that continuously solving root problems drives organizational learning.

The 14 Principles The Toyota Way has been called "a system designed to provide the tools for people to continually improve their work". The 14 principles of The Toyota Way are organized in four sections: 1) Long-Term Philosophy, 2) The Right Process Will Produce the Right Results, 3) Add Value to the Organization by Developing Your People, and 4) Continuously Solving Root Problems Drives Organizational Learning. The principles are set out and briefly described below:

Section I — Long-Term Philosophy

第一部份 - 长期理念

Principle 1 原则一

Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

甚至损害短期财务目标的前提下，管理决定亦须建基长期理念

Section II — The Right Process Will Produce the Right Results

第二部份 - 正确的流程产生正确的结果

Principle 2 原则二

Create a continuous process flow to bring problems to the surface.

建立一个连续的流程，以把潜藏的问题带出来。

Principle 3 原则三

Use "pull" systems to avoid overproduction.

利用拉动系统，以避免过量生产。

Principle 4 原则四

Level out the workload, work like the tortoise, not the hare.

平衡工作量，工作时像乌龟般稳定，不似野免般不稳定。

Principle 5 原则五

Build a culture of stopping to fix problems, to get quality right the first time.

建立一个文化去停止补救问题，要令品质第一时间就达标。

Principle 6 原则六

Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

作业及流程的标准化是持续改善及雇员授权的基础。

Principle 7 原则七

Use visual control so no problems are hidden.

利用目视控制使问题无所遁形。

Principle 8 原则八

Use only reliable and thoroughly tested technology that serves your people and processes.

只运用可靠及已经彻底测试的技术为人及流程来服务。

Section III — Add Value to the Organization by Developing Your People

第三部份 - 开发人材为组织增值

Principle 9 原则九

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

将完全明白职责及工作的人开展为领导者，以推行理念及教导其他人。

Principle 10 原则十

Develop exceptional people and teams who follow your company's philosophy.

开发能跟随公司理念的额外之人员及团队。

Principle 11 原则十一

Respect your extended network of partners and suppliers by challenging them and helping them improve.

利用挑战及协助改善去维护商业伙伴及供应商的网络。

Section IV: Continuously Solving Root Problems Drives Organizational Learning

第四部份 - 持续解决根本问题驱使组织学习

Principle 12 原则十二

Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).

亲自到现场观察以彻底了解情况。

Principle 13 原则十三

Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi).

充分考虑各种选择性并取得大多数人的同意，不急于决定，但决定後就要快速执行。

Principle 14 原则十四

Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

以严加的反省及持续改善来成为一个学习型之组织。