What is the true source of a firm’s long-term competitive advantage in manufacturing? Through original field studies, historical research, and statistical analyses, this book shows how Toyota Motor Corporation, one of the world’s largest automobile companies, built distinctive capabilities in production, product development, and supplier management. Fujimoto asserts that it is Toyota’s evolutionary learning capability that gives the company its advantage and demonstrates how this learning is put to use in daily work.
This is much more than a book about Toyota or a book about manufacturing….The book contains important contributions to the theory and practice of organizational learning that will be equally interesting to the practitioner and the academic.” – Journal of Product Innovation Management
ABOUT THE AUTHOR
Takahiro Fujimoto has been studying the automobile industry since 1979.His doctoral thesis at the Harvard Business School was “Organizations for Effective Product Development- The Case of the Global Automobile Industry.” He is the co-author with Kim Clark, Dean of the Harvard Business School, of Product Development Performance: Strategy, Organization, and Management in the World Auto Industry( 1991).For the present book he had unusually open access to a Toyota assembly plant where the famed production system has evolved in recent years beyond the basic practices of lean production. Dr Fujimoto is Professor at Tokyo University’s Faculty of Economics and Senior Research Associate of the Harvard Business School, where he is a core member of its automobile product development study.
” Take Fujimoto has produced the best explanation of how Toyota’s remarkable system emerged and how it has renewed itself over many years.Anyone involved in the design and production of complex products will learn valuable lessons from the Evolution of a Manufacturing System at Toyota”.
” Professor Fujimoto is one of the leading scholars on the automobile industry. His book provides insight not only into the genesis and working of Toyota’s system, but also the interactive roles of history, rational design, and competitive pressures from markets in the making of economic organizations and institutions in general.”