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In this trilogy of books, each is very totally different and has its personal distinctive place in the Lean literature. These books are not like a collection of novels, such as the Harry Potter sequence (I presume, not having read them), where you necessarily should read all of them.

The Toyota Manner is an impressive overview of the Toyota methodology, philosophy, and management system. The book does a wonderful job of describing how Toyota is, in a high-level method that may be applied across industries, together with the hole between manufacturing and healthcare. The Toyota Way is among the very first books I might recommend to any executive or manager to get a sense of the general Toyota system (serving to them keep away from the urge to implement chosen lean instruments without understanding the entire system.

The Toyota Way Areabook was not, as some might have thought, simply a paperback version of The Toyota Way. The Fieldbook was an altogether different book, with a special purpose. As efficient as The Toyota Way was, the Subjectbook was obligatory for filling within the gaps in a reader's thoughts, someone who thought, "Okay, I know how Toyota is…. but how do *I* get there??" The Fieldbook is more of a information for "learn how to implement" the Toyota Manufacturing System. The Disciplinebook is one I might suggest to managers or active practitioners in a lean transformation.

Now, the Toyota Approach crew is getting down to write link what must be considered an altogether new trilogy and series of books — related to The Toyota Means and the Areabook, however with a distinct purpose. The three books in this sequence are going to be:

Toyota Talent
Toyota Process
Toyota Problem Solving
These books will, I would assume, observe the same structure and tone, every diving deep (Very deeply, based on Toyota Talent) into a single core concept within the Toyota Mindset.

Toyota Talent is *NOT* a book only for H.R. professionals. If you think that growing folks is the job of H.R., then do not even bother reading this book. Developing folks, getting essentially the most out of your group's human potential, is the job of every leader in a lean organization. If your idea of creating people is to fire your "bottom 10%" every year, changing them with higher expertise then, again, save your $20 and buy another Jack Welch tome. I noticed a duplicate in an airport bookretailer the opposite day, which was nice to see, nevertheless it also struck me as odd, since that looks like the executive market that the publisher is targeting. I'm pleased for Liker and Meier if that helps sell more copies.