When we begin working or start our professional lives, everyone inevitably contemplates productivity and organizational operations. Self-development books introducing various management theories and methodologies like Agile, Lean, Squad, Matrix, and others—whether chosen by our own desire for growth or by management's decision (most likely the latter...)—along with the various logic, case studies, lectures, and even videos that follow, toss our brains back and forth.
In an environment overflowing with such content, the book "When Nike Meets Toyota" speaks centered around the shoes we love. It contains the author's dedicated efforts after completing the Lean expert program at Nike Innovation & Training Center (NITC) and spending 12 years in the footwear industry, including with Nike suppliers. It especially includes stories about the shoe manufacturing industry, which is difficult for us to know well and even harder to find related professionals domestically. You can learn how Nike approaches shoes and how they train and collaborate with their manufacturing partners. So there are plenty of reasons to read it. If you're a "shoe-stock" enthusiast who loves shoes, or if you work in the shoe manufacturing industry, you'll likely become immersed even more quickly.
This book isn't theory-centered or a textbook full of definitive answers, nor does it simply list English word initials and abbreviations. As someone who easily gets tired of management-related books, I found this one easy to read. It doesn't suffer from excessive intervention by the publisher and editor that might disrupt its direction, nor does it have the scent of what people commonly call a "good writer." Rather, should I say it feels natural? It has the kind of sensibility often found in self-published works, but I appreciated that the author's intention comes through strongly. This is purely my personal impression.
The author evaluates that Nike's success lies in its adoption and internalization of the Lean production method. He sees that they applied and expanded it beyond a simple tool for manufacturing productivity. Behind the successful slogan "Just Do It," he says this was possible because of this solid process—numerous trial and error on the ground, improvements, implementation, and expansion.
I felt it was significant that the Nike brand didn't become the world's number one sports brand simply through marketing and design competitiveness, but that at the hidden foundation of its success was its acceptance of Toyota's Lean production method and fresh incorporation into Nike's system.
When using a smartphone, we don't recognize that it was created with hundreds of parts, dozens of suppliers, and countless people involved. Nor do we need to. The same goes for the shoes we talk about and wear every day. The book "When Nike Meets Toyota" reminds us once again that until a finished product reaches the consumer's hands, it is the result of numerous processes, people, and technologies cooperating and accumulating.
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