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| Acknowledgments | |
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| Foreword | |
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| Preface | |
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| Learning from Toyota | |
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| Background to the Fieldbook | |
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| Why The Toyota Way Fieldbook? | |
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| How the Book Is Organized | |
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| Overview of the Toyota Way Principles | |
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| How to Use This Book | |
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| Why Does Your Company Exist? | |
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| Define Your Corporate Philosophy and Begin to Live It | |
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| What Is Your Company's Philosophy? | |
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| A Sense of Purpose Inside and Out | |
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| Creating Your Philosophy | |
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| Living Your Philosophy | |
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| Making a Social Pact with Employees and Partners | |
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| Maintaining Continuity of Purpose | |
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| Creating Lean Processes Throughout Your Enterprise | |
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| Starting the Journey of Waste Reduction | |
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| Lean Means Eliminating Waste | |
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| Developing a Long-Term Philosophy of Waste Reduction | |
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| Value Stream Mapping Approach | |
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| Benefits of the Value Stream Mapping Approach | |
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| Developing a Current State Map | |
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| Understand Your Objectives When Mapping the Current State | |
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| Limitations of the Value Stream Mapping Approach | |
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| Creating Flow Step by Step | |
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| Sequential and Concurrent Continuous Improvement | |
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| Create Initial Process Stability | |
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| First Get to Basic Stability | |
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| Indicators of Instability | |
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| Clearing the Clouds | |
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| Objectives of Stability | |
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| Strategies to Create Stability | |
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| Identify and Eliminate Large Waste | |
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| Standing in the Circle Exercise | |
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| Standardized Work as a Tool to Identify and Eliminate Waste | |
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| 5S and Workplace Organization | |
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| Consolidate Waste Activities to Capture Benefits | |
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| Improve Operational Availability | |
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| Reduce Variability by Isolating It | |
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| Level the Workload to Create a Foundation for Flow and Standardization | |
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| Create Connected Process Flow | |
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| One-Piece Flow Is the Ideal | |
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| Why Flow? | |
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| Less Is More: Reduce Waste by Controlling Overproduction | |
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| Strategies to Create Connected Process Flow | |
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| Single-Piece Flow | |
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| Key Criteria for Achieving Flow | |
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| Pull | |
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| Complex Flow Situations | |
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| Pull in a Custom Manufacturing Environment | |
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| Creating Pull Between Separate Operations | |
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| Flow, Pull, and Eliminate Waste | |
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| Establish Standardized Processes and Procedures | |
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| Is Standardization Coercive? | |
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| Standardized Work or Work Standards? | |
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| Objective of Standardization | |
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| Strategies to Establish Standardized Processes and Procedures | |
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| Types of Standardization | |
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| Quality, Safety, and Environmental Standards | |
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| Standard Specifications | |
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| Standard Procedures | |
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| Myths of Standardized Work | |
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| Standardized Work | |
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| Standardized Work Documents | |
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| Some Challenges of Developing Standardized Work | |
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| Auditing the Standardized Work | |
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| Standardized Work as a Baseline for Continuous Improvement | |
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| Takt Time as a Design Parameter | |
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| Importance of Visual Controls | |
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| Standardization Is a Waste Elimination Tool | |
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| Leveling: Be More Like the Tortoise Than the Hare | |
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| The Leveling Paradox | |
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| Heijunka Provides a Standardized Core for Resource Planning | |
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| Why Do This to Yourself? | |
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| Smoothing Demand for Upstream Processes | |
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| How to Establish a Basic Leveled Schedule | |
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| Incremental Leveling and Advanced Heijunka | |
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| Incremental Leveling | |
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| Points of Control | |
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| Point of Control for Managing Inventory | |
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| A Leveled Schedule Dictates Replenishment | |
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| Slice and Dice When Product Variety Is High | |
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| Leveling Is an Enterprisewide Process | |
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| Build a Culture That Stops to Fix Problems | |
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| Developing the Culture | |
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| The Role of Jidoka: Self-Monitoring Machines | |
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| The Problem-Resolution Cycle | |
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| Minimizing Line Stop Time | |
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| Build Quality Inspections into Every Job | |
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| Poka Yoke | |
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| Creating a Support Structure | |
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| Make Technology Fit with People and Lean Processes | |
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| Back to the Abacus? | |
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| What Do You Believe About Technology, People, and Processes? | |
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| Tailor Technology to Fit Your People and Operating Philosophy | |
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| Contrasting Models of Technology Adoption | |
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| Keep Technology in Perspective | |
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| Develop Exceptional People and Partners | |
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| Develop Leaders Who Live Your System and Culture from Top to Bottom | |
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| Success Starts with Leadership | |
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| Importance of Leadership Within Toyota | |
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| Toyota Georgetown Production Leadership Structure | |
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| Toyota Georgetown Staff Leadership Structure | |
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| Requirements for Leaders | |
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| Group Leader Responsibilities on a Typical Workday | |
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| Creating a Production Leadership Structure | |
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| Selecting Leaders | |
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| Developing Leaders | |
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| Succession Plan for Leaders | |
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| Develop Exceptional Team Associates | |
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| "We Don't Just Build Cars, We Build People" | |
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| Start by Selecting the Right People | |
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| Assimilating Team Associates into Your Culture | |
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| Job Instruction Training: The Key to Developing Exceptional Skill Levels | |
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| Making a Training Plan and Tracking Performance | |
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| Building Team Associates for the Long Term | |
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| Quality Circles | |
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| Toyota Suggestion Program | |
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| Developing Team Associates for Leadership Roles | |
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| Personal Touch Creates Stronger Bonds | |
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| Invest in Skill in All Areas of the Company | |
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| Develop Suppliers and Partners as Extensions of the Enterprise | |
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| Supplier Partners in a Globally Competitive World | |
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| Short-Term Cost Savings vs. Long-Term Partnerships | |
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| Supplier Partnering the Toyota Way | |
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| Seven Characteristics of Supplier Partnering | |
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| Building a Lean Extended Enterprise | |
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| Traditional vs. Lean Models of Supplier Management | |
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| Root Cause Problem Solving for Continuous Learning | |
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| Problem Solving the Toyota Way | |
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| More Than Solving Problems | |
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| Every Problem Is an Improvement Opportunity | |
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| Telling the Problem-Solving Story | |
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| Develop a Thorough Understanding of the Situation and Define the Problem | |
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| Carefully Aim Before Firing | |
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| Find the True Problem to Get the Most Significant Results | |
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| Examining a Problem in Reverse | |
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| Defining the Problem | |
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| Building a Strong Supporting Argument | |
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| Complete a Thorough Root Cause Analysis | |
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| Principles of Effective Analysis | |
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| Seeking Problem Causes That Are Solvable | |
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| Distill Root Cause Analysis to Simplest Terms | |
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| A Picture Is Worth a Thousand Words | |
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| Putting It All Together: The A3 One-Page Report | |
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| Dig Deeply into Possible Causes | |
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| Consider Alternative Solutions While Building Consensus | |
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| Broadly Consider All Possibilities | |
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| Simplicity, Cost, Area of Control, and the Ability to Implement Quickly | |
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| Develop Consensus | |
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| Test Ideas for Effectiveness | |
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| Select the Best Solution | |
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| Define the Right Problem and the Solution Will Follow | |
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| Plan-Do-Check-Act | |
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| Plan: Develop an Action Plan | |
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| Do: Implement Solutions | |
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| Check: Verify Results | |
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| Act: Make Necessary Adjustments to Solutions and to the Action Plans | |
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| Act: Identify Future Steps | |
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| Finally Some Action | |
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| Telling the Story Using an A3 Report | |
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| Less Can Be More in Report Writing | |
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| Determining How to Use an A3 | |
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| The A3 Problem-Solving Report Process | |
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| Outline for an A3 | |
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| Formatting Tips | |
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| Final A3 Version of Problem-Solving Story | |
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| Final Comments on A3s | |
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| Managing the Change | |
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| Lean Implementation Strategies and Tactics | |
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| Where Should You Start? | |
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| Lean Implementation Levels, Strategies, and Tools | |
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| Having the Patience to Do It Right | |
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| Leading the Change | |
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| Can We Avoid Politics in Lean Transformation? | |
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| Leadership from the Top, Middle, and Bottom | |
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| Can You Metric Your Way to Lean? | |
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| Changing Behavior to Change Culture | |
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| Spreading Your Learning to Partners | |
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| Now Please Try...and Do Your Best | |
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| Index | |