Toyota Way to Continuous Improvement Linking Strategy and Operational Excellence to Achieve Superior Performance

ISBN-10: 0071477462

ISBN-13: 9780071477468

Edition: 2011

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Book details

List price: $17.99
Copyright year: 2011
Publisher: McGraw-Hill Education
Publication date: 6/1/2011
Binding: Hardcover
Pages: 448
Size: 6.25" wide x 9.25" long x 1.50" tall
Weight: 1.848
Language: English

Acknowledgments and Guest Author Biographies
Prologue: Is Toyota Still a Great Company Others Can Learn From?
The Journey to Continuous Improvement
Continuous Improvement toward Excellence
Continuous Improvement as the Pursuit of Excellence
The Toyota Way as the Path to Excellence
Lean and Why Companies Fail at It
Is Lean More than Mediocrity at a Cheaper Price?
The Real Journey to Excellence Follows PDCA
Learning Organizations Need Managers Who Are Teachers
The Sensei Perspective of This Book
PDCA and Striving for Excellence
PDCA as a Way of Thinking and Learning
The Folly of �Lean Solutions�
Toyota Business Practices to Grow People and Processes through PDCA
PDCA Is a Way of Life; Copying Shouldn't Be
How Process Improvement Can Develop Exceptional People
Not Excellent: A Tale of Refrigerator Baskets
The Torque Wrench Problem: Developing a Manager to Find the Real Root Cause
The Business Purpose and the People Purpose
Innovation Comes from Working toward the Targets and Purpose
Lean Processes Start with a Purpose
A Tale of Two Lean Transformations (Composite Cases)
Inspiring People through a Sense of Purpose
From Vision to Plans
A Target Is a Concrete Guidepost to Compare Against
Combining Short-Term and Long-Term Thinking in a Crisis
What You Work on Now Depends on Your Situation
Lean as a Culture of Continuous Improvement
Lean Out Processes or Build Lean Systems?
�Leaning Out� Processes
Are Organizations Like Machines or Organic Systems?
Entropy: The Antagonist to Mechanistic Lean Deployment
An Effective Work Group Can Overcome Entropy
The Real Purpose of Lean Systems Is to Bring Problems to the Surface
Mechanistic versus Organic? Not So Fast
Case Studies of Lean Transformation through PDCA
When Organic Meets Mechanistic: Lean Overhaul and Repair of Ships
How We Got Started on Lean at Reman
Overhaul and Repair Compared to Volume Manufacturing
Phases of Deployment
Early Awareness
Grassroots Deployment
Spreading Lean Broadly
Corporate Engagement and the Next Level of Deployment
Crisis in Lean Manufacturing Deployment
Regrouping and Redefinition
Evaluating the Success of Small Ship and Big Ship
An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturer
Background of the Japanese Company and the First Visit
The Power of Public Humiliation
The Starting Point: �Component A� TPS Pilot
Building a Lean System-Summary of Pilot Results and Learning
Postscript on the Pilot
Further Expansion
Navigating the Global Financial Crisis
Reflection on Building Lean Systems Organically
Lean Iron-Ore Mining in the Pilbara Region of Western Australia
How We Got Here
Welcome to the Bush
Getting the Big Picture
Starting by Understanding the Current State
The Final Recap of the Gemba Visit
On to a Future State Vision and an Action Plan
Communicating across the Site
Planning for the Morning Meeting
The First Morning Meeting
Daily Production Boards
5S at the Western Ranges Crusher
Coaching Problem Solving
Process Confirmation
Early Deployment Challenges
Lessons Learned at Start-Up
Expanding the Efforts
PDCA as a Key Driver
The End for Us
Bringing Ford's Ideas Alive at Henry Ford Health System Labs through PDCA Leadership
The Motivation for Change Started with Quality
We Wanted It, but We Did Not Understand It
Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experiment
A Little Help from a Friend
Surgical Pathology as Our Learning Laboratory
Our Henry Ford Production System
Deepening Ownership by Work Groups
Lessons Learned
Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processes
The Problem
Background
Insurem (Insurance Company)
T-City Care Homes
A Final Reflection
Transforming How Products Are Engineered at North American Automotive Supplier
Who Am I?
Case Background
The Problem
Grasping the Situation at the Gemba
An Overall Vision for Transformation
Getting Started on People Engagement and Stability
Metrics the Lean Way-Making Flow, Waste, and Value Visible
Teaching Problem Solving: A Case Example
The Need for Emotional as Well as Intellectual Engagement
Another Win as a Result of Lean
The Importance of Tactical Planning by Whiteboard
Definition of Lean Management Philosophy: ORPMAR
The Second Stage: Sustaining and Expanding Lean
Identification of Subject Matter Technical Experts
Implementing Design for Cost
Reverse Engineering to Gain Overwhelming Competitive Advantage
The Change Process-the Underestimated Critical Variable
Going Nuclear with Lean
Background on Lean at Nuclear
Phases of Deployment
Structural Changes in Preparation for Lean Deployment
Lean Awareness and Value Stream Vision
Implementation of Lean Pilots
Spreading the Implementation across the Other Value Streams
Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teams
Management Learning and the Start of Continuous Improvement
Final Reflection
Making Your Vision a Reality
One Time around the Plan-Do-Check-Adjust (PDCA) Loop: A Lean Short Story at Alte Schule
The First Pilot Team Meeting
Getting Started on the Deep-Dive Pilot
One Last Hansei before the Executive Presentation
The Executive Report
Kate's Reflections on What She Learned
Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheel
The Role of the Lean Sensei
Developing Internal Coaches as Lean Evangelists
How Do We Learn Complex Skills Like Lean Coaching?
The Dangers of Creating a Mechanistic Lean Bureaucracy
Sustaining the Gains
Spreading While Deepening
Managing Change Is Political
Continuous Improvement as a Way of Life
Does Lean Ever Become Self-Perpetuating?
The Journey Needs Leadership
Is Continuous Improvement a Realistic Vision?
Notes
Index
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