Toyota Way Fieldbook A Practical Guide for Implementing Toyota's 4Ps

ISBN-10: 0071448934

ISBN-13: 9780071448932

Edition: 2006

Authors: David Meier, Jeffrey K. Liker

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The invaluable, hands-on companion to the international bestseller "The Toyota Way "The Toyota Way Fieldbook details the language, concepts, and tools that managers need to use Toyota's success-proven practices in any organization. Readers are given valuable insights into the company's system and culture along with diagnostic tools, work sheets, and exercises--many adapted directly from Toyota originals. Jeffrey Liker and David Meier review the principles of the Toyota Way through the 4Ps model-- Philosophy, Processes, People, and Partners. Then, leveraging their experience and access to Toyota executives, managers, and factories in the United States and Japan, they provide managers with the inside knowledge to: Stabilize and standardize tasks and processes Connect operations so material and information flow Learn the meaning of true root-cause problem solving Develop exceptional people and partners
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Book details

List price: $34.00
Copyright year: 2006
Publisher: McGraw-Hill Companies, The
Publication date: 10/19/2005
Binding: Paperback
Pages: 288
Size: 7.25" wide x 9.50" long x 0.75" tall
Weight: 1.584
Language: English

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