9780071448932

The Toyota Way Fieldbook

by ;
  • ISBN13:

    9780071448932

  • ISBN10:

    0071448934

  • Edition: 1st
  • Format: Paperback
  • Copyright: 2005-10-19
  • Publisher: McGraw-Hill Education

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Supplemental Materials

What is included with this book?

Summary

Jeffrey Liker first revealed the management principles behind Toyota's worldwide reputation for quality and reliability in the international bestseller The Toyota Way. Now, he and Toyota veteran David Meier show you how to implement Toyota's formula for excellence with The Toyota Way Fieldbook.

Author Biography

Jeffrey K. Liker, the author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering and cofounder and Director of the Japan Technology Management Program at the University of Michigan. His work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.

David Meier is the President of Lean Associates and was Group Leader for Toyota Motor Manufacturing for ten years. He helps other organizations across many industries learn from the Toyota Way.

Table of Contents

Acknowledgments xi
Foreword xv
Preface xix
Part I. Learning from Toyota
1(14)
Background to the Fieldbook
3(12)
Why The Toyota Way Fieldbook?
3(3)
How the Book Is Organized
6(2)
Overview of the Toyota Way Principles
8(6)
How to Use This Book
14(1)
Part II. Why Does Your Company Exist?
15(16)
Define Your Corporate Philosophy and Begin to Live It
17(14)
What Is Your Company's Philosophy?
17(1)
A Sense of Purpose Inside and Out
18(5)
Creating Your Philosophy
23(1)
Living Your Philosophy
24(1)
Making a Social Pact with Employees and Partners
25(2)
Maintaining Continuity of Purpose
27(4)
Part III. Creating Lean Processes Throughout Your Enterprise
31(186)
Starting the Journey of Waste Reduction
33(23)
Lean Means Eliminating Waste
33(4)
Developing a Long-Term Philosophy of Waste Reduction
37(1)
Value Stream Mapping Approach
37(4)
Benefits of the Value Stream Mapping Approach
41(1)
Developing a Current State Map
42(1)
Understand Your Objectives When Mapping the Current State
43(4)
Limitations of the Value Stream Mapping Approach
47(2)
Creating Flow Step by Step
49(3)
Sequential and Concurrent Continuous Improvement
52(4)
Create Initial Process Stability
56(24)
First Get to Basic Stability
56(1)
Indicators of Instability
57(1)
Clearing the Clouds
58(1)
Objectives of Stability
58(1)
Strategies to Create Stability
59(1)
Identify and Eliminate Large Waste
60(1)
Standing in the Circle Exercise
60(1)
Standardized Work as a Tool to Identify and Eliminate Waste
61(3)
5S and Workplace Organization
64(1)
Consolidate Waste Activities to Capture Benefits
65(6)
Improve Operational Availability
71(3)
Reduce Variability by Isolating It
74(3)
Level the Workload to Create a Foundation for Flow and Standardization
77(3)
Create Connected Process Flow
80(31)
One-Piece Flow Is the Ideal
80(1)
Why Flow?
81(2)
Less Is More: Reduce Waste by Controlling Overproduction
83(6)
Strategies to Create Connected Process Flow
89(1)
Single-Piece Flow
89(2)
Key Criteria for Achieving Flow
91(3)
Pull
94(4)
Complex Flow Situations
98(2)
Pull in a Custom Manufacturing Environment
100(2)
Creating Pull Between Separate Operations
102(6)
Flow, Pull, and Eliminate Waste
108(3)
Establish Standardized Processes and Procedures
111(34)
Is Standardization Coercive?
111(2)
Standardized Work or Work Standards?
113(1)
Objective of Standardization
114(3)
Strategies to Establish Standardized Processes and Procedures
117(1)
Types of Standardization
118(1)
Quality, Safety, and Environmental Standards
119(1)
Standard Specifications
120(1)
Standard Procedures
121(1)
Myths of Standardized Work
122(2)
Standardized Work
124(2)
Standardized Work Documents
126(5)
Some Challenges of Developing Standardized Work
131(3)
Auditing the Standardized Work
134(1)
Standardized Work as a Baseline for Continuous Improvement
135(1)
Takt Time as a Design Parameter
136(3)
Importance of Visual Controls
139(2)
Standardization Is a Waste Elimination Tool
141(4)
Leveling: Be More Like the Tortoise Than the Hare
145(26)
The Leveling Paradox
145(1)
Heijunka Provides a Standardized Core for Resource Planning
146(1)
Why Do This to Yourself?
147(1)
Smoothing Demand for Upstream Processes
148(3)
How to Establish a Basic Leveled Schedule
151(6)
Incremental Leveling and Advanced Heijunka
157(1)
Incremental Leveling
157(1)
Points of Control
158(1)
Point of Control for Managing Inventory
158(1)
A Leveled Schedule Dictates Replenishment
159(2)
Slice and Dice When Product Variety Is High
161(5)
Leveling Is an Enterprisewide Process
166(5)
Build a Culture That Stops to Fix Problems
171(27)
Developing the Culture
172(5)
The Role of Jidoka: Self-Monitoring Machines
177(1)
The Problem-Resolution Cycle
178(4)
Minimizing Line Stop Time
182(2)
Build Quality Inspections into Every Job
184(2)
Poka Yoke
186(9)
Creating a Support Structure
195(3)
Make Technology Fit with People and Lean Processes
198(19)
Back to the Abacus?
198(2)
What Do You Believe About Technology, People, and Processes?
200(3)
Tailor Technology to Fit Your People and Operating Philosophy
203(2)
Contrasting Models of Technology Adoption
205(8)
Keep Technology in Perspective
213(4)
Part IV. Develop Exceptional People and Partners
217(88)
Develop Leaders Who Live Your System and Culture from Top to Bottom
219(23)
Success Starts with Leadership
219(1)
Importance of Leadership Within Toyota
220(2)
Toyota Georgetown Production Leadership Structure
222(2)
Toyota Georgetown Staff Leadership Structure
224(1)
Requirements for Leaders
224(2)
Group Leader Responsibilities on a Typical Workday
226(6)
Creating a Production Leadership Structure
232(2)
Selecting Leaders
234(3)
Developing Leaders
237(2)
Succession Plan for Leaders
239(3)
Develop Exceptional Team Associates
242(28)
``We Don't Just Build Cars, We Build People''
242(1)
Start by Selecting the Right People
243(3)
Assimilating Team Associates into Your Culture
246(1)
Job Instruction Training: The Key to Developing Exceptional Skill Levels
247(8)
Making a Training Plan and Tracking Performance
255(3)
Building Team Associates for the Long Term
258(1)
Quality Circles
258(3)
Toyota Suggestion Program
261(2)
Developing Team Associates for Leadership Roles
263(2)
Personal Touch Creates Stronger Bonds
265(1)
Invest in Skill in All Areas of the Company
265(5)
Develop Suppliers and Partners as Extensions of the Enterprise
270(35)
Supplier Partners in a Globally Competitive World
270(1)
Short-Term Cost Savings vs. Long-Term Partnerships
271(2)
Supplier Partnering the Toyota Way
273(2)
Seven Characteristics of Supplier Partnering
275(15)
Building a Lean Extended Enterprise
290(4)
Traditional vs. Lean Models of Supplier Management
294(11)
Part V. Root Cause Problem Solving for Continuous Learning
305(86)
Problem Solving the Toyota Way
307(16)
More Than Solving Problems
307(2)
Every Problem Is an Improvement Opportunity
309(4)
Telling the Problem-Solving Story
313(10)
Develop a Thorough Understanding of the Situation and Define the Problem
323(18)
Carefully Aim Before Firing
323(4)
Find the True Problem to Get the Most Significant Results
327(6)
Examining a Problem in Reverse
333(1)
Defining the Problem
334(3)
Building a Strong Supporting Argument
337(4)
Complete a Thorough Root Cause Analysis
341(15)
Principles of Effective Analysis
341(5)
Seeking Problem Causes That Are Solvable
346(3)
Distill Root Cause Analysis to Simplest Terms
349(1)
A Picture Is Worth a Thousand Words
349(2)
Putting It All Together: The A3 One-Page Report
351(1)
Dig Deeply into Possible Causes
352(4)
Consider Alternative Solutions While Building Consensus
356(8)
Broadly Consider All Possibilities
356(1)
Simplicity, Cost, Area of Control, and the Ability to Implement Quickly
357(2)
Develop Consensus
359(1)
Test Ideas for Effectiveness
360(2)
Select the Best Solution
362(1)
Define the Right Problem and the Solution Will Follow
362(2)
Plan-Do-Check-Act
364(12)
Plan: Develop an Action Plan
364(4)
Do: Implement Solutions
368(1)
Check: Verify Results
368(3)
Act: Make Necessary Adjustments to Solutions and to the Action Plans
371(1)
Act: Identify Future Steps
371(1)
Finally Some Action
372(4)
Telling the Story Using an A3 Report
376(15)
Less Can Be More in Report Writing
376(1)
Determining How to Use an A3
377(2)
The A3 Problem-Solving Report Process
379(2)
Outline for an A3
381(1)
Formatting Tips
382(1)
Final A3 Version of Problem-Solving Story
383(4)
Final Comments on A3s
387(4)
Part VI. Managing the Change
391(76)
Lean Implementation Strategies and Tactics
393(34)
Where Should You Start?
393(1)
Lean Implementation Levels, Strategies, and Tools
394(23)
Having the Patience to Do It Right
417(10)
Leading the Change
427(40)
Can We Avoid Politics in Lean Transformation?
427(3)
Leadership from the Top, Middle, and Bottom
430(19)
Can You Metric Your Way to Lean?
449(3)
Changing Behavior to Change Culture
452(6)
Spreading Your Learning to Partners
458(3)
Now Please Try . . . and Do Your Best
461(6)
Index 467

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