The Toyota Way Fieldbook

by Liker, Jeffrey; Meier, David

• ISBN13: 9780071448932
• ISBN10: 0071448934
• Edition: 1st
• Format: Paperback
• Copyright: 2005-10-19
• Publisher: McGraw Hill

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