Toyota Way Fieldbook : A Practical Guide for Implementing Toyota's 4Ps
Chapter 5. Create Connected Process Flow 99 Operation A Operation B Operation C 1 PC 1 PC Model 2 Model 1 Model 2 Model 3 Schedu ...
100 THETOYOTAWAYFIELDBOOK Pull in a Custom Manufacturing Environment Because of the simple model (see Figure 5-8), which is base ...
Chapter 5. Create Connected Process Flow 101 workstation. In effect, Operation B still dictates what to do (build the next item ...
So we see that flow and pull work hand in hand. Establishing the three ele- ments necessary for pull then creates defined connec ...
Chapter 5. Create Connected Process Flow 103 have stated previously that a process that never stops a customer operation is like ...
104 THETOYOTAWAYFIELDBOOK Build Prototypes Design Seats Order I Parts I I Test Figure 5-10. Current state map of prototyping pro ...
Chapter 5. Create Connected Process Flow 105 Case Example: Creating Flow in Order Processing The creation of flow is an effectiv ...
106 THETOYOTAWAYFIELDBOOK As with any situation where flow is attempted, the balance of work time and content was a major challe ...
Chapter 5. Create Connected Process Flow 107 exceeded the agreed-upon limit (the standard). Agreements were established (standar ...
108 THETOYOTAWAYFIELDBOOK Flow, Pull, and Eliminate Waste The most common perception of lean is that it is about “just in time”— ...
Chapter 5. Create Connected Process Flow 109 The main point is not that you either use one-piece flow or you’re not lean. The po ...
110 THETOYOTAWAYFIELDBOOK 4. The following questions apply to any operation that is a low- volume, high-variety (custom, semicus ...
Chapter 6 Is Standardization Coercive? Standardized work evokes images of industrial engineers with stopwatches ter- rorizing th ...
112 THETOYOTAWAYFIELDBOOK you can begin the creative progression of continuous improvement. As we’ve shown in the previous chapt ...
better work process, and continually improve process, you can do that as well. Which would you prefer? We are introducing standa ...
114 THETOYOTAWAYFIELDBOOK lowest cost. This work standard is then used as either a club to beat employees for nonperformance or ...
The Toyota Way seeks the same objective in terms of low cost; however, the primary focus is on reducing the waste within the sys ...
116 THETOYOTAWAYFIELDBOOK are the same; namely, to provide the highest quality product at the lowest possi- ble cost within the ...
waste, we must reduce or eliminate variation within processes. Va riation is the antithesis of standardization. By definition, v ...
118 THETOYOTAWAYFIELDBOOK Types of Standardization There’s often confusion regarding the establishment of the process Toyota bro ...
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