issuhub.com

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

(singke) #1

  • Part I. Learning from Toyota Preface xix



      1. Background to the Fieldbook



      • WhyThe Toyota Way Fieldbook?

      • How the Book Is Organized

      • Overview of the Toyota Way Principles

      • How to Use This Book





  • Part II. Why Does Your Company Exist?



      1. 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





  • Part III. Creating Lean Processes Throughout Your Enterprise



      1. 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







    1. 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

        • Flow and Standardization Level the Workload to Create a Foundation for









    1. 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







      1. 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





    1. 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





    1. 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





    1. 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



  • Part IV. Develop Exceptional People and Partners

    • Culture from Top to Bottom 10. Develop Leaders Who Live Your System and

    • 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





    1. 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

    • of the Enterprise 12. Develop Suppliers and Partners as Extensions

    • 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



  • Part V. Root Cause Problem Solving for Continuous Learning



    1. Problem Solving the Toyota Way



    • More Than Solving Problems

    • Every Problem Is an Improvement Opportunity

    • Telling the Problem-Solving Story

    • Situation and Define the Problem 14. Develop a Thorough Understanding of the

    • 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





    1. 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





    1. 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





    1. 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





    1. 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



  • Part VI. Managing the Change



    1. Lean Implementation Strategies and Tactics



    • Where Should You Start?

    • Lean Implementation Levels, Strategies, and Tools

    • Having the Patience to Do It Right





    1. 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



Free download pdf
Get our desktop app
Company
Features
Documentation
Resources
© ISSUHUB. 2024. All rights reserved.