Stopping to fix problems (Cont.):
prerequisites, 176–177
problem resolution cycle, 178–181
reflection, 196–197
self-monitoring machines, 177
support structure, 195–196
tips, 182, 186
traps, 178, 194
waste walks, 196
Strategy, 24
Study group, 289
Succession plan for leaders, 239
Suggestion program, 261–263
Supermarket replenishment process, 108, 109
Supervisor, 221, 232 (See alsoLeadership, 262)
Supplier loop, 410, 411
Supplier partnering hierarchy, 274
Supplier partnership, 270–304
benefits, 271–272
building lean extended enterprise, 290–293
case example (Delphi), 297–302
change process, 458–461
compatible capabilities, 282–285, 303
continuous improvement and learning, 288–290, 304
control systems, 279–282, 292, 303
hierarchy, 274
information sharing, 285–286, 303–304
interlocking structures, 278–279, 303
joint improvement activities, 286–288, 304
mutual understanding, 275–277, 303
partnering characteristics, 276
reflection, 303–304
tiered structure, 291–299
traditionalvs.lean supply chain process, 294–297
Supply chain need hierarchy, 274
Supply chain visibility software, 209–210
Support structure, 195–196
Surface problem, 13
Surgeon, 68
Sutherland, Lester, 404n
TABC, 26
Tacit knowledge, 5, 436
Takahashi triangle, 421
Takt, 38
Takt time, 136–139
Talerico, Sam, 87n
Target costs, 294
Target pricing, 281–282
Taylor, Frederick, 113, 434
Teachers, 267
Team associates (seeEmployee)
Team leader, 117, 221, 223, 232–234
Technology, 198–216
case examples, 199–200, 201–203, 208, 213–215
cross-dock case study, 201–203
lean automation process, 206–207
lean IT process, 210–212
“outdated” technology, 199–200
process and people, 213–215
questions to ask, 200–201
reflection, 216
Technology (Cont.):
right-sized, 208
tailor technology to fit in, 203–205, 212–213
tip, 211
traditional automation process, 205, 206
traditional IT design, 208–209
trap, 210
Temporary workers, 27
Tenneco, Smithville (case study), 399–401, 413–417
“Therefore” method, 333–334, 344, 369
Think outside the box, 11
Thomke, S., 464n
Time variations, 97
Tips:
adjustment to new method, 134, 136
agreement on a standard, 97
boundary samples, 120
change in work method—adjustment period, 134
complexity of problem, 325
consistent messages, 465
current state mapping, 42
document work flow—show it to operators, 128
employee suggestions, 263
employee training, 249, 252
find problems before they occur, 90
inventory, 44
key to success, 23
leader walk-through, 432
leadership, 222, 226, 239, 240
leveling—product selection, 152
long-term countermeasures, 366
metrics, 449, 450
multiple for the level pattern, 153
multitasking, 53
operators, 128
personal observation, 211
pitch time, 160
premature discussion of solutions, 326
problem solution, 358, 359
problem solving—short term improvement, 358
results summary, 370
rule making, 186
stopping the line, 182
team leader, 117
value stream mapping, 39
Top management, 430–432
Tortoise, 463
Toyoda, Eiji, 199
Toyoda, Kiichiro, 6, 8, 25
Toyoda, Sakichi, 4, 6, 10, 28, 199
Toyota Avalon, 284
Toyota suggestion program, 261–263
Toyota Supplier Support Center (TSSC), 287
Toyota Way, The,3–6, 26, 111, 243, 244, 275, 357, 451, 455
Toyota Way principles:
continuous process flow, 9
employees, 12
go and see, 13
learning organization, 13–14
managers, 11–12
partners/suppliers, 12–13
philosophy as foundation, 8–9474 Index