Toyota Way principles (Cont.):
plan, do, check, act, 13
pull system, 9
quality, 10
standardization, 10 (See alsoStandardization)
technology, 11 (See alsoTechnology)
visual control, 10–11
workload, 9
TPS, 246
TPS experts, 435
Traditional automation process, 205, 206
Traditional IT design, 208–209
Traditional power, 428
Traditional unit-cost-focused manufacturing, 114, 115
Training:
employee, 247–258
leadership, 238, 263–265
Training and development course offerings, 258, 259
Training Within Industry (TWI), 224, 249
Transfreight, 203
Transportation of materials, 131
Transportation or conveyance, 36
Traps:
analysis paralysis, 153
countermeasure, 367
cultural change, 458
employee training, 254
factsvs.statistics, 371
5S, 64
Five- Why process, 343
implementation of improvement to work, 125
insignificant problems, 324, 243
inventory reduction, 159
jumping to solutions, 325, 327
lean systems, 21
microwaved lean coach, 436
mission statement, 28
mistake proofing, 194
one-piece flow, 91
outrun your headlights, 50
perfect stability, 59
problem solutions, 357, 359, 369
“ready, fire, aim” culture, 325
references to people, 243
stack lights, 178
standardized work - ISO controlled operator
instruction, 133
strict reliance on IT, 210
substance over form, 35
teaching lean to partners, 460
value stream mapping, 41, 45
Trim Masters (TMI), 279–281
Try and risk failure, 461–466
TSSC, 287
Twain, Mark, 371, 451
TWI, 224, 249
Uchiyamada, Takeshi, 357
Uminger, Glenn, 203–204, 425
Unit-cost-focused manufacturing, 114, 115
United Technologies, 429
Unnecessary movement, 36
Unstable process, 57
U.S. Air Force and Navy, 429
Valio, 293
Value-added/non-value-added breakdown list, 345
Value-adding contributor, 22–23
Value engineering, 288
Value stream connected stability, 52, 53
Value stream mapping, 37–49
benefits, 41–42
current state map, 39, 42
future state map, 40, 46, 48
limitations, 47–49
tips, 39–41
traps, 41, 45
Value stream model line approach, 410–417
Value stream pacesetter, 47
Variation, 74–77, 117
Velcro, 190
Verify results, 368–370
Vignettes (seeCase examples)
Visual controls, 10–11, 139–142
Visual workplace philosophy, 349
Voice of customer, 47
Wait kanban, 450
Waiting, 35–36
War Manpower Commission, 224
Ward, A., 272n
Waste analysis, 63
Waste elimination, 82, 109
Waste reduction, 33–55
eight forms of waste, 35–36
long-term philosophy, 37
reflection, 54–55
sequential and concurrent continuous improve-
ment, 52–53
step-by-step approach, 49–52
value stream mapping, 37–49 (See alsoValue stream
mapping)
Waste reduction model, 83
Waste walks, 196
Water spider, 423
Wave, 148
Weber, Max, 428
Whip effect, 146
Womack, Jim, 396
Work cycle times, 97
Work standards, 113–114 (See alsoStandardization)
Workload, 9
Workplace organization, 64
Worline, M., 464n
X production system approach, 408–409
Yamazumichart, 321, 350, 351
Yappari, 444
Yoshi, 185
Yutaka, Yamanouchi, 422
Zero paint seed, 319Index 475