The Toyota Way FieldbookPart I. Learning from Toyota I 1. Background to the Fieldbook 3 Why The Toyota Way Fieldbook? 3 How the Book Is Organized 6 Overview of the Toyota Way Principles 8 How to Use This Book 14 Part II. Why Does Your Company Exist? 15 2. Define Your Corporate Philosophy and Begin to Live It 17 What Is Your Company's Philosophy? 17 A Sense of Purpose Inside and Out 18 Creating Your Philosophy 23 Living Your Philosophy 24 Making a Social Pact with Employees and Partners 25 Maintaining Continuity of Purpose 27 Part III. Creating Lean Processes Throughout Your Enterprise 31 3. Starting the Journey of Waste Reduction 33 Lean Means Eliminating Waste 33 Developing a Long-Term Philosophy of Waste Reduction 37 Value Stream Mapping Approach 37 Benefits of the Value Stream Mapping Approach 41 Developing a Current State Map 42 Understand Your Objectives When Mapping the Current State 43 Limitations of the Value Stream Mapping Approach 47 Creating Flow Step by Step 49 Sequential and Concurrent Continuous Improvement 52 4. Create Initial Process Stability 56 First Get to Basic Stability 56 Indicators of Instability 57 Clearing the Clouds 58 Objectives of Stability 58 Strategies to Create Stability 59 Identify and Eliminate Large Waste 60 Standing in the Circle Exercise 60 Standardized Work as a Tool to Identify and Eliminate Waste 61 5S and Workplace Organization 64 Consolidate Waste Activities to Capture Benefits 65 Improve Operational Availability 71 Reduce Variability by Isolating It 74 Level the Workload to Create a Foundation for Flow and Standardization 77 5. Create Connected Process Flow 80 One-Piece Flow Is the Ideal 80 Why Flow? 81 Less Is More: Reduce Waste by Controlling Overproduction 83 Strategies to Create Connected Process Flow 89 Single-Piece Flow 89 Key Criteria for Achieving Flow 91 Pull 94 Complex Flow Situations 98 Pull in a Custom Manufacturing Environment 100 Creating Pull Between Separate Operations 102 Flow, Pull, and Eliminate Waste 108 6. Establish Standardized Processes and Procedures 111 Is Standardization Coercive? 111 Standardized Work or Work Standards? 113 Objective of Standardization 114 Strategies to Establish Standardized Processes and Procedures 117 Types of Standardization 118 Quality, Safety, and Environmental Standards 119 Standard Specifications 120 Standard Procedures 121 Myths of Standardized Work 122 Standardized Work 124 Standardized Work Documents 126 Some Challenges of Developing Standardized Work 131 Auditing the Standardized Work 134 Standardized Work as a Baseline for Continuous Improvement 135 Takt Time as a Design Parameter 136 Importance of Visual Controls 139 Standardization Is a Waste Elimination Tool 141 7. Leveling: Be More Like the Tortoise Than the Hare 145 The Leveling Paradox 145 Heijunka Provides a Standardized Core for Resource Planning 146 Why Do This to Yourself? 147 Smoothing Demand for Upstream Processes 148 How to Establish a Basic Leveled Schedule 151 Incremental Leveling and Advanced Heijunka 157 Incremental Leveling 157 Points of Control 158 Point of Control for Managing Inventory 158 A Leveled Schedule Dictates Replenishment 159 Slice and Dice When Product Variety Is High 161 Leveling Is an Enterprisewide Process 166 8. Build a Culture That Stops to Fix Problems 171 Developing the Culture 172 The Role of Jidoka: Self-Monitoring Machines 177 The Problem-Resolution Cycle 178 Minimizing Line Stop Time 182 Build Quality Inspections into Every Job 184 Poka Yoke 186 Creating a Support Structure 195 9. Make Technology Fit with People and Lean Processes 198 Back to the Abacus? 198 What Do You Believe About Technology, People, and Processes? 200 Tailor Technology to Fit Your People and Operating Philosophy 203 Contrasting Models of Technology Adoption 205 Keep Technology in Perspective 213 Part IV. Develop Exceptional People and Partners 217 10. Develop Leaders Who Live Your System and Culture from Top to Bottom 219 Success Starts with Leadership 219 Importance of Leadership Within Toyota 220 Toyota Georgetown Production Leadership Structure 222 Toyota Georgetown Staff Leadership Structure 224 Requirements for Leaders 224 Group Leader Responsibilities on a Typical Workday 226 Creating a Production Leadership Structure 232 Selecting Leaders 234 Developing Leaders 237 Succession Plan for Leaders 239 11. |
Contents
Define Your Corporate Philosophy and Begin to Live It | 17 |
Creating Lean Processes Throughout Your Enterprise | 31 |
Create Initial Process Stability | 56 |
Copyright | |
20 other sections not shown
Other editions - View all
Common terms and phrases
achieve activities actual analysis approach assembly capability challenge changeover Chapter chart complete continuous improvement correct cost countermeasures create cross-dock culture cycle defined Delphi Denso develop effective eliminate employees engineering equipment Evaluate example Figure flow focus genchi genbutsu Georgetown goal group leader heijunka hoshin kanri identify implementation important inventory issues Japan jidoka kaizen events kanban leadership lean coach lean manufacturing lean systems lean tools learning look machine manufacturing material ment method operation organization percent performance philosophy plant possible problem problem-solving pull Quality Circles reduce responsibility root causes Sakichi Toyoda sensei Six Sigma skills solution solving specific stability standardized step suppliers Taiichi Ohno takt target team leader Tenneco tion Toyota Production System understand Units per Hour value stream mapping value-added variation visual waste workers