Toyota by Toyota : Reflections From the Inside Leaders on the Techniques That Revolutionized the Industry

Written by former Toyota associates, Toyota By Toyota: Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry focuses on the purpose of Lean methodologies, techniques, and principles. It compiles more than a century of combined experience from management-level employees who supply little-known insights about the Toyota Production System (TPS)—featuring many who worked directly with Taiichi Ohno. The book illustrates experiences at Toyota locations around the world, including the United States, Brazil, Venezuela, Europe, and Japan. Associates from various divisions, including sales, training, logistics, manufacturing, and human resources, provide diverse points of view regarding the application of the Lean principles discussed. In each chapter, TPS experts: Share their story about when and how they learned the specific Lean technique, methodology, or concept Describe the Lean technique, along with its benefits and pitfalls Supply helpful implementation tips A common thread that weaves these stories together is that each contributor had to learn their lessons the hard way. Although there is no magical, painless way to learn Lean, the authors hope that by sharing their experiences and struggles, you can avoid having to struggle through the same lessons. Readers will benefit from seeing the various approaches used to teach, as well as the unique way these authors translate that learning to the reader. Courage, Humility, Kaizen; Darril WilburnThe Toyota Way 2001Courage, Humility, Kaizen at the HeartTeaching OthersStability and Standardized Work; Gerson Valentim DamianiImportance of Standard WorkWhy Work Using Standards?Operational Procedures, Work Instructions, and Work and Labor ProceduresHow the Work Was Done at Toyota: Standard Work before TechnologyHow Standard Work Was Done at Toyota after the Introduction of Technology Factory Layout Objectives of the Layout Human FactorProblems in the Implementation of Standard WorkWhere to Place Standard Work InstructionsJidoka; Renato Eiji Kitazuka with Carlos MorettiOriginsJidoka as a Pillar of the Toyota Production SystemSo, What Is the Purpose of Using Jidoka? Using Jidoka Implementation Stages of Jidoka It Was Too EarlyConclusionJust-In-Time and Kanban; Carlos FukamizuJust-In-Time IntroductionIntroduction of Jidoka and Just-In-Time as the Pillars of TPS Jidoka Just-In-Time ManufacturingJust-In-Time (JIT) Concept Total Customer Satisfaction More Evident Waste in the Manufacturing Continuous Flow Process (One-Piece Flow) and Pull System Lean Methodologies for Waste Elimination Examples Kaizen (Continuous Improvement)Kanban as a Technique of JITConclusionProblem-Solving PDCA; Sammy ObaraDefinitionWhy Problem Solving Is So Important Along a LeanTransformationWhat Is PDCA?Do You Really Need a Method?How and Where to Find ProblemsThe Mosquitoes CaseHow Well Do You Understand the Problem?Genchi Genbutsu: The Point of CauseHow Well Can You State the Problem?How Well Do You Understand the Causes? Doing Well What Does Not Need to Be DoneProject ManagementQuick Note on DeadlinesStandardizationRecognitionA Higher Level of RecognitionYokoten: Spreading the Learning LaterallyWhat Is Next?Toyota Kaizen Methods; Art SmalleyStep 1: Discover Improvement PotentialStep 2: Analyze the Current MethodStep 3: Generate Original IdeasStep 4: Make a Kaizen PlanStep 5: Implement the PlanStep 6: Verify the ResultsSummaryKaizen Culture: The Continuous Improvement Engine; Stephen J. AnsuiniThe Key Elements of a Kaizen Culture Visible Sponsorship and Support by Management Leadership Support Clear Purpose and Aligned Goals Evolving Continuous Improvement System Phase 1: Introduction - Participation Emphasis Phase 2: Transition - Participant Development Phase 3: Process MaturationSummaryElimination of Waste in Product Design; Patrick MullerValue Engineering/Value Analysis Waste in Process Design Waste in Product Design Toyota's Purchasing Philosophy Fair Competition Based on an Open-Door Policy Mutual Prosperity Based on Mutual Trust Abide by the LawToyota's Purchasing Practices Cost Breakdown Target Costing, VE/VA, KaizenValue Engineering/Value Analysis History At Toyota, Suppliers Challenges VE/VA and FMEA VE/VA and Marketing Practical ExampleAdapting Lean for Made-to-Order/High-Mix, Low-Volume Organizations; Greg LaneOSKKK to Learn and TransformLearning the Processes before Managing ThemConstraints Require More than Quick FixesProcess Focused, Not Product FocusedSegregating Parts to Manage DifferentlyManaging in Real-Time Necessitates Other Lean PrinciplesProportionally More Indirect Costs NecessitatesLean AccountingFailuresSummaryLean Logistics; Robert MartichenkoPart 1: Purpose + People Introduction Purpose Customer and 3PL Collaboration People and PlanningPart 2: Process Logistics Route Design Pull Replenishment Velocity and Understanding the Importance of Lead-Time Reduction Driving Velocity Manufacturing Plant Integration Leveled Flow Trailer Yard Layout and Visual Management Quality at the Source and Discipline of ProcessLessons Learned and ConclusionLeading a Kaizen Culture; Bob PlummerA TPS SymphonyDiscovering the Kaizen CultureCreating and Sustaining the Kaizen Culture in American FactoriesImplementing TPS MethodsBack to the BeginningLeaving GMHoshin Kanri; Alistair Norval with Darril WilburnWhat Is Hoshin Kanri?Why We Need a Strategic Planning SystemWhat Does This Result In?Countermeasure to Strategic Planning ProblemsHoshin Kanri Enables Organizations to Develop Strategic Plans That Are True NorthTree of Focused ActivityPlan, Do, Check, Act (PDCA)Management ProcessCatchballKey ThinkerA3The Power of HoshinSummaryIndex