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.

Table of Contents

Courage, Humility, Kaizen; Darril Wilburn
The Toyota Way 2001
Courage, Humility, Kaizen at the Heart
Teaching Others

Stability and Standardized Work; Gerson Valentim Damiani
Importance of Standard Work
Why Work Using Standards?
Operational Procedures, Work Instructions, and Work and Labor Procedures
How the Work Was Done at Toyota: Standard Work before Technology
How Standard Work Was Done at Toyota after the Introduction of Technology
     Factory Layout
     Objectives of the Layout
     Human Factor
Problems in the Implementation of Standard Work
Where to Place Standard Work Instructions

Jidoka; Renato Eiji Kitazuka with Carlos Moretti
Origins
Jidoka as a Pillar of the Toyota Production System
So, What Is the Purpose of Using Jidoka?
     Using Jidoka
     Implementation Stages of Jidoka
     It Was Too Early
Conclusion

Just-In-Time and Kanban; Carlos Fukamizu
Just-In-Time
     Introduction
Introduction of Jidoka and Just-In-Time as the Pillars of TPS
     Jidoka
     Just-In-Time Manufacturing
Just-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 JIT
Conclusion

Problem-Solving PDCA; Sammy Obara
Definition
Why Problem Solving Is So Important Along a Lean
Transformation
What Is PDCA?
Do You Really Need a Method?
How and Where to Find Problems
The Mosquitoes Case
How Well Do You Understand the Problem?
Genchi Genbutsu: The Point of Cause
How Well Can You State the Problem?
How Well Do You Understand the Causes?
     Doing Well What Does Not Need to Be Done
Project Management
Quick Note on Deadlines
Standardization
Recognition
A Higher Level of Recognition
Yokoten: Spreading the Learning Laterally
What Is Next?

Toyota Kaizen Methods; Art Smalley
Step 1: Discover Improvement Potential
Step 2: Analyze the Current Method
Step 3: Generate Original Ideas
Step 4: Make a Kaizen Plan
Step 5: Implement the Plan
Step 6: Verify the Results
Summary

Kaizen Culture: The Continuous Improvement Engine;Stephen J. Ansuini
The 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 Maturation
Summary

Elimination of Waste in Product Design; Patrick Muller
Value 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 Law
Toyota’s Purchasing Practices
     Cost Breakdown
     Target Costing, VE/VA, Kaizen
Value Engineering/Value Analysis
     History
     At Toyota, Suppliers Challenges
     VE/VA and FMEA
     VE/VA and Marketing
     Practical Example

Adapting Lean for Made-to-Order/High-Mix, Low-Volume Organizations; Greg Lane
OSKKK to Learn and Transform
Learning the Processes before Managing Them
Constraints Require More than Quick Fixes
Process Focused, Not Product Focused
Segregating Parts to Manage Differently
Managing in Real-Time Necessitates Other Lean Principles
Proportionally More Indirect Costs Necessitates
Lean Accounting
Failures
Summary

Lean Logistics; Robert Martichenko
Part 1: Purpose + People
     Introduction
     Purpose
     Customer and 3PL Collaboration
     People and Planning
Part 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 Process
Lessons Learned and Conclusion

Leading a Kaizen Culture; Bob Plummer
A TPS Symphony
Discovering the Kaizen Culture
Creating and Sustaining the Kaizen Culture in American Factories
Implementing TPS Methods
Back to the Beginning
Leaving GM

Hoshin Kanri; Alistair Norval with Darril Wilburn
What Is Hoshin Kanri?
Why We Need a Strategic Planning System
What Does This Result In?
Countermeasure to Strategic Planning Problems
Hoshin Kanri Enables Organizations to Develop Strategic Plans That Are True North
Tree of Focused Activity
Plan, Do, Check, Act (PDCA)
Management Process
Catchball
Key Thinker
A3
The Power of Hoshin

Summary

Index

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