Toyota by Toyota : techniques that revolutionized the industry by the inside leaders /: techniques that revolutionized the industry by the inside leaders. (2012)

• Record Type: Book
• Further Information: Note: Edited by Samuel Obara.
• Other Names: Obara, Samuel
• 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
• Publisher Details: Place of publication not identified : Productivity Press
• Publication Date: 2012
• Extent: 1 online resource (240 pages), (61 illustrations)
• Subjects: 658.5; Lean manufacturing -- Case studies; Management
• Languages: English
• ISBNs: 9781466562271; 1466562277
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.