Obara / Wilburn Toyota by Toyota

Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry
Erscheinungsjahr 2012
ISBN: 978-1-4398-8076-0
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 240 Seiten

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.

Zielgruppe

CEOs, top executives, and upper-level management who are trying to understand how to start an enterprise-wide Lean transformation; senior managers, middle managers, and consultants.

Autoren/Hrsg.

Obara, Samuel

Wilburn, Darril

Fachgebiete

• Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager
• Wirtschaftswissenschaften Wirtschaftswissenschaften Unternehmensgeschichte, Einzelne Branchen und Unternehmer

Inhaltsverzeichnis

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

Über Autor(innen)

Samuel Obara learned and implemented the Toyota Production System (TPS) while working at Toyota facilities for 13 years in Japan, Brazil, USA, and Venezuela. With close to 30 years of TPS experience by 2011, he had helped over 350 companies in diverse environments ranging from education and government agencies, to manufacturing companies and banks in a variety of countries, including China, The Philippines, Canada, Indonesia, Brazil, Japan, Austria, Africa, Russia, the U.K., and the U.S. He is a faculty member with the Lean Enterprise Institute in the USA and Mexico. He is also a faculty member with San Diego State University’s Lean Enterprise curriculum. He has been a guest lecturer on Lean for post-graduate classes at Stanford University, MBA classes at University of Southern California, University of California, San Diego, and Lean Institute’s summits in Poland, Netherlands, Brazil, USA and Mexico.

Darril Wilburn led the development and implementation of some of Toyota Motor Manufacturing North America's most important leadership development programs. He led the Toyota Way 2001 (Toyota core values and principles) implementation at Toyota's largest manufacturing plant in North America, and also worked with The Toyota Institute in Japan to develop the Toyota Business Practice (TBP), leading the global pilot of this program, as well as the North American Senior Executive sessions. While at Toyota, Darril studied the Toyota Production System as a student of OMDD, Toyota's internal Sensei group. He was also part of the team that launched Toyota Motor Manufacturing Texas, where he led the assimilation and training of new to Toyota management. As a Senior Associate at Honsha, Darril has had the opportunity to work with the public and private sector on projects that reflect the current global economic condition. Working with one of the largest mortgage banks in the USA, he and his Honsha team have implemented a redesign of the workflow to increase productivity and reduce cost and lead times, and is currently working with the State of Washington to develop a Lean culture that will help transform the way state government does business.

Contributing Authors:

Gerson Valentim Damiani
Renato Eiji Kitazuka
Carlos Yukio Fukamizu
Art Smalley
Stephen J. Ansuini
Patrick Muller
Greg Lane
Robert Martichenko
Bob Plummer
Alistair Norval