Stewart The Toyota Kaizen Continuum

A Practical Guide to Implementing Lean
1. Auflage 2012
ISBN: 978-1-4665-0649-7
Verlag: Taylor & Francis
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 218 Seiten

Written by a recognized leader in the manufacturing industry with nearly two decades of experience working for Toyota, this book supplies a firsthand account of the realities behind implementing the Toyota Production System (TPS). The Toyota Kaizen Continuum: A Practical Guide to Implementing Lean presents authoritative insight on how to use the TPS to drive operational value and improvement across all segments of an organization.

Highlighting valuable lessons learned directly from the TPS masters at the Toyota factories in Japan, John Stewart provides a time-tested approach for implementing a process of continuous improvement. Delving into his wide-ranging experience—that includes time as a team member on the assembly line and managing the vehicle assembly division for Toyota’s largest European operation in the United Kingdom—he explains how to get the process started, how to get senior management excited about the possibilities, and details a process for implementing the TPS in your organization.

- Written by an industry veteran named one of the Top 10 Automotive Executives by Automotive News in 2007

- Unveils the methods used within the walls of the world’s premier manufacturing organization

- Illustrates valuable lessons learned with real-world examples of TPS implementations

- Describes five simple steps for executing change in any organization

The book includes case studies that illustrate real-life successes and failures behind the walls of the world’s largest automobile manufacturing organization. Detailing a five-step process for executing improvement initiatives, it supplies you with the tools and understanding of the core principles of the TPS needed to implement and sustain a culture of continuous improvement in your organization.

Zielgruppe

Primary implementers of Lean, including supervisors and plant managers, consultants, operational management, and executive management.

Autoren/Hrsg.

Stewart, John

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)
• Technische Wissenschaften Technik Allgemein Industrial Engineering

Inhaltsverzeichnis

Introduction
Don’t Believe Everything That You Read in a Book
ABC’s of TPS
The Kaizen Continuum

Foundational Elements of the Toyota Production System

An Overview of the Toyota Production System

Toyota’s Recent Turmoil
A History of the Toyota Production System
Kentucky Alchemy
Keep It Simple
The Toyota Production System versus Lean Manufacturing
Standardization Quest for the Cube Visiting the Plant Floor Understanding Standardized Work
Just In Time (JIT) The Pull System Flow Production Takt Time
Jidoka
Continuous Improvement (Kaizen)
Developing the Tools
Why the Toyota Production System Makes Sense: Common Sense
Common Sense 101
Understanding Value
Understanding Demand
Common Sense in Action
Common Misconceptions and Misunderstandings Regarding the Toyota Production System
TPS Misconceptions and Misunderstandings
Which Way Is Best?
Toyota Production System Historical Overview
Kanban System Overview
The Toyota Way
The Customer Knows Best
Go. See. Act

Waste Management … Improving the Manufacturing Process One Kaizen at a Time
Gap Management
The Three M’s Muda Transportation Waiting Overstock Overproduction Repair Overprocessing Non-Value-Added Work Muri Mura
Classification of Muda Transportation Waiting Overstock Overproduction Repair Overprocessing Non-Value-Added Work

Muda Countermeasure Methods
Waste Elimination Example

The Golden Rules of the Toyota Production System
Fundamentals
The Golden Rules of TPS Simplify Standardize Specialize
Capital Investment Guidelines Tangible Return on Investment Period Recycle, Redeploy, and Reuse Simple, Safe, and Reliable

Cost Management for Profitability
Understanding the Death Spiral
Understanding the Cost Structure Fixed and Variable Costs Minimum Variable Costs Break-Even Point Managing Costs Managing Cost Example

Execution
Facing Reality
The Five-Step Process for Executing Improvement Initiatives Assessment: Understanding the Business Setting the Course Identify the Project Leader Completely Understand the Project Assessment Completely Understand the Project Target Identify the Project Resources Determine the Roles and Responsibilities Develop the Plan Completely Understand the Costs Communicate Execution Rapid Implementation Stabilization Continuous Improvement
Conclusion

Index

Über Autor(innen)

John Stewart is an operating partner with the private equity firm Monomoy Capital Partners in New York. Mr. Stewart's professional experience includes 18 years with Toyota Motor Corporation in various operational and executive positions. During his time with Toyota, he worked his way from working as a Team Member on the Assembly line to managing the Vehicle Assembly Division for Toyota’s largest European operation in the United Kingdom.

Mr. Stewart was recognized within Toyota as being an expert at utilizing the Toyota Production System to effect change in various environments. He was often selected for some of the toughest assignments in Toyota, culminating in the turnaround of the operations in the United Kingdom. He spent over 88 weeks in Japan with Toyota. During this time, Mr. Stewart was trained by some of Toyota’s most talented Japanese masters on all things relating to the Toyota Production System. Mr. Stewart is a recognized leader in the automotive and manufacturing industry and is frequently sought after to serve as a Sr. Advisor to manufacturers across the globe. He was named one of the top 10 automotive executives by Automotive News in 2007.