ENGLISH

The Toyota Template: The Plan for Just-In-Time and Culture Change Beyond Lean Tools

By Phillip Ledbetter

Book information

Publisher
Productivity Press;Taylor and Francis
Year
2018
ISBN
1138578711, 978-1-138-57871-5, 9781351263726, 1351263722
Language
english
Format
PDF
Filesize
3 MB (3499321 bytes)
Edition
First edition
Pages
114\115
Time added
2018-02-03 10:00:00
Lean Manufacturing.;Strategic Management.;Leadersh

Description

Many current companies are in a similar position to Toyota prior to development of the Toyota Production System regarding efficiency and culture. Many are attempting to implement a Lean system, but the failure rate is very high. The primary reasons are lack of will, lack of skill, or some combination of the two. Toyota is the benchmark for any Lean implementation -- therefore, adopting and adapting the "Toyota template" is the only way to have a real and sustainable Lean implementation. In the development of the Toyota Production System, Taiichi Ohno left a "template" of important and critical concepts/methods. The Toyota Template explains and develops this template in an orderly and easy-to-understand fashion. The template orders the activities/concepts/methods for a successful implementation. Fujio Cho, the first President at Toyota in Georgetown, said, "Many good companies have respect for individuals, and practice kaizen and other TPS tools... but what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts." The tools individually aren’t a system that is consistently practiced. Ohno’s primary goal was not to form a "Lean culture" -- His objective was rise to the level of US auto makers in three years and to fulfill Kiichiro Toyota’s idea that parts should arrive "just-in-time." In so doing, the Lean, problem-solving culture became a byproduct. The template explains the cultural value and how it occurs. Implementation of the Toyota template will develop an efficient, Lean culture in any organization. Content: Intro Endorsements Title Page Copyright Page Dedication Table of Contents Preface Author 1: The Problem: Distance from Toyota Endnote 2: The Predicament: Perplexing Failure Endnotes 3: The Position: Plant First Endnotes 4: The Purpose: Will and Skill Endnotes 5: The Plan: Hoshin Kanri KPI Rules Measuring Overall Progress 6: The Property: Waste Elimination OHNOâ#x80 #x99 S 7 Wastes Overproduction Waiting Transportation Over-Processing Excessive Inventory Unnecessary Motion Defects 5S Endnotes 7: The Practice: Standard Work Total Productive Maintenance (TPM) and Machine Teamwork: The Multi-Skilled EmployeeEndnotes 8: The Patois: 8-Step Problem-Solving Endnotes 9: The Pattern: Flow, Pull, and Heijunka Continuous Flow: Alignment of Processes in the Order Pull: Paces and Prioritizes Production, and Promotes Kanban: Metering Flow Heijunka: Production Smoothing Single-Minute Exchange of Dies (SMED): Set-Up Time EndNotes 10: The Program: Jidoka, Quality at the Source EndNotes 11: The Path: The Toyota Template When Should the Template Be Implemented? In What Order Should the Template Be Implemented? EndNotes 12: The Proof: TPS Results Environment EndNotes13: The Perceptions: Mental Images EndNotes 14: The Post Script: Personal Matters Index Contents Preface Endnotes Author

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