The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer

The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer

Language: English

Pages: 350

ISBN: 0071392319

Format: PDF / Kindle (mobi) / ePub


How to speed up business processes, improve quality, and cut costs in any industry

In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

  • Eliminating wasted time and resources
  • Building quality into workplace systems
  • Finding low-cost but reliable alternatives to expensive new technology
  • Producing in small quantities
  • Turning every employee into a qualitycontrol inspector

From Resource Allocation to Strategy

Best Practices: Motivating Employees: Bringing Out the Best in Your People

The Management Myth: Why the Experts Keep Getting it Wrong

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

 

 

 

 

 

 

 

 

 

 

 

 

 

assembly plant. This leads to a very even flow of parts from suppliers through the cross-dock to the assembly plant and creates a balance between parts sent to the assembly plant and the returnable containers sent back to suppliers. Toyota started small with one cross-dock and one assembly plant and over a decade built up Transfreight so it serves most of their North American cross-docking needs. Transfreight has added additional customers beyond Toyota and is a profitable enterprise. The

meetings to discuss progress in each area. One reason TMI never panics about the high demands placed on it is because it is always working closely with Toyota. Toyota realizes that TMI has limited control over costs, and some of the biggest cost savings can be achieved jointly in the product design stage through value engineering. Value engineering is a systematic, cross-functional team approach to examine the design factors that affect the cost of new products and then redesign the product to

major elements: 1. Finding out what is really going on, including genchi genbutsu. 2. Understanding underlying causes that explain surface appearances—asking "Why?" five times. 3. Broadly considering alternative solutions and developing a detailed rationale for the preferred solution. 4. Building consensus within the team, including Toyota employees and outside partners. 5. Using very efficient communication vehicles to do one through four, preferably one side of one sheet of paper. We

people who did not see it. We are supposed to be inspecting the work when it comes to us. And the guy at the end of the line is supposed to check everything. This should never have gotten to the assembly line. Now we as a team are embarrassed because we did not do our jobs. The other job I did was the final job on the line—a 100% inspection before loading the axles onto the pallet. The inspection included marking with colored felt-tip pens all the points you are supposed to inspect, including

white-collar or skilled-trade staff is responsible for problem solving, quality assurance, equipment maintenance, and productivity. By contrast, shop floor work groups are the focal point for problem solving in the Toyota Production System (see Figure 16-2). The associates who perform the value-added jobs are the most familiar with the actual work and the actual problems that affect the work. Since Toyota exists to add value for its customers and it is team members who do the value-added work,

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