The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance
by Liker, Jeffrey; Franz, JamesEdition: 1st
Format: Hardcover
Pub. Date: 2011-05-10
Publisher(s): McGraw Hill
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Summary
The newest book in the bestselling Toyota Way series gives executives and managers the blueprint for successful lean process projects that deliver breakthrough results.
Table of Contents
| Acknowledgments and Guest Author Biographies | p. xiii |
| Prologue: Is Toyota Still a Great Company Others Can Learn From? | p. xix |
| The Journey to Continuous Improvement | p. 1 |
| Continuous Improvement toward Excellence | p. 5 |
| Continuous Improvement as the Pursuit of Excellence | p. 5 |
| The Toyota Way as the Path to Excellence | p. 8 |
| Lean and Why Companies Fail at It | p. 12 |
| Is Lean More than Mediocrity at a Cheaper Price? | p. 15 |
| The Real Journey to Excellence Follows PDCA | p. 16 |
| Learning Organizations Need Managers Who Are Teachers | p. 20 |
| The Sensei Perspective of This Book | p. 23 |
| PDCA and Striving for Excellence | p. 25 |
| PDCA as a Way of Thinking and Learning | p. 25 |
| The Folly of ôLean Solutionsö | p. 30 |
| Toyota Business Practices to Grow People and Processes through PDCA | p. 35 |
| PDCA Is a Way of Life; Copying Shouldn't Be | p. 41 |
| How Process Improvement Can Develop Exceptional People | p. 43 |
| Not Excellent: A Tale of Refrigerator Baskets | p. 43 |
| The Torque Wrench Problem: Developing a Manager to Find the Real Root Cause | p. 46 |
| The Business Purpose and the People Purpose | p. 50 |
| Innovation Comes from Working toward the Targets and Purpose | p. 51 |
| Lean Processes Start with a Purpose | p. 55 |
| A Tale of Two Lean Transformations (Composite Cases) | p. 55 |
| Inspiring People through a Sense of Purpose | p. 57 |
| From Vision to Plans | p. 60 |
| A Target Is a Concrete Guidepost to Compare Against | p. 69 |
| Combining Short-Term and Long-Term Thinking in a Crisis | p. 73 |
| What You Work on Now Depends on Your Situation | p. 75 |
| Lean as a Culture of Continuous Improvement | p. 78 |
| Lean Out Processes or Build Lean Systems? | p. 79 |
| ôLeaning Outö Processes | p. 79 |
| Are Organizations Like Machines or Organic Systems? | p. 83 |
| Entropy: The Antagonist to Mechanistic Lean Deployment | p. 86 |
| An Effective Work Group Can Overcome Entropy | p. 89 |
| The Real Purpose of Lean Systems Is to Bring Problems to the Surface | p. 92 |
| Mechanistic versus Organic? Not So Fast | p. 95 |
| Case Studies of Lean Transformation through PDCA | p. 97 |
| When Organic Meets Mechanistic: Lean Overhaul and Repair of Ships | p. 103 |
| How We Got Started on Lean at Reman | p. 104 |
| Overhaul and Repair Compared to Volume Manufacturing | p. 108 |
| Phases of Deployment | p. 110 |
| Early Awareness | p. 111 |
| Grassroots Deployment | p. 112 |
| Spreading Lean Broadly | p. 121 |
| Corporate Engagement and the Next Level of Deployment | p. 122 |
| Crisis in Lean Manufacturing Deployment | p. 130 |
| Regrouping and Redefinition | p. 131 |
| Evaluating the Success of Small Ship and Big Ship | p. 135 |
| An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturer | p. 141 |
| Background of the Japanese Company and the First Visit | p. 143 |
| The Power of Public Humiliation | p. 147 |
| The Starting Point: ôComponent Aö TPS Pilot | p. 151 |
| Building a Lean System-Summary of Pilot Results and Learning | p. 156 |
| Postscript on the Pilot | p. 159 |
| Further Expansion | p. 163 |
| Navigating the Global Financial Crisis | p. 168 |
| Reflection on Building Lean Systems Organically | p. 169 |
| Lean Iron-Ore Mining in the Pilbara Region of Western Australia | p. 177 |
| How We Got Here | p. 178 |
| Welcome to the Bush | p. 181 |
| Getting the Big Picture | p. 184 |
| Starting by Understanding the Current State | p. 185 |
| The Final Recap of the Gemba Visit | p. 198 |
| On to a Future State Vision and an Action Plan | p. 199 |
| Communicating across the Site | p. 204 |
| Planning for the Morning Meeting | p. 205 |
| The First Morning Meeting | p. 210 |
| Daily Production Boards | p. 213 |
| 5S at the Western Ranges Crusher | p. 214 |
| Coaching Problem Solving | p. 216 |
| Process Confirmation | p. 217 |
| Early Deployment Challenges | p. 219 |
| Lessons Learned at Start-Up | p. 220 |
| Expanding the Efforts | p. 221 |
| PDCA as a Key Driver | p. 222 |
| The End for Us | p. 222 |
| Bringing Ford's Ideas Alive at Henry Ford Health System Labs through PDCA Leadership | p. 225 |
| The Motivation for Change Started with Quality | p. 226 |
| We Wanted It, but We Did Not Understand It | p. 228 |
| Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experiment | p. 232 |
| A Little Help from a Friend | p. 233 |
| Surgical Pathology as Our Learning Laboratory | p. 234 |
| Our Henry Ford Production System | p. 238 |
| Deepening Ownership by Work Groups | p. 248 |
| Lessons Learned | p. 256 |
| Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processes | p. 261 |
| The Problem | p. 262 |
| Background | p. 264 |
| Insurem (Insurance Company) | p. 265 |
| T-City Care Homes | p. 269 |
| A Final Reflection | p. 273 |
| Transforming How Products Are Engineered at North American Automotive Supplier | p. 275 |
| Who Am I? | p. 276 |
| Case Background | p. 280 |
| The Problem | p. 280 |
| Grasping the Situation at the Gemba | p. 282 |
| An Overall Vision for Transformation | p. 284 |
| Getting Started on People Engagement and Stability | p. 285 |
| Metrics the Lean Way-Making Flow, Waste, and Value Visible | p. 289 |
| Teaching Problem Solving: A Case Example | p. 293 |
| The Need for Emotional as Well as Intellectual Engagement | p. 297 |
| Another Win as a Result of Lean | p. 298 |
| The Importance of Tactical Planning by Whiteboard | p. 299 |
| Definition of Lean Management Philosophy: ORPMAR | p. 301 |
| The Second Stage: Sustaining and Expanding Lean | p. 306 |
| Identification of Subject Matter Technical Experts | p. 307 |
| Implementing Design for Cost | p. 308 |
| Reverse Engineering to Gain Overwhelming Competitive Advantage | p. 311 |
| The Change Process-the Underestimated Critical Variable | p. 312 |
| Going Nuclear with Lean | p. 315 |
| Background on Lean at Nuclear | p. 316 |
| Phases of Deployment | p. 318 |
| Structural Changes in Preparation for Lean Deployment | p. 319 |
| Lean Awareness and Value Stream Vision | p. 320 |
| Implementation of Lean Pilots | p. 322 |
| Spreading the Implementation across the Other Value Streams | p. 325 |
| Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teams | p. 327 |
| Management Learning and the Start of Continuous Improvement | p. 333 |
| Final Reflection | p. 340 |
| Making Your Vision a Reality | p. 343 |
| One Time around the Plan-Do-Check-Adjust (PDCA) Loop: A Lean Short Story at Alte Schule | p. 345 |
| The First Pilot Team Meeting | p. 345 |
| Getting Started on the Deep-Dive Pilot | p. 348 |
| One Last Hansei before the Executive Presentation | p. 366 |
| The Executive Report | p. 369 |
| Kate's Reflections on What She Learned | p. 373 |
| Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheel | p. 375 |
| The Role of the Lean Sensei | p. 378 |
| Developing Internal Coaches as Lean Evangelists | p. 382 |
| How Do We Learn Complex Skills Like Lean Coaching? | p. 384 |
| The Dangers of Creating a Mechanistic Lean Bureaucracy | p. 387 |
| Sustaining the Gains | p. 390 |
| Spreading While Deepening | p. 398 |
| Managing Change Is Political | p. 408 |
| Continuous Improvement as a Way of Life | p. 411 |
| Does Lean Ever Become Self-Perpetuating? | p. 422 |
| The Journey Needs Leadership | p. 427 |
| Is Continuous Improvement a Realistic Vision? | p. 429 |
| Notes | p. 433 |
| Index | p. 441 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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