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ABOUT BOOK
"The Toyota
Way (Fieldbook)"
 The
field book, which builds upon the 4 P model
first introduced by Dr. Liker in The Toyota
Way, will be available in September, and
advanced orders may be submitted at
Amazon.com. (Link to Amazon web site page
for the book) This fieldbook will contain
over 300 pages of information, with well
over 50 tables, charts, and graphics
detailing the methods used by Toyota to
achieve their tremendous success. In this
book the authors will clearly and simply
explain some of the most misunderstood
aspects of the Toyota Production System (TPS),
and will provide for the reader a practical
understanding of the fundamentals as well as
a deeper knowledge.
The first P- Develop a
long-term Philosophy- is the bedrock of
Toyota's culture that is propelling them to
the predominant position in the automotive
industry. Many companies today are plagued
by short-term thinking and strive to achieve
results on a quarter-by-quarter basis.
Toyota has a vision that will carry them
into the next decade, and the next century.
David and Jeff reveal key
details of the second P- Process carefully
outlining the steps necessary to achieve the
tremendous gains possible from implementing
Toyota’s manufacturing system. Achieving
stable operations is a prerequisite for
creating smooth flow of material with the
least amount of waste. The stability phase
focuses on the reduction of process
variation and consistent ability to satisfy
customer demand. Elimination of major waste
and the correction of significant problems
are critical for the establishment of
connected flow within a value stream.
In these chapters the authors outline
several models depicting the relationship
between the elimination of waste, the
creation of material flow, and the surfacing
of problems within the value stream. A
thorough understanding of these
relationships helps people understand the
sometimes counter-intuitive methods used by
Toyota.
Standardization is a key
element of the Toyota system. A process that
is not standardized is fraught with chaos,
variation, and the associated problems of
continually “riding the wave.” According to
Toyota, standardization is the baseline for
continuous improvement, the time when real
improvement begins and is measurable. A
standardized process is centered on a basic
level schedule, and takt time. This standard
provides a “core” onto which the
requirements for people, material,
machinery, and work methods are aligned.
Without the core there is nothing to
consistently align with and variability will
continue to oscillate throughout the value
stream creating a “bull whip” effect.
After the baseline
standardization is established the process
is incrementally leveled. This is a
carefully controlled and systematic
“squeezing” of key processes within the
value stream that will yield improvements
throughout the entire value stream, and will
force additional shortcomings to surface and
the process to become unstable again. It is
this continued cycling through the
stability, flow, standardization, and
incremental leveling stages that make up the
heart of Toyota’s manufacturing process. The
third P- People and Partners outlines the
practices utilized by Toyota to select and
develop the people that are the true key to
Toyota’s outstanding success. It is the
people that put into practice the philosophy
and processes that give Toyota its edge. The
Toyota philosophy places the importance of
people that are capable of logical and
creative thinking and problem solving at the
highest level, and the development of
associates is of primary concern. In
addition, Toyota seeks to develop long-term
relationships with suppliers that will
insure the continued success of both
companies. Toyota understands the importance
of suppliers that can deliver the highest
quality product at the exact time specified,
and spends considerable time and effort to
help suppliers achieve those objectives.
The fourth and final
P--Problem Solving--outlines the methodology
used by Toyota as a framework for logical
thinking that guides nearly all activities
within the company. The ability to identify
problems and effectively analyze to find
their root causes is an essential skill that
is practiced by all leaders within Toyota.
The authors provide details of every step of
this process and detail various ways that
the problem-solving story can be outlined on
the “A3” one pager report. This material
alone could help any reader achieve
tremendous success at work or in their
personal lives.
For more information on
THE TOYOTA WAY, please contact:
TELEPHONE
AIM Client Services 02-513-0123
Outside Thailand + 00-66-2-2700-984-5
FAX
Complete Registration form and
fax to
02-513-0124
Outside Thailand +66-22700-986
Email & Web Site:
aminrais@gmail.com
amin@aiminlines.co.th
www.aiminlines.co.th |
