The Toyota Way

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David P. Meier



   The Toyota Way - Bangkok


"The Toyota Way (Fieldbook)"

THE TOYOTA WAY (Field Book) 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 (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.

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