Book Overview : The Toyota Way

Book Overview : The Toyota Way

"The Toyota approach" talks a couple of manufacturing philosophy "The Toyota Production System" (TPS) also called "Lean Production", which made it the world’s most profitable automaker. TPS is a sophisticated system of production in which all of the elements contribute to a whole. Jeffrey K. Liker describes 14 management principles a company ought to embrace. These 14 ideas are divided and discussed utilizing a 4P mannequin: Philosophy, Process, Folks & Partners and Problem Solving.
Philosophy
It states that the mission of an organization should give attention to factors that contribute to the growth of the corporate and wellbeing of the employees.
Sustainable development can only be achieved by doing the correct thing for the toyota way 2001 company, its workers, the customer and the society as a whole.
The Process
It focuses on the Lean manufacturing process: implementation of Lean .
Individuals and Companions
Individuals are probably the most valuable asset, all workers must be empowered and participate in continuous improvement and the group ought to problem and work together with its suppliers and companions to optimize the provision chain .
Downside Solving
You will need to have consensus in the implementation part of the process. All problems should be solved with the consensus of all of the group members.
For the reason that beginning, post war Japan in 1980’s, Toyota’s key to operation was flexibility (creating continuous material stream all through the manufacturing process). It targeted on making lead time short and keeping production lines flexible. Eliminating waste materials and time in every step of the manufacturing process lead to best quality, while enhancing safety and morale.
The way Toyota engineered and manufactured the autos resulted in quicker designing of autos, with more reliability, yet at aggressive worth which made it the third largest auto manufacturer in the world behind Common motors and Ford with international vehicles sales of over six million per 12 months in a hundred and seventy countries.
Synopsis
Gary Convis, The managing officer and president of Toyota Motor Manufacturing in Kentucky, joined Toyota after working within the U.S. auto industry for 18 years; there he noticed the transformation of the worst workforce the Common Motors to the best US Manufacturing Facility at NUMMI (The Toyota/GM joint venture plant in Fremont, California).All of it occurred because of the lean production strategy i.e. Toyota Production System. The Toyota Production System was designed using numerous ideas starting from the shop flooring to the engineering and enterprise service operations.
The First Part: Utilizing Operational Excellence as a strategic weapon
It all started in 1950’s, when to create a studying enterprise, Toyota adopted the concept of "Pull System" on the shop flooring where step 1 acknowledged not making the components till the following process after it uses up its unique supply of parts.
Step 2 utilized small quantity of security stock that triggers a signal for new components to be made.The pull system helped in evolution of the two pillars of Lean production (TPS) i.e. JIT (Just in Time) and Built in Quality (Jidoka).
Just in Time is a set of rules, tools, strategies that allows an organization to provide and deliver merchandise in small quantities, with quick lead occasions to fulfill specific customer needs. JIT followed the Japanese phrase "atokotei wa a-kyakusama" from the teachings of American quality pioneer, W. Edwards Deming, which means the next process is the client as for the pull system to work correctly the proceeding process must always do what the subsequent process says.
Kiazen (Change for the higher) is the other drawback fixing, systematic approach adopted which focuses on sustaining TPS every day .It teaches individual expertise for working effectively in small teams ,fixing problems ,documenting and enhancing processes, collecting and analyzing knowledge and self-managing within a peer group. Thus JIT relies on Kanban.
Edwards Deming also advisable the Plan–Do-Check-Act (PDCA) cycle method to solve issues i.e. eliminating all waste that adds value with out adding value. This new manufacturing system became a new superb method in manufacturing and service delivery. The lean improvement initiative helped the businesses to see the large opportunities for reducing waste by eliminating, or reducing, non-worth-added steps.
Toyota has recognized seven main types non-worth-adding waste in enterprise or manufacturing process. They can be utilized to product improvement, order taking and the office (not just the manufacturing line).