1st Edition
Mistaken Kanbans Why the Toyota System is Not Working for You
PUBLISHER’S NOTE AUTHOR’S PREFACE 1. MISTAKEN KANBANS 1-1 WE SIMPLY MISUNDERSTOOD THE TOYOTA SYSTEM (MY COMPANY) 1-2 REDUCE INVENTORY BY "JUST–IN–TIME" 1-3 NEVER-ENDING 5S AND WASTE ELIMINATION 1-4 DEFEATED BY THE KANBAN SYSTEM 2. THE REAL EXPLANATION OF THE TOYOTA SYSTEM 2-1 WASTE ELIMINATION IS THE FOUNDATION OF THE TOYOTA SYSTEM 2-2 BASIC PRINCIPLES OF "JUST–IN–TIME", THE FOUNDATION FOR REMOVING WASTES 2-3 BASIC PRINCIPLE IN ELIMINATING WASTES BY IMPLEMENTATION OF "JIDOKA" 3. I KNEW THAT KANBANS WERE IMPORTANT 3-1 THE FUNDAMENTALS OF KANBANS 3-2 LET’S MAKE A KANBAN 3-3 KANBANS CAN BECOME DEADLY WEAPONS IF NOT USED PROPERLY 4. CELL PRODUCTION AND KANBANS BECOME MISFORTUNE WITHOUT THE OVERALL OPTIMIZATION 4-1 THE TIME WHEN POSITIVE RESULTS OF CELL PRODUCTION VANISH 4-2 SPREADING IMPROVEMENTS FROM FACTORIES TO SUPPLIERS 4-3 RESULTS OF CONTINUOUS IMPROVEMENT IN FACTORIES ARE NOT REFLECTED IN SALES DEPARTMENT 5. ABSENCE OF PARTICIPATION FROM THE TOP MANAGEMENT LEADS TO WAR WITHOUT CODES 5-1 WAR WITHOUT CODES BETWEEN DEPARTMENTS 5-2 CAUGHT IN THE TRAP OF ACCOUNTING SYSTEM 5-3 THE TOP MANAGEMENT ONLY GIVES COMMANDS AND NOTHING ELSE 6. THE TRUE METHODS OF PRACTICING THE TOYOTA SYSTEM 6-1 THE TOYOTA SYSTEM IS A NEW RELIGION 6-2 A FLOW IN PRODUCTION 6-3 STEPS FOR IMPLEMENTING THE TOYOTA SYSTEM 6-4 STEP 1: "CREATING A FLOW IN EVERY PROCESS" 6-5 STEP 2: FORMULATING THE "JUST–IN–TIME" MECHANISM 6-6 STEP 3: REMEMBER THAT CONTINUOUS IMPROVEMENT IS A NEVER-ENDING EFFORT.
Biography
Yoshiki Wakai
