Written by former Toyota associates, Toyota By Toyota: Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry focuses on the purpose of Lean methodologies, techniques, and principles. It compiles more than a century of combined experience from management-level employees who supply little-known insights about the Toyota Production System (TPS)—featuring many who worked directly with Taiichi Ohno.
The book illustrates experiences at Toyota locations around the world, including the United States, Brazil, Venezuela, Europe, and Japan. Associates from various divisions, including sales, training, logistics, manufacturing, and human resources, provide diverse points of view regarding the application of the Lean principles discussed. In each chapter, TPS experts:
- Share their story about when and how they learned the specific Lean technique, methodology, or concept
- Describe the Lean technique, along with its benefits and pitfalls
- Supply helpful implementation tips
A common thread that weaves these stories together is that each contributor had to learn their lessons the hard way. Although there is no magical, painless way to learn Lean, the authors hope that by sharing their experiences and struggles, you can avoid having to struggle through the same lessons. Readers will benefit from seeing the various approaches used to teach, as well as the unique way these authors translate that learning to the reader.
Table of Contents
Courage, Humility, Kaizen; Darril Wilburn
The Toyota Way 2001
Courage, Humility, Kaizen at the Heart
Stability and Standardized Work;Gerson Valentim Damiani
Importance of Standard Work
Why Work Using Standards?
Operational Procedures, Work Instructions, and Work and Labor Procedures
How the Work Was Done at Toyota: Standard Work before Technology
How Standard Work Was Done at Toyota after the Introduction of Technology
Objectives of the Layout
Problems in the Implementation of Standard Work
Where to Place Standard Work Instructions
Jidoka; Renato Eiji Kitazuka with Carlos Moretti
Jidoka as a Pillar of the Toyota Production System
So, What Is the Purpose of Using Jidoka?
Implementation Stages of Jidoka
It Was Too Early
Just-In-Time and Kanban;Carlos Fukamizu
Introduction of Jidoka and Just-In-Time as the Pillars of TPS
Total Customer Satisfaction
More Evident Waste in the Manufacturing
Continuous Flow Process (One-Piece Flow) and Pull System
Lean Methodologies for Waste Elimination
Kaizen (Continuous Improvement)
Kanban as a Technique of JIT
Problem-Solving PDCA;Sammy Obara
Why Problem Solving Is So Important Along a Lean
What Is PDCA?
Do You Really Need a Method?
How and Where to Find Problems
The Mosquitoes Case
How Well Do You Understand the Problem?
Genchi Genbutsu: The Point of Cause
How Well Can You State the Problem?
How Well Do You Understand the Causes?
Doing Well What Does Not Need to Be Done
Quick Note on Deadlines
A Higher Level of Recognition
Yokoten: Spreading the Learning Laterally
What Is Next?
Toyota Kaizen Methods; Art Smalley
Step 1: Discover Improvement Potential
Step 2: Analyze the Current Method
Step 3: Generate Original Ideas
Step 4: Make a Kaizen Plan
Step 5: Implement the Plan
Step 6: Verify the Results
Kaizen Culture: The Continuous Improvement Engine; Stephen J. Ansuini
The Key Elements of a Kaizen Culture
Visible Sponsorship and Support by Management
Clear Purpose and Aligned Goals
Evolving Continuous Improvement System
Phase 1: Introduction – Participation Emphasis
Phase 2: Transition – Participant Development
Phase 3: Process Maturation
Elimination of Waste in Product Design; Patrick Muller
Value Engineering/Value Analysis
Waste in Process Design
Waste in Product Design
Toyota’s Purchasing Philosophy
Fair Competition Based on an Open-Door Policy
Mutual Prosperity Based on Mutual Trust
Abide by the Law
Toyota’s Purchasing Practices
Target Costing, VE/VA, Kaizen
Value Engineering/Value Analysis
At Toyota, Suppliers Challenges
VE/VA and FMEA
VE/VA and Marketing
Adapting Lean for Made-to-Order/High-Mix, Low-Volume Organizations; Greg Lane
OSKKK to Learn and Transform
Learning the Processes before Managing Them
Constraints Require More than Quick Fixes
Process Focused, Not Product Focused
Segregating Parts to Manage Differently
Managing in Real-Time Necessitates Other Lean Principles
Proportionally More Indirect Costs Necessitates
Lean Logistics; Robert Martichenko
Part 1: Purpose + People
Customer and 3PL Collaboration
People and Planning
Part 2: Process
Logistics Route Design
Velocity and Understanding the Importance of Lead-Time Reduction
Manufacturing Plant Integration
Trailer Yard Layout and Visual Management
Quality at the Source and Discipline of Process
Lessons Learned and Conclusion
Leading a Kaizen Culture;Bob Plummer
A TPS Symphony
Discovering the Kaizen Culture
Creating and Sustaining the Kaizen Culture in American Factories
Implementing TPS Methods
Back to the Beginning
Hoshin Kanri;Alistair Norval with Darril Wilburn
What Is Hoshin Kanri?
Why We Need a Strategic Planning System
What Does This Result In?
Countermeasure to Strategic Planning Problems
Hoshin Kanri Enables Organizations to Develop Strategic Plans That Are True North
Tree of Focused Activity
Plan, Do, Check, Act (PDCA)
The Power of Hoshin
Samuel Obara learned and implemented the Toyota Production System (TPS) while working at Toyota facilities for 13 years in Japan, Brazil, USA, and Venezuela. With close to 30 years of TPS experience by 2011, he had helped over 350 companies in diverse environments ranging from education and government agencies, to manufacturing companies and banks in a variety of countries, including China, The Philippines, Canada, Indonesia, Brazil, Japan, Austria, Africa, Russia, the U.K., and the U.S. He is a faculty member with the Lean Enterprise Institute in the USA and Mexico. He is also a faculty member with San Diego State University’s Lean Enterprise curriculum. He has been a guest lecturer on Lean for post-graduate classes at Stanford University, MBA classes at University of Southern California, University of California, San Diego, and Lean Institute’s summits in Poland, Netherlands, Brazil, USA and Mexico.
Darril Wilburn led the development and implementation of some of Toyota Motor Manufacturing North America's most important leadership development programs. He led the Toyota Way 2001 (Toyota core values and principles) implementation at Toyota's largest manufacturing plant in North America, and also worked with The Toyota Institute in Japan to develop the Toyota Business Practice (TBP), leading the global pilot of this program, as well as the North American Senior Executive sessions. While at Toyota, Darril studied the Toyota Production System as a student of OMDD, Toyota's internal Sensei group. He was also part of the team that launched Toyota Motor Manufacturing Texas, where he led the assimilation and training of new to Toyota management. As a Senior Associate at Honsha, Darril has had the opportunity to work with the public and private sector on projects that reflect the current global economic condition. Working with one of the largest mortgage banks in the USA, he and his Honsha team have implemented a redesign of the workflow to increase productivity and reduce cost and lead times, and is currently working with the State of Washington to develop a Lean culture that will help transform the way state government does business.
Gerson Valentim Damiani
Renato Eiji Kitazuka
Carlos Yukio Fukamizu
Stephen J. Ansuini
What is our Purpose? Addressed honestly, this hard question triggers the necessary reflection on shortcomings and weaknesses that are the fuel for improvement. It is a recurring theme in this volume. … Hansei, the Japanese word meaning humble and frank reflection, is another important concept in this book. Reflection, often glossed over, is fundamental to TPS and the PDCA cycle. This book records the reflections of several Toyota veterans—reflections on how they learned TPS and how they’ve applied the learning in companies around the world.
—Pascal Dennis, Shingo Prize-Winning Author and President of Lean Pathways Inc.