The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance

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ISBN: 9780071477468 | 0071477462
Cover: Hardcover
Copyright: 5/10/2011

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The newest book in the bestselling Toyota Way series gives executives and managers the blueprint for successful lean process projects that deliver breakthrough results.

Acknowledgments and Guest Author Biographies	p. xiii
Prologue: Is Toyota Still a Great Company Others Can Learn From?	p. xix
The Journey to Continuous Improvement	p. 1
Continuous Improvement toward Excellence	p. 5
Continuous Improvement as the Pursuit of Excellence	p. 5
The Toyota Way as the Path to Excellence	p. 8
Lean and Why Companies Fail at It	p. 12
Is Lean More than Mediocrity at a Cheaper Price?	p. 15
The Real Journey to Excellence Follows PDCA	p. 16
Learning Organizations Need Managers Who Are Teachers	p. 20
The Sensei Perspective of This Book	p. 23
PDCA and Striving for Excellence	p. 25
PDCA as a Way of Thinking and Learning	p. 25
The Folly of ôLean Solutionsö	p. 30
Toyota Business Practices to Grow People and Processes through PDCA	p. 35
PDCA Is a Way of Life; Copying Shouldn't Be	p. 41
How Process Improvement Can Develop Exceptional People	p. 43
Not Excellent: A Tale of Refrigerator Baskets	p. 43
The Torque Wrench Problem: Developing a Manager to Find the Real Root Cause	p. 46
The Business Purpose and the People Purpose	p. 50
Innovation Comes from Working toward the Targets and Purpose	p. 51
Lean Processes Start with a Purpose	p. 55
A Tale of Two Lean Transformations (Composite Cases)	p. 55
Inspiring People through a Sense of Purpose	p. 57
From Vision to Plans	p. 60
A Target Is a Concrete Guidepost to Compare Against	p. 69
Combining Short-Term and Long-Term Thinking in a Crisis	p. 73
What You Work on Now Depends on Your Situation	p. 75
Lean as a Culture of Continuous Improvement	p. 78
Lean Out Processes or Build Lean Systems?	p. 79
ôLeaning Outö Processes	p. 79
Are Organizations Like Machines or Organic Systems?	p. 83
Entropy: The Antagonist to Mechanistic Lean Deployment	p. 86
An Effective Work Group Can Overcome Entropy	p. 89
The Real Purpose of Lean Systems Is to Bring Problems to the Surface	p. 92
Mechanistic versus Organic? Not So Fast	p. 95
Case Studies of Lean Transformation through PDCA	p. 97
When Organic Meets Mechanistic: Lean Overhaul and Repair of Ships	p. 103
How We Got Started on Lean at Reman	p. 104
Overhaul and Repair Compared to Volume Manufacturing	p. 108
Phases of Deployment	p. 110
Early Awareness	p. 111
Grassroots Deployment	p. 112
Spreading Lean Broadly	p. 121
Corporate Engagement and the Next Level of Deployment	p. 122
Crisis in Lean Manufacturing Deployment	p. 130
Regrouping and Redefinition	p. 131
Evaluating the Success of Small Ship and Big Ship	p. 135
An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturer	p. 141
Background of the Japanese Company and the First Visit	p. 143
The Power of Public Humiliation	p. 147
The Starting Point: ôComponent Aö TPS Pilot	p. 151
Building a Lean System-Summary of Pilot Results and Learning	p. 156
Postscript on the Pilot	p. 159
Further Expansion	p. 163
Navigating the Global Financial Crisis	p. 168
Reflection on Building Lean Systems Organically	p. 169
Lean Iron-Ore Mining in the Pilbara Region of Western Australia	p. 177
How We Got Here	p. 178
Welcome to the Bush	p. 181
Getting the Big Picture	p. 184
Starting by Understanding the Current State	p. 185
The Final Recap of the Gemba Visit	p. 198
On to a Future State Vision and an Action Plan	p. 199
Communicating across the Site	p. 204
Planning for the Morning Meeting	p. 205
The First Morning Meeting	p. 210
Daily Production Boards	p. 213
5S at the Western Ranges Crusher	p. 214
Coaching Problem Solving	p. 216
Process Confirmation	p. 217
Early Deployment Challenges	p. 219
Lessons Learned at Start-Up	p. 220
Expanding the Efforts	p. 221
PDCA as a Key Driver	p. 222
The End for Us	p. 222
Bringing Ford's Ideas Alive at Henry Ford Health System Labs through PDCA Leadership	p. 225
The Motivation for Change Started with Quality	p. 226
We Wanted It, but We Did Not Understand It	p. 228
Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experiment	p. 232
A Little Help from a Friend	p. 233
Surgical Pathology as Our Learning Laboratory	p. 234
Our Henry Ford Production System	p. 238
Deepening Ownership by Work Groups	p. 248
Lessons Learned	p. 256
Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processes	p. 261
The Problem	p. 262
Background	p. 264
Insurem (Insurance Company)	p. 265
T-City Care Homes	p. 269
A Final Reflection	p. 273
Transforming How Products Are Engineered at North American Automotive Supplier	p. 275
Who Am I?	p. 276
Case Background	p. 280
The Problem	p. 280
Grasping the Situation at the Gemba	p. 282
An Overall Vision for Transformation	p. 284
Getting Started on People Engagement and Stability	p. 285
Metrics the Lean Way-Making Flow, Waste, and Value Visible	p. 289
Teaching Problem Solving: A Case Example	p. 293
The Need for Emotional as Well as Intellectual Engagement	p. 297
Another Win as a Result of Lean	p. 298
The Importance of Tactical Planning by Whiteboard	p. 299
Definition of Lean Management Philosophy: ORPMAR	p. 301
The Second Stage: Sustaining and Expanding Lean	p. 306
Identification of Subject Matter Technical Experts	p. 307
Implementing Design for Cost	p. 308
Reverse Engineering to Gain Overwhelming Competitive Advantage	p. 311
The Change Process-the Underestimated Critical Variable	p. 312
Going Nuclear with Lean	p. 315
Background on Lean at Nuclear	p. 316
Phases of Deployment	p. 318
Structural Changes in Preparation for Lean Deployment	p. 319
Lean Awareness and Value Stream Vision	p. 320
Implementation of Lean Pilots	p. 322
Spreading the Implementation across the Other Value Streams	p. 325
Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teams	p. 327
Management Learning and the Start of Continuous Improvement	p. 333
Final Reflection	p. 340
Making Your Vision a Reality	p. 343
One Time around the Plan-Do-Check-Adjust (PDCA) Loop: A Lean Short Story at Alte Schule	p. 345
The First Pilot Team Meeting	p. 345
Getting Started on the Deep-Dive Pilot	p. 348
One Last Hansei before the Executive Presentation	p. 366
The Executive Report	p. 369
Kate's Reflections on What She Learned	p. 373
Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheel	p. 375
The Role of the Lean Sensei	p. 378
Developing Internal Coaches as Lean Evangelists	p. 382
How Do We Learn Complex Skills Like Lean Coaching?	p. 384
The Dangers of Creating a Mechanistic Lean Bureaucracy	p. 387
Sustaining the Gains	p. 390
Spreading While Deepening	p. 398
Managing Change Is Political	p. 408
Continuous Improvement as a Way of Life	p. 411
Does Lean Ever Become Self-Perpetuating?	p. 422
The Journey Needs Leadership	p. 427
Is Continuous Improvement a Realistic Vision?	p. 429
Notes	p. 433
Index	p. 441
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The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance

Summary

Table of Contents

Supplemental Materials