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Toyota Kaizen Methods
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Table of Contents

Introduction

Background of Kaizen in Toyota
History of Kaizen Methods in Toyota
The Toyoda Precepts
Training-Within-Industry Job Methods Introduction
"P-Course" Introduction
Development of Toyota's Kaizen Course
Operations Management Consulting Division and Jishuken Events at Tier One Suppliers
Summary
Notes

Introduction to Kaizen in Toyota
The Importance of Kaizen
Key Concepts
Basic Pattern for Kaizen
Note

Step 1: Discover Improvement Potential
Introduction
Kaizen versus Problem Solving
Kaizen Attitude
Analytic Skills for Kaizen
Opportunity Awareness
Basic Methods for Uncovering Waste and Identifying Improvement Opportunities
Summary of Step 1: Discover Improvement Potential
Homework Assignment
Note

Step 2: Analyze Current Methods
Introduction
Basic Analysis Methods
Summary
Homework Assignment
Notes

Step 3: Generate Original Ideas

Introduction
Key Concepts Regarding Idea Generation
Summary
Homework Assignment
Notes

Step 4: Develop an Implementation Plan
Introduction
Key Concepts
Summary
Homework Exercise

Step 5: Implement the Plan
Introduction
Key Concepts
Summary
Homework Exercise

Step 6: Evaluate the New Method

Introduction
Key Concepts
Summary
Homework Exercise

Summary
Introduction
Step 1: Discover the Improvement Potential
Step 2: Analyze Current Methods
Step 3: Generate Original Ideas
Step 4: Develop an Implementation Plan
Step 5: Implement the Plan
Step 6: Evaluate the New Method

Appendix 1: Ten Areas to Investigate for Operational Improvement
A1.1 Improvement Possibilities for Work Motion
A1.2 Focus on Variations in Work Element Time
A1.3 Separate Human Work and Machine Work for Kaizen
A1.4 Revise Standard Work in Process
A1.5 Reduce Walking Distance
A1.6 Work Balance between Operations
A1.7 Quality Improvement Possibilities
A1.8 Equipment Reliability Improvement Possibilities
A1.9 Material Flow and Storage Improvement Possibilities
A1.10 Other Improvement Areas

Appendix 2: Forms and Instructions
A2.1 Work Analysis Sheet
A2.2 Therblig Motion Analysis Form
A2.3 Time Study Form
A2.4 Standardized Work Chart
A2.5 Setup Reduction Analysis Form
Index
About the Author

About the Author

Art Smalley worked for Toyota in Japan, before becoming the director of lean for a large US company and a consulting lean expert for McKinsey & Company. Isao Kato spent 35 years with Toyota in a variety of management positions in manufacturing, HR, training and development, and supplier development.

Reviews

!What I personally learned from people like Isao Kato and Art Smalley during my Toyota years was that a company's success largely can be attributed to total employee involvement in daily Kaizen. This difference is critical when compared to traditional Western manufacturing companies. Team members in Toyota working with improvement tools, involvement opportunities, and a structured process constantly delivered amazing results that surpassed my expectations. This book represents a model for understanding Kaizen inside Toyota and the skills required to analyze basic processes and drive improvement. --Russ Scaffede, former V.P. of manufacturing, Toyota Motor Manufacturing

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