... change. As
they’ve opened operations in other countries, they place the highest importance
on developing the Toyota Way culture in each operation they set up. They do
this through the coordinator ... strongly support the Toyota Way. Yet Toyota
has had considerable success in moving their system to other countries. Over
time, the company has learned that they cannot build t...
... was going to be the degree to which the
company could—in short—establish the Toyota Way.
They didn’t call it the Toyota Way then. It was just the way Toyota did
things.” The Toyota Production ... the Toyota Way. More than anyone, they must exemplify
the philosophy in everything they do: the decisions they make and how they go
about making the decisions. They...
... flow loop. The
objective is to always satisfy the customer. Although the “true” customer
is the operation withdrawing from the supermarket, the consumption from
the supermarket represents the demand. ... focused on the individual cost of labor, or piece production costs
rather than the overall cost for the entire system.)
The case example below compares the two thoug...
... that the agreement is defined based on
the schedule. All processes are working to the “same” schedule.
In fact they
may be on the same schedule, but they are not on the same page.
THE TOYOTA WAY ... from suppliers. The prototype group
waited as long as they could for all the parts they needed and then
started building whatever seats they could with the parts they had.
T...
... today. Often the “culture”
THE TOYOTA WAY FIELDBOOK1 72
THE TOYOTA WAY FIELDBOOK1 56
repeating increment. In our case, the pattern has a four-day repeating sequence
and each item is leveled (the totals ... pitch. Then incrementally reduce the
pitch by one-half as the processes become more capable and
refined.
THE TOYOTA WAY FIELDBOOK1 46
the root cause of the...
... from the tool for all our efforts in a matter of months.
THE TOYOTA WAY FIELDBOOK2 04
THE TOYOTA WAY FIELDBOOK1 90
Solution: Separate the dealer sheets by designated fax machine and
place the sheets ... on the block, you will not get lean.
The Toyota Way always starts with the customer. What does the customer
want? Then ask what process will add value to the...
... conveyance,
THE TOYOTA WAY FIELDBOOK3 20
For the Big Three, target pricing equals “squeeze the supplier until we are dead.”
I have asked how they have developed the target price. The answer is the following—
silence. ... and they fell somewhat short of the target cost
reduction, Toyota would not punish them. And since Toyota was closely moni-
toring the process, they...
... point, or the “point of recognition,”
rather than at the level of the true problem. They have identified what they
believe the problem to be, but they may be further down the causal chain rather
than ... this
way, adjustments can be made throughout the day, based on the
checking frequency (hourly), to ensure the successful completion
of the task at the end of the period...
... Your name
b. The theme of the problem (describe the objective of solving
the problem)
c. The name of the work area, department, facility, etc.
d. The date of the report
2. Complete the problem ... should fit the story, not the other way around. If a section of the story
requires more or less space, then adjust accordingly.
The right-hand side of the paper is gene...