The field book, which builds upon the 4 P model first introduced by
Dr. Liker in The Toyota Way, will be available in September, and advanced
orders may be submitted at Amazon.com. (Link to Amazon web site page
for the book) This fieldbook will contain over 300 pages of information,
with well over 50 tables, charts, and graphics detailing the methods
used by Toyota to achieve their tremendous success. In this book the
authors will clearly and simply explain some of the most misunderstood
aspects of the Toyota Production System (TPS), and will provide for the
reader a practical understanding of the fundamentals as well as a deeper
knowledge.
The first P- Develop a long-term Philosophy- is the bedrock of Toyota's
culture that is propelling them to the predominant position in the automotive
industry. Many companies today are plagued by short-term thinking and
strive to achieve results on a quarter-by-quarter basis. Toyota has a
vision that will carry them into the next decade, and the next century.
David and Jeff reveal key details of the second P- Process carefully
outlining the steps necessary to achieve the tremendous gains possible
from implementing Toyota’s manufacturing system. Achieving stable operations
is a prerequisite for creating smooth flow of material with the least
amount of waste. The stability
phase focuses on the reduction of process variation and consistent
ability to satisfy customer demand. Elimination of major waste and the
correction of significant problems are critical for the establishment
of connected flow within a value stream.
In these chapters the authors outline several models depicting the relationship
between the elimination of waste, the creation of material flow, and
the surfacing of problems within the value stream. A thorough understanding
of these relationships helps people understand the sometimes counter-intuitive
methods used by Toyota.
Standardization is a key element of
the Toyota system. A process that is not standardized is fraught with
chaos, variation, and the associated problems of continually “riding
the wave.” According to Toyota, standardization is the baseline for
continuous improvement, the time when real improvement begins and is
measurable. A standardized process is centered on a basic level schedule,
and takt time. This standard provides a “core” onto which the requirements
for people, material, machinery, and work methods are aligned. Without
the core there is nothing to consistently align with and variability
will continue to oscillate throughout the value stream creating a “bull
whip” effect.
After the baseline standardization is established the process is incrementally
leveled. This is a carefully controlled and systematic “squeezing” of
key processes within the value stream that will yield improvements throughout
the entire value stream, and will force additional shortcomings to surface
and the process to become unstable again. It is this continued cycling
through the stability, flow, standardization, and incremental leveling
stages that make up the heart of Toyota’s manufacturing process. The
third P- People and Partners outlines
the practices utilized by Toyota to select and develop the people that
are the true key to Toyota’s outstanding success. It is the people that
put into practice the philosophy and processes that give Toyota its edge.
The Toyota philosophy places the importance of people that are capable
of logical and creative thinking and problem solving at the highest level,
and the development of associates is of primary concern. In addition,
Toyota seeks to develop long-term relationships with suppliers that will
insure the continued success of both companies. Toyota understands the
importance of suppliers that can deliver the highest quality product
at the exact time specified, and spends considerable time and effort
to help suppliers achieve those objectives.
The fourth and final P--Problem Solving--outlines
the methodology used by Toyota as a framework for logical thinking that
guides nearly all activities within the company. The ability to identify
problems and effectively analyze to find their root causes is an essential
skill that is practiced by all leaders within Toyota. The authors provide
details of every step of this process and detail various ways that the
problem-solving story can be outlined on the “A3” one pager report. This
material alone could help any reader achieve tremendous success at work
or in their personal lives.