Archives
May 2020
- Leading the Change
- Lean Implementation Strategies and Tactics
- Telling the Story Using an A3 Report
- Plan-Do-Check-Act
- Consider Alternative Solutions While Building Consensus
- Complete a Thorough Root Cause Analysis
- Situation and Define the Problem
- Problem Solving the Toyota Way
- Develop Suppliers and Partners as Extensions of the Enterprise
- Toyota Supply Systems
- Toyota Supplier Partnering Characteristics
- Develop Exceptional Team Associates
- Develop Leaders Who Live Your System
- Make Technology Fit with People and Lean Processes
- Build a Culture That Stops to Fix Problems
- Toyota Leveling Paradox
- Establish Standardized Processes and Procedures
- Create Connected Process Flow
- Create Initial Process Stability
- Starting the Journey of Waste Reduction
- Define Your Company Purpose
- Developing Improvement Kata Behavior in Your Organization
- Written Document to Support Toyota Mentor/Mentee Dialogue
- Summary Discussion of the Toyota Mentor/Mentee Case
- Toyota’s Mentor/Mentee Case Example
- Toyota Coaching Kata: Leaders as Teachers
- Who Carries Out Process Improvement at Toyota?
- How Toyota Utilizes PDCA
- This Is PDCA (Plan-Do-Check-Act)
- How Toyota Works Through the Gray Zone
- Establishing a Target Condition
- Target Condition Thinking
- Mobilizing Our Improvement Capability
- Now Toyota’s Tools Make More Sense
- Pull Systems (Kanban) – Lean Techniques
- Heijunka (Leveling Production) – Lean Techniques
- 1×1 Production (Continuous Flow) – Lean Techniques
- Takt Time – Lean Techniques
April 2020
February 2010
- Automobile Supply Chain in Europe Versus North America
- How Toyota and Suppliers Work Together as Partners
- How Toyota Suppliers Interact with Toyota
- How Toyota Dealers Interact with Toyota
- Logistics Operation at Toyota in North America
- Toyota Production Control Regarding Production Planning and Scheduling
- How Toyota Selects and Develops Suppliers
- How Toyota Works with its Suppliers
January 2010
- The Beer Game and the Toyota Supply Chain
- How to Apply Toyota Way Principles to Nonautomotive Supply Chains
- Coordination and Lean
- The Practice of Learning
- Learning Rate Implications
- Continuously Solving the Root Causes
- Developing Your People and Partners
- Applying the Above Process Design Principles
- Managing Variety Using Standardized Tasks
- Managing Variability by Stopping the Line to Fix Problems
- Managing Visibility by Leveling the Workload
- Managing Velocity Using Continuous Process Flow
- The Essential Ingredients of the Toyota Way
- The Toyota Way of Managing Supply Chains
- Toyota Crisis Management
- Toyota Dealer and Demand Fulfillment
December 2009
November 2009
May 2009
- 13 Tips for Transitioning Your Company to a Lean Enterprise
- Why Changing Culture Is So Difficult
- Six Sigma, Lean Tools, and Lean Sigma: Just a Bunch of Tools?
- The Importance of Sustained Leadership Commitment: Two Examples
- A Commitment from the Top to Build a Total Culture from the Ground Up
- It’s All About Supporting the Core Value Stream
- Visual Control of Engineering at Genie Industries
- A Northrop Grumman Ship Systems Service Process Kaizen Event
- Phase Three: After the Workshop – Sustaining and Continuous Improvement
- Phase Two: The Kaizen Workshop
- Phase One: Preparation for the Workshop
- Developing and Implementing Value Stream Maps Through Kaizen Workshops
- Canada Post Corporation: Lean in Repetitive Service Operations
- The Problem of Identifying Flow in Service Organizations
- Using the Toyota Way to Transform Technical and Service Organizations
- Creating a Learning Organization Is a Long-Term Journey
- Hoshin Kanri – Directing and Motivating Organizational Learning
- Process vs. Results Orientation: The Role of Metrics
- Hansei: Responsibility, Self-Reflection, and Organizational Learning
- “Practical Problem Solving” in Seven Steps
April 2009
- Getting to the Root Cause by Asking “Why?” Five Times
- The Principle: Identify Root Causes and Develop Countermeasures
- A Great Deal of Learning up Front Makes for Easier Decision Making
- Communicate Visually on One Piece of Paper to Arrive at Decisions
- Getting on the Same Page Through Nemawashi
- Broadly Consider Alternative Solutions with a Set-Based Approach
- The Principle: Thorough Consideration in Decision Making
- The Way of Genchi Genbutsu Is Ingrained in a Country’s Culture
- Hourensou-Rapid Genchi Genbutsu for Executives
- Leaders Are Not Excused from Genchi Genbutsu
- See America, Then Design for America
- Think and Speak Based on Personally Verified Data
- Ohno Circle – Watch and Think for Yourself
- The Principle: Deeply Understanding and Reporting What You See
- Developing an Extended Learning Enterprise Means Enabling Others
- Saving “Sick” Suppliers Through TPS
- Working with Suppliers for Mutual Learning of TPS
- Partnering with Suppliers While Maintaining Internal Capability
- How Ford and Toyota Took Different Approaches to a Logistics Partnership
- The Principle: Find Solid Partners and Grow Together to Mutual Benefit in the Long Term
- People Drive Continuous Improvement
- External Motivation Theories
- Internal Motivation Theories
- At Toyota, Everything You Learned in School About Motivation Theory Is Right
- Work Groups Are the Focal Point for Solving Problems
- Developing Teams at Toyota: Not a One-Minute Proposition
- Launching a Toyota Facility in North America: One Shot at Getting the Culture Right
- The Principle: Developing Excellent Individual Work While Promoting Effective Team Work
- Form vs. Function of Teams
- The Common Themes of Leadership at Toyota
March 2009
- The Chief Engineer: The Critical Link to Innovation, Leadership, and Customer Satisfaction
- First Lesson of Management-Putting Customers First
- First American President of Toyota Motor Manufacturing
- The Principle-Growing Your Leaders Rather than Purchasing Them
- The Role of Technology – Adapting It Appropriately
- IT in Toyota’s Product Development Process
- How Information Technology Supports the Toyota Way
- People Do the Work, Computers Move the Information
- The Principle-Adoption of New Technology Must Support Your People, Process, and Values
- Keeping It Visual Through Technology and Human Systems
- A3 Reports: Capturing All You Need to Know on One Sheet of Paper
- Visual Control and Office Work
- Visual Control to Enhance Flow in a Service Parts Warehouse
- Visual Control Systems Are About Improving Value Added Flow
- The Principle-Clean It Up, Make It Visual
- Use Visual Control So No Problems Are Hidden
- Standardization as an Enabler
- Standardizing Work for a New Product Launch
- Coercive vs. Enabling Bureaucracies-Employee Empowerment
- The Principle: Standardization Is the Basis for Continuous Improvement and Quality
- Building in Quality Is a Principle, Not a Technology
- Building in Quality in a Services Environment
- Keep Quality Control Simple and Involve Team Members
- Using Countermeasures and Error-Proofing to Fix Problems
- The Principle-Stopping the Process to Build in Quality (Jidoka)
- Case Example: Building Aluminum Gutters on a Level Production Schedule
- Putting Leveling and Flow Together-A Tough Sell
- Heijunka in Service Operations
- “Build to Order” Yet Heijunka
- Leveling the Schedule-Inventory’s Role
- Heijunka-Leveling Production and Schedules
February 2009
- Using Pull in a GM Office
- Push Scheduling Has Its Place
- Toyota’s Kanban System—Pull Where You Must
- Pull-Replenishment in Everyday Life
- The Principle-Customer Pull and Replenishment
- Why Creating Flow Is Difficult
- Benefits of One-Piece Flow
- Takt Time: The Heart Beat of One-Piece Flow
- Why Faster Means Better in a Flow
- Traditional Mass Production Thinking
- Most Business Processes Are 90% Waste and 10% Value-Added Work
- The Gutting of Chrysler’s Culture: A Cautionary Tale
- Create a Constancy of Purpose and Place in History
- Toyota’s Mission Statement and Guiding Principles
- Use Self-Reliance and Responsibility to Decide Your Own Fate
- Don’t Let Business Decisions Undermine Trust and Mutual Respect
- The NUMMI Story: Building Trust with Employees
- Doing the Right Thing for the Customer
- A Mission Greater than Earning a Paycheck
- Other Toyota Way Principles from the Prius Story
- Toyota’s New Product Development Process
- The Clay Model Freeze-15 Months to Go
- A New President with a New Mission-Prius Leads the Way
- Phase III: Accelerating the Development Project
- The Hybrid Gets a Push from the Top
- The 21st-Century Car: Environmentally Friendly, Conserving Natural Resources
- An Unlikely Chief Engineer Invents a New Approach to Car Development
- The Prius Blueprint
January 2009
- Achieving No-Compromise Objectives
- Listening to the Customer and Benchmarking the Competition
- Lexus: A New Car, a New Division by the Michael Jordan of Chief Engineers
- The Toyota Way Is More than Tools and Techniques
- The “TPS House” Diagram: A System Based on a Structure, Not Just a Set of Techniques
- Traditional Process Improvement vs. Lean Improvement
- Creating the Manufacturing System That Changed the World
- One-Piece Flow, a Core Principle
- The Development of the Toyota Production System (TPS)
- The Toyota Automotive Company
- The Toyoda Family: Generations of Consistent Leadership
- Using the Toyota Way for Long-Term Success
- Why Companies Often Think They Are Lean—But Aren’t
- The Toyota Production System (TPS) and Lean Production
- The Toyota Way: Using Operational Excellence as a Strategic Weapon