Book Evaluation : The Toyota Means

Book Evaluation : The Toyota Means

"Never be glad with inaction. Question and redefine your function to attain progress."
"The Toyota way" talks a few manufacturing philosophy "The Toyota Manufacturing System" (TPS) often known as "Lean Production", which made it the world’s most revenueable automaker. TPS is a sophisticated system of production during which all the elements contribute to a whole. Jeffrey K. Liker describes 14 management rules an organization should embrace. These 14 ideas are divided and discussed using a 4P mannequin: Philosophy, Process, People & Companions and Problem Solving.
Philosophy
It states that the mission of a company ought to deal with factors that contribute to the growth of the corporate and wellbeing of the employees.
Maintainable growth can solely be achieved by doing the best factor for the company, its workers, the shopper and the society as a whole.
The Process
It focuses on the Lean manufacturing process: implementation of Lean .
Folks and Partners
People are probably the most valuable asset, all employees have to be empowered and take part in continuous improvement and the organization ought to problem and work along with its suppliers and partners to optimize the supply chain .
Downside Fixing
It is important to have consensus within the implementation part of the process. All problems needs to be solved with the consensus of all of the crew members.
Since the starting, post battle Japan in 1980’s, Toyota’s key to operation was flexibility (creating continuous materials move all through the manufacturing process). It centered on making lead time quick and keeping manufacturing strains flexible. Eliminating waste material and time in every step of the production process lead to very best quality, while improving security and morale.
The way in which Toyota engineered and manufactured the autos resulted in sooner designing of autos, with extra reliability, but at competitive worth which made it the third largest auto manufacturer in the world behind General motors and Ford with world vehicles gross sales of over six million per 12 months in 170 countries.
Synopsis
Gary Convis, The managing officer and president of Toyota Motor Manufacturing in Kentucky, joined Toyota after working within the U.S. auto trade for 18 years; there he saw the transformation of the worst workforce the Basic Motors to the best US Manufacturing Facility at NUMMI (The Toyota/GM three way partnership plant in Fremont, California).All of it happened because of the lean manufacturing method i.e. toyota culture ebook Production System. The Toyota Production System was designed utilizing numerous ideas ranging from the shop flooring to the engineering and business service operations.
The First Part: Using Operational Excellence as a strategic weapon
All of it started in 1950’s, when to create a learning enterprise, Toyota adopted the idea of "Pull System" on the store flooring where step 1 said not making the elements till the next course of after it uses up its unique provide of parts.
Step 2 utilized small amount of safety stock that triggers a sign for new elements to be made.The pull system helped in evolution of the 2 pillars of Lean production (TPS) i.e. JIT (Just in Time) and In-built Quality (Jidoka).
Just in Time is a set of rules, instruments, strategies that permits a company to produce and deliver products in small portions, with quick lead times to meet specific buyer needs. JIT adopted the Japanese phrase "atokotei wa a-kyakusama" from the teachings of American high quality pioneer, W. Edwards Deming, which means the next process is the shopper as for the pull system to work correctly the continuing process must always do what the next course of says.