Book Overview : The Toyota Method

Book Overview : The Toyota Method

"The Toyota method" talks about a manufacturing philosophy "The Toyota Manufacturing System" (TPS) also known as "Lean Manufacturing", which made it the world’s most revenueable automaker. TPS is a sophisticated system of production in which all of the components contribute to a whole. Jeffrey K. Liker describes 14 administration rules a company ought to embrace. These 14 ideas are divided and mentioned using a 4P model: Philosophy, Process, Folks & Companions and Drawback Solving.
Philosophy
It states that the mission of a company ought to give attention to factors that contribute to the growth of the corporate and wellbeing of the employees.
Sustainable progress can only be achieved by doing the right thing for the corporate, its workers, the client and the society as a whole.
The Process
It focuses on the Lean manufacturing process: implementation of Lean .
Individuals and Companions
People are essentially the most valuable asset, all workers have to be empowered and participate in steady improvement and the group ought to problem and work along with its suppliers and companions to optimize the supply chain .
Drawback Fixing
It is important to have consensus in the toyota way summary implementation part of the process. All problems needs to be solved with the consensus of all the staff members.
Since the beginning, submit war Japan in 1980’s, Toyota’s key to operation was flexibility (creating steady materials movement throughout the manufacturing process). It centered on making lead time quick and keeping production lines flexible. Eliminating waste materials and time in each step of the manufacturing process lead to best quality, while bettering safety and morale.
The way Toyota engineered and manufactured the autos resulted in quicker designing of autos, with more reliability, yet at competitive price which made it the third largest auto manufacturer on the earth behind Common motors and Ford with world vehicles sales of over six million per 12 months in one hundred seventy countries.
Synopsis
Gary Convis, The managing officer and president of Toyota Motor Manufacturing in Kentucky, joined Toyota after working in the U.S. auto business for 18 years; there he noticed 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 due to the lean manufacturing approach i.e. Toyota Manufacturing System. The Toyota Manufacturing System was designed utilizing various ideas ranging from the shop floor 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 followed the concept of "Pull System" on the shop floor the place step 1 said not making the parts until the next process after it uses up its original provide of parts.
Step 2 utilized small quantity of security stock that triggers a signal for new elements to be made.The pull system helped in evolution of the two pillars of Lean production (TPS) i.e. JIT (Just in Time) and Built in High quality (Jidoka).
Just in Time is a set of principles, instruments, strategies that allows an organization to supply and deliver products in small quantities, with short lead times to fulfill particular buyer needs. JIT followed the Japanese phrase "atokotei wa a-kyakusama" from the teachings of American high quality pioneer, W. Edwards Deming, which means the subsequent process is the shopper as for the pull system to work correctly the proceeding process should always do what the following process says.
Kiazen (Change for the higher) is the other problem fixing, systematic strategy adopted which focuses on sustaining TPS on a daily basis .It teaches individual abilities for working effectively in small teams ,solving issues ,documenting and enhancing processes, collecting and analyzing information and self-managing within a peer group. Thus JIT relies on Kanban.
Edwards Deming additionally recommended the Plan–Do-Check-Act (PDCA) cycle method to resolve issues i.e. eliminating all waste that adds price without adding value. This new manufacturing system grew to become a new very best means in manufacturing and service delivery. The lean improvement initiative helped the businesses to see the huge opportunities for reducing waste by getting rid of, or reducing, non-worth-added steps.
Toyota has identified seven main types non-worth-adding waste in business or manufacturing process. They can be applied to product growth, order taking and the office (not just the manufacturing line).