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丰田汽车：精益模式的实践TOYOTA WAY FIELDBOOK

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Jeffrey Liker 著 / Warner Books / 2005-09 / 平装

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图书 > 外文古旧书 > 英文书 > 管理
丰田汽车：精益模式的实践TOYOTA WAY FIELDBOOK
作者: Jeffrey Liker 著

出版社: Warner Books

出版时间: 2005-09

版次: 1

ISBN: 9780071448932

定价: 255.00

装帧: 平装

开本: 16开

纸张: 胶版纸

页数: 475页
内容简介：

The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures.

作者简介：

JEFFREY K.LIKER, the author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering and cofounder and Director of the Japan Technology Management Program at the University of Michigan. His work has appeared in The Harvard

目录：

Acknowledgments

Foreword

Preface

Part Ⅰ Learning from Toyota

1.Background to the Fieldbook

Why The Toyota Way Fieldbook?

How the Book Is Organized

Overview of the Toyota Way Principles

How to Use This Book

Part Ⅱ Why Does Your Company Exist?

2.Define Your Corporate Philosophy and Begin to Live It

What Is Your Company's Philosophy?

A Sense of Purpose Inside and Out

Creating Your Philosophy

Living Your Philosophy

Making a Social Pact with Employees and Partners

Maintaining Continuity of Purpose

Part Ⅲ Creating Lean Processes Throughout Your Enterprise

3.Starting the Journey of Waste Reduction

Lean Means Eliminating Waste

Developing a Long-Term Philosophy of Waste Reduction

Value Stream Mapping Approach

Benefits of the Value Stream Mapping Approach

Developing a Current State Map

Understand Your Objectives When Mapping the Current State

Limitations of the Value Stream Mapping Approach

Creating Flow Step by Step

Sequential and Concurrent Continuous Improvement

4.Create Initial Process Stability

First Get to Basic Stability

Indicators of Instability

Clearing the Clouds

Objectives of Stability

Strategies to Create Stability

Identify and Eliminate Large Waste

Standing in the Circle Exercise

Standardized Work as a Tool to Identify and Eliminate Waste

5S and Workplace Organization

Consolidate Waste Activities to Capture Benefits

Improve Operational Availability

Reduce Variability by Isolating It

Level the Workload to Create a Foundation for

Flow and Standardization

5.Create Connected Process Flow

One-Piece Flow Is the Ideal Why Flow?

Less Is More: Reduce Waste by Controlling Overproduction

Strategies to Create Connected Process Flow

Single-Piece Flow

Key Criteria for Achieving Flow

Complex Flow Situations

Pull in a Custom Manufacturing Environment

Creating Pull Between Separate Operations

Flow, Pull, and Eliminate Waste

6.Establish Standardized Processes and Procedures

Is Standardization Coercive?

Standardized Work or Work Standards?

Objective of Standardization

Strategies to Establish Standardized Processes and Procedures

……

7.Leveling:Be More Like the Tortoise Than the Hare

8.Build a Culture That Stops to Fix Problems

9.Make Technology Fit with People and Lean Processes

Part Ⅳ Develop Exceptional People and Partners

10.Develop Leaders Who Live Your System and Culture from Top to Bottom

11.Develop Exceptional Team Associates

12.Develop Suppliers and Partners as Extensions of the Enterprise

Part Ⅴ Root Cause Problem Solving for Continuous Learning

13.Problem Solving the Toyota Way

14.Develop a Thorough Understanding of the Situation and Define the Problem

15.Complete a Thorough Root Cause Analysis

16.Consider Alternative Solutions While Building Consensus

17.Plan-DO-Check-Act

18.Telling the Story Using an A3 Report

Part Ⅵ Managing the Change

19.Lean Implementation Strategies and Tactics

20.Leading the Change

Index

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