The Toyota Production System has been studied by people eager to find its secret to success for many years. Too often we shout "Eureka!" and run off to implement the set of techniques or tools that seem to fit our situation that best. When this approach is only partially successful, we make excuses that "we are different" than Toyota. In fact, all of our businesses and processes are more similar to Toyota than we would like to admit. What Toyota does differently and better than most of us is to learn from others and from themselves, studying both failures and successes. Exploring the keys to the Toyota Production System and its success requires that we keep an open mind and seek to learn from many sources. Book 2 of The Illustrated Toyota Production System: A Process Improvement Methodology provides immediately useful ideas and tool for continuous improvement that can be applied again and again to reduce waste and improve productivity, safety, and quality.
Preface
Section 1 : What is Kaizen?
Chapter 1 : Kaizen is Built on Respect for People
Chapter 2 : A Key to Toyota’s Outstanding Success
Chapter 3 : Sharing Information through Visualization
Chapter 4 : Creating a Common Understanding of Work through Visual Management
Chapter 5 : Examples of Visual Management
Chapter 6 : Knowledge is Not Sufficient—Creativity is Needed
Chapter 7 : We Know Defects Are Waste—Why Can’t We Kaizen Them Away?
Chapter 8 : Understand Time-Tested and Proven Problem Solving Techniques
Chapter 9 : Kaizen Must Be Workplace-Centered
Chapter 10 : Understand the True Nature of Defects
Chapter 11 : How to Find the Root Causes of Defects in the Workplace
Chapter 12 : Getting Rid of the Waste of Inspection
Chapter 13 : Causes of Careless Mistakes & the Pokayoke Concept
Chapter 14 : Three Approaches to Pokayoke
Chapter 15 : How to Cope with Unplanned Minor Stops of Equipment
Chapter 16 : How Can We Learn to See Waste?
Chapter 17 : What to Do When You Cannot Find Topics for Kaizen
Section 2 : Industrial Engineering (IE) Methods Are the Foundation of Kaizen at Toyota
Chapter 18 : What Are IE Methods?
Chapter 19 : The First Step Toward Productigvity Improvement is to Study the Work
Chapter 20 : What is Process Analysis?
Chapter 21 : What is Motion Analysis?
Chapter 22 : Reducing the Number of Motions Using Motion Economy Principles
Chapter 23 : Making Work Easier Using Motion Economy Principles
Chapter 24 : What Are Standard Times?
Chapter 25 : Using the Work Sampling Method to Understand the Process
Chapter 26 : How to Use Work Sampling
Chapter 27 : How to Use Random Timetables
Chapter 28 : Case Example of Analysis in a Workplace with Poor Visibility (Distribution Warehouse)
Chapter 29 : How to Find Waste within a Flow Process
Chapter 30 : How to Do Line Balancing Analysis
Chapter 31 : How to Kaizen Line Balancing
Section 3 : Achieving Manpower Savings by Analyzing Each Process
Chapter 32 : How to Recognize Waste of Transportation
Chapter 33 : Aiming for Zero Transportation
Chapter 34 : Various Types of Transportation Methods in Use at Toyota
Chapter 35 : Don’t Overlook the Waste within Processes
Chapter 36 : Clarify the Roles of People and Machines
Chapter 37 : Enabling Multi-Machine Operation at Injection Molding Plants
Chapter 38 : Education and Training Help People See Waste
Chapter 39 : Proven Techniques Help Expose Problems
Chapter 40 : We Reduced Our Machine Problems to Zero, So Why Can’t We Implement Multiple-Machine Handling?
Chapter 41 : Develop Powers of Observation So Busywork Does Not Fool You
Chapter 42 : Not Only Did We Succeed with Multi-Machine Handling and Manpower Saving, but the Work Became Easier
Chapter 43 : Points to Focus on When Performing a Large Number of Operations
Chapter 44 : Making Work Easier By Applying Motion Economy Principles
Chapter 45 : Be Mindful of Small Details Such as Lighting
Section 4 : Kaizen of Flow Lines Using Time Analysis
Chapter 46 : All Waste is Connected to the Waste of Waiting
Chapter 47 : The Concepts of Takt Time and Line Balancing
Chapter 48 : Operation Improvement through Continuous Time Analysis
Chapter 49 : Case Example of Time Analysis
Chapter 50 : How to Document the Time Study
Chapter 51 : Kaizen in a Flow Line with Six Operators
Chapter 52 : Finding Hints for Kaizen within Parts Drawings
Chapter 53 : Begin Kaizen by Using Proven Techniques
Chapter 54 : The Wonder of Video Analysis : Products Are Made Faster than the Time of the Bottleneck Process
Chapter 55 : Eliminating Busywork and Non-Value Added Work
Chapter 56 : Doubling Productivity through line Balancing by Applying Motion Economy Principles
Chapter 57 : Don’t Overlook the Seconds of Kaizen Opportunity
Chapter 58 : Find Waste in Motion Elements by Using Motion Economy Principles
Chapter 59 : Waste of Motion and Waste of Waiting
Chapter 60 : Toyota-Style IE Is a Total Company Approach Linked Directly to Profit
Bibliography
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