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 out situation the best. When this approach is only partially successful, we make excused 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.The illustrated Toyota Production System: A lean Transformation Primer uses a series of short one-point lessons combined with illustrations and is an excellent resource to begin your exploration or refresh your knowledge.
Publisher`s Foreword
Author`s Preface
Translator`s Preface
SECTION I : THE TOYOTA PRODUCTION SYSTEM (TPS) STRUCTURE & PHILOSOPHY
Chapter 1 : High Quality and High Profit by Eliminating Waste
Chapter 2 : The Secret`s of Toyota`s High Profit is their Philosophy of Making Things
Chapter 3 : Thorough Elimination of "3mu" to Build a High Quality,High Profit System
Chapter 4 : True Efficiency vs. Apparent Efficiency
Chapter 5 : The Basic Philosophy about Waste at Toyota
Chapter 6 : Toyota`s Seven Types of Waste
Chapter 7 : The Steps for Eliminating of Seven Types of Waste
Chapter 8 : How to Remove the Waste of Overproduction
Chapter 9 : Is Inventory Evil?
Chapter 10 : Why Do Companies NOt Succeeed at Zero Inventory Operation?
Chapter 11 : Zero Inventory Exposes Internal Problems
Chapter 12 : Zero Inventory Begins by Improving Inventory Accuracy
Chapter 13 : To Improve Inventory Taking Accuracy
Chapter 14 : Case Example of Inventory Taking
Chapter 15 : The OVerall Picture of TPS
SECTION II : JUST IN TIME
Chapter 16 : What is Just in Time?
Chapter 17 : Heijunka as a Prerequisite of Just in Time
Chapter 18 : Why Do Companies NOt Succeed in Just in Time?
Chapter 19 : Making Processes Flow
Chapter 20 : What is Production Leat Time?
Chapter 21 : The Meaning of One-Piece Flow Production
Chapter 22 : What is the Required Takt Time for Production?
Chapter 23 : Withdrawal (PULL) by the Downstream Processes
Chapter 24 : What is the Kanban System?
Chapter 25 : The Types of Kanban
Chapter 26 : Enabling the Use of Kanban
Chapter 27 : Why Do We Practice 5S?
Chapter 28 : Sort is to Throw Away Unnecessary Things
Chapter 29 : Straighten is to Make Things Immediately Available
Chapter 30 : Sweep is to Focus and Thoroughly Implement
Chapter 31 : Key Points to Start Implementing TPS with 5S
SECTION III : JIDOKA, OR AUTOMATION WITH HUMAN INTELLIGENCE (AUTOMOMATION)
Chapter 32 : What is Jidoka?
Chapter 33 : The Relationship between Jidoka and Just in Time
Chapter 34 : Why do Companies Not Succeed at Jidoka?
Chapter 35 : Quality is Built in at the Process
Chapter 36 : Differences between Work Standards and Standard Work
Chapter 37 : Key Points for Standard Work
Chapter 38 : The Standard Work Combination Sheet and the Standard Work Sheet
Chapter 39 : Reasons Why Standard Work is Difficult to Establish
Chapter 40 : The Difference between Manpower Saving and Multi-Process Handling
Chapter 41 : Flexible Manpower
Chapter 42 : The Difference between Rate of Operation and Operational Availability
Chapter 43 : Key Points for Setup Time Reduction
Chapter 44 : The Steps of Setup Time Reduction
Chapter 45 : The Importance of Maintenance
Chapter 46 : Safety Takes Precedence Over Everything Else
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