"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.
The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise
The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.
Автор: Toyota, Junichi Название: Diachronic change in the english passive ISBN: 0230553451 ISBN-13(EAN): 9780230553453 Издательство: Springer Рейтинг: Цена: 14673.00 р. Наличие на складе: Есть у поставщика Поставка под заказ.
Описание: In this coherent historical development of the passive voice in English, the main argument deals not only with the passive per se, but also with its related constructions, which can play vital parts in identifying both functional and structural motivations for creating the passive.
Описание: This book covers implementation of Lean Thinking in manufacturing and service industries, covering `Hoshin Kanri,` the Value Stream Mapping Tool, Toyota Production System tools, lean metrics and Value Stream Accounting. Includes photos, diagrams and tables.
Описание: Having spent 40 years working at the side of Taichii Ohno at Toyota, the author recounts his experiences transforming operations as we know them.
Building upon the international bestselling Toyota Way series of books by Jeffrey Liker, "The Toyota Way to Continuous Improvement" looks critically at lean deployments and identifies the root causes of why most of them fail. The book is organized into three major sections outlining: Why it is critical to go beyond implementing lean tools and, instead, build a culture of continuous improvement that connects operational excellence to business strategy Case studies from seven unique industries written from the perspective of the "sensei" (teacher) who led the lean transformation Lessons about transforming your own vision of an ideal organization into reality
Section One: Using the Plan-Do-Check-Adjust (PDCA) methodology, Liker and Franz contrast true PDCA thinking to that of the popular, superficial approach of copying "lean solutions." They describe the importance of developing people and show how the Toyota Way principles support and drive continuous improvement. Explaining how lean systems and processes start with a purpose that provides a true north direction for all activities, they wrap up this section by examining the glaring differences between building a system of people, processes, and problem- solving that is truly lean versus that of simply trying to "lean out" a process.
Section Two: This section brings together seven case studies as told by the "sensei" who led the transformation efforts. The companies range from traditional manufacturers, overhaul and maintenance of submarines, nuclear fuel rod production, health care providers, pathology labs, and product development. Each of these industries is different but the approaches used were remarkably similar.
Section Three: Beginning with a composite story describing a company in its early days of lean implementation, this section describes what went right and wrong during the initial implementation efforts. The authors bring to light some of the difficulties the "sensei" faces, such as bureaucracies, closed-minded mechanical thinking, and the challenges of developing lean coaches who can facilitate real change. They address the question: Which is better, slow and deep organic deployment or fast and broad mechanistic deployment? The answer may surprise you. The book ends with a discussion on how to make continuous improvement a way of life at your company and the role of leadership in any lean transformation.
"The Toyota Way to Continuous Improvement" is required reading for anyone seeking to transcend his or her tools-based approach and truly embrace a culture of continuous improvement.
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