The Toyota economic system how leaders create true prosperity through financial congruency, dignity of work, and environmental stewardship
This book analyzes the purpose and relationship between the different elements of the Toyota Production System (TPS) and how they add up to a system that brings engineering and managerial solutions to businesses and society.
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Abingdon, England :
Routledge
[2023]
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009784627206719 |
Tabla de Contenidos:
- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- Acknowledgments
- About the author
- Introduction
- Section 1 Philosophy, principles, and goals: Beyond tradeoffs by aiming for total instead of individual efficiency
- Chapter 1 Production systems' contribution to human progress
- Initial condition: Craftsmanship
- Current condition: The great mass production system
- Inflexibility in producing customized goods makes profit conflict with cash flow
- Dehumanization of work
- Singular dependence on economic growth and environmental pollution (Myopic dependency of singular performance metrics)
- Target condition: The Toyota Production System
- Technical innovation: Reconcile profit with cash flow
- Labor relation innovation: Re-humanization of work
- Economic innovation: Congruence between economic growth and environmental stewardship
- A new economy paradigm
- Chapter 2 Toyota Production System (TPS) as a system
- The three elements of TPS: What TPS does
- The philosophical element
- Customer focus philosophy
- "People are the most important asset" philosophy
- Kaizen philosophy
- Shop floor focus philosophy
- The technical element
- The managerial element (expertise with a framework)
- The unity of the three elements displayed in the house of TPS
- The house of TPS: A holistic framework from which to think
- The roof of the house: The goals of TPS
- The pillars of the house: The technical methods of TPS
- The foundation of the house: The managerial methods of TPS
- The house of TPS as a system
- Section 2 Technical innovation: Congruency Between profit and Cash Flow
- Chapter 3 As a system of economies of scale based on individual efficiency the traditional mass production system has inherent contradictions
- Batch of conveyance to reduce cost conflicts with quality and lead-time.
- Batch of production to reduce cost conflicts with quality and lead-time
- Batch processing means relying on a long-range forecast
- Long lead-time of supply against production starts
- Long lead-time against equipment design
- Trading-offs factors instead of innovating
- Chapter 4 The Toyota Production System and its inherent harmony: Approach to reconciling income and cash flow financial statements
- Stop and notify, the first element of jidoka
- Stop-and-notify
- Stop-and-notify via poka-yoke or failsafe process
- Stop-and-notify via Andon
- Final manual inspection station
- Stop-and-notify: Conclusion
- Continuous flow as the first element of Just-in-Time
- The mass production system: Isolated and functionally organized assets and processes
- The issue with terminology
- Lead-time
- Clarification of terms and process characteristics
- Process design for continuous flow
- Continuous flow requires each process to have the same cycle time
- Continuous flow and proximity of processes
- Continuous flow and eliminating changeover time between product variety
- Summary of process design for continuous flow
- Design for a batch size of production as a result of changeover time and cost
- The economic order quantity (EOQ)
- Lot size calculation based on demand
- Summary of batch size of production
- Production lead-time versus the rate of supply under different conditions
- Discrete mass production system conditions
- Continuous flow conditions
- Conclusion of production lead-time calculation
- Summary of continuous flow
- Takt time is a new datum with which to calculate and organize resources
- Calculation for labor needed
- Calculation for machine and equipment needed
- Calculation for material and component inventory needed
- The difference between takt time and the rate of pull
- Takt time summary.
- Separate Man and machine work
- Automation and production lead-time
- Automation and lead-time of equipment design
- Automation to cut the cost of labor rather than boost the value of labor
- One worker, one machine
- Conclusion of "separate man from machine work"
- Pull system, the second element of Just-in-Time
- Elements of the pull system
- Authorization to work, produce, and convey
- The store and the stock
- Types of pull system
- A-type or replenishment pull system
- B-type or sequential pull system
- C-type (combined) pull system
- Practical application of the pull system
- Pull system conclusion
- Jidoka and Just-in-Time conclusion
- Heijunka: Leveling work by varieties
- Heijunka and cash flow
- Heijunka and efficiency of assets
- Heijunka and machine efficiency
- Heijunka and labor efficiency
- Heijunka illustration
- A new look at labor requirements
- A new look at machine and equipment capacity requirements
- A new look at inventory requirements between the component process and the assembly line
- A new look at labor requirements
- Building the heijunka sequence
- How many orders to consider for the sequence
- Building the heijunka sequence
- Conclusion to heijunka
- Standardized work
- Purpose of work standards
- Purpose and benefits of standardized work
- Standardized work as an instrument
- Approach to implementing standardized work
- Role of the team leader
- Role of the environment
- Elements of standardized work
- Sequence of operation
- Takt time
- Standard in-process stock
- Different types of standardized work based on varying cycle times
- Type one standardized work
- Type two standardized work
- Type three standardized work
- Standardized work forms
- Machine capacity sheet
- Standardized work chart
- Standardized work combination table
- Conclusion on standardized work.
- Heijunka and standardized work: Craftsmanship in an industrial setting
- Conclusion on the technical element of TPS
- Note
- Section 3 Managerial innovation: Industrial craftsmanship by reconciling the creative nature of people with the mundane requirements of industrial work
- Chapter 5 Management based on a vision of the ideal-true north
- The purpose of the ideal
- Application of the ideal
- Focused attention
- Grasping the gap between the current and the target condition
- Images of the ideal
- Characteristic of the ideal condition
- Technical characteristics of the ideal condition
- Zero defect (highest quality)
- 100% value-added, (lowest cost)
- On-demand and in sequence, (lowers cost and shortest lead-time)
- One-by-one (shortest lead-time)
- Human characteristics of the ideal condition
- Physical safety
- Mental safety
- Human development
- Note
- Chapter 6 Kaizen, a scientific problem-solving activity
- Observation (plan)
- Using our senses
- Grasping point-of-cause and root-cause deeply
- Cultivate expertise at all levels
- Hypothesizing (do)
- Testing (check)
- Draw a conclusion (act)
- Chapter 7 Institutionalization of problem-solving by developing experts: Learning problem-solving and solving learning-problems
- Humility
- Management shares in success and failure with others
- No problem is too small to solve
- Confirm by yourself
- "Go-see"
- Reach for the standard and the standardized work
- An intimate relationship between learning new tasks and scientific problem-solving
- Progressive learning
- Types of excess capacity to mitigate learning risk
- Teamwork
- Demonstrate results by realizing true efficiencies
- Chapter 8 Practical principle-based performance indicators
- Managing by total efficiency through the elimination of unevenness, overburden, and waste to achieve true efficiency.
- Total versus individual (independent) efficiency
- Eliminating waste, unevenness, and overburden versus forcing work
- Waste or "Muda"
- Waste of overproduction
- Waste of waiting
- Waste in conveyance
- Waste in processing
- Waste of inventory
- Waste of motion
- Waste of correction
- Unevenness or "Mura"
- Equal capacity
- Simple flow
- Bends
- Tributaries
- Kanban size
- Overburden or "Muri"
- Safety
- Cycle time
- Overtime
- Mental burden
- Machine overburden
- True versus apparent efficiency
- Congruency between profit and cash flow
- Re-humanization of labor
- Economic and environmental benefits
- Summary of managing efficiency
- TPS metrics: Measuring and managing the 4M of the shop floor
- Rate of operation
- Overtime
- Less expensive, more reliable, and flexible equipment
- Operational availability: A keystone operational measure
- What counts as output toward operational availability?
- Late delivery doesn't count as output toward operational availability
- Relationship between RO and OA
- Labor efficiency
- ∑ cycle time also called total cycle time
- Demand
- Number of people and time worked
- Lead-time/inventory
- First design and specify the process and then measure the performance
- Separate rate of operation from operational availability
- Notification and categorization of performance indicators
- Notification of ahead or behind schedule?
- Categorization of behind-schedule conditions
- People
- Best repeatable manual cycle time too long?
- Manual cycle time fluctuates
- Machines and equipment
- Machine cycle time too long
- Unplanned downtime
- Quality defects and categorization
- Categorization of ahead of schedule condition
- Chapter 9 Managing human development with "A4 and A3".
- Using material and information flow A3 to manage total efficiency and achieve true efficiency through the elimination of unevenness, overburden, and waste.
