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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

分类: 外文古旧书>英文书>管理

8人买过

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. 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 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
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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丰田汽车：精益模式的实践TOYOTA WAY FIELDBOOK

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