Ledbetter The Toyota Template

The Plan for Just-In-Time and Culture Change Beyond Lean Tools
1. Auflage 2018
ISBN: 978-1-351-26371-9
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 114 Seiten

Many current companies are in a similar position to Toyota prior to development of the Toyota Production System regarding efficiency and culture. Many are attempting to implement a Lean system, but the failure rate is very high. The primary reasons are lack of will, lack of skill, or some combination of the two. Toyota is the benchmark for any Lean implementation -- therefore, adopting and adapting the 'Toyota Template' is the only way to have a real and sustainable Lean implementation. In the development of the Toyota Production System, Taiichi Ohno left a 'template' of important and critical concepts/methods.

The Toyota Template explains and develops this template in an orderly and easy-to-understand fashion. The template orders the activities/concepts/methods for a successful implementation. Ohno said 'The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements…But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts.'… The tools individually aren’t a system that is consistently practiced.

Ohno’s primary goal was not to form a 'Lean culture' -- His objective was rise to the level of US auto makers in three years and to fulfill Kiichiro Toyota’s idea that parts should arrive 'just-in-time.' In so doing, the Lean, problem-solving culture became a byproduct. The template explains the cultural value and how it occurs. Implementation of The Toyota Template will develop an efficient, Lean culture in any organization.

Autoren/Hrsg.

Ledbetter, Phillip

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance

Inhaltsverzeichnis

Preface. Chapter 1: The Problem – Distance from the Toyota Template. Chapter 2: The Predicament –Perplexing Failure. Chpater 3: The Position – Plant First. Chapter 4: The Purpose – Will and Skill. Chapter 5: The Plan - Hoshin Kanri. Chapter 6: The Property – Waste Elimination. Chapter 7: The Practice – Standard Work. Chapter 8: The Patois - 8–Step Problem Solving. Chapter 9: The Pattern – Flow, Pull, and Heijunka. Chapter 10: The Program – Jidoka, Quality at the Source. Chapter 11. The Path – The Toyota Template. Chapter 12: The Proof – TPS Results. Chapter 13: The Perceptions – Mental Images. Chapter 14: The Post Script – Personal Matters

Über Autor(innen)

Phil Ledbetter is a passionate advocate of the Toyota Production System and the many benefits it can provide for business. He worked as a leader in management with Toyota Motor Manufacturing – KY for 16 years. As Group Leader, he learned, practiced, and taught the many elements of the TPS. He was certified as a kaizen leader where he taught other members of the management team problem solving. In his time at Toyota he was immersed in all aspects of TPS.

Phil is an accomplished teacher and conference speaker having developed classes for and taught hundreds of employees on all aspects of the Toyota Production System. Since leaving Toyota, Phil has been instrumental in the implementation of various Toyota methods in the cabinet, decorative glass, and crane fields including successful implementation of pull systems, quality systems, andon systems and 5S programs among other accomplishments. He’s also been a franchised small business owner.

He has:

- First hand, hands-on knowledge of the Toyota Production System (16 years in management at Toyota).

- The ability to adapt TPS knowledge to the particular context.

- Excellent problem solving skills. Passionate about true lean/TPS.

CORE COMPETANCIES
Demonstrated expertise in the Toyota Production System, *Certified Kaizen Train-the-Trainer, *Quality Circle Advisor, *7-Step Problem Solving (A3), *Hoshin Kanri, *Heijunka, *Jidoka, *5S, *Continuous One-Piece Flow, *Visual Controls, *Standardized Work, *SMED, *Pull Systems, *Poke Yoke, *Andon, *TWI, *TPM, *Budgeting/Forecasting, *Inventory Management, *Interviewing

Phil is currently the corporate manager of operational excellence at Trulite Glass & Aluminum Solutions. He is responsible for developing productivity objectives, teaching problem solving, and leading kaizen events at 28 plants across North America. Mentoring plant leadership on problem solving (A3).

Recent achievements:

• Developed Hoshin Kanri (PPT) presentation to support corporate goals/objectives
• Plant Manager experience – pull systems, capacity planning, 5S program, Quality program
• Increased plant capability by 25%
• Increase cutting productivity by 20%, tempering productivity by >100%, and On-Time Delivery from 65% to over 90% at one plant in 5 weeks
• Developed / implemented 5S program
• Developed / implemented Quality program