Sign in  |  Register
Advanced search
Publication Cover

CITATION

Liker, Jeffrey and Franz, James K.. The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance. US: McGraw-Hill, 2011.

The Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance

Authors: Jeffrey Liker and James K. Franz

Published:  April 2011

eISBN: 9780071762151 0071762159 | ISBN: 9780071477468
Open eBook
  • Contents
  • Acknowledgments and Guest Author Biographies
  • Prologue: Is Toyota Still a Great Company Others Can Learn From?
  • Section One: The Journey to Continuous Improvement
  • Chapter 1 Continuous Improvement toward Excellence
  • Continuous Improvement as the Pursuit of Excellence
  • The Toyota Way as the Path to Excellence
  • Lean and Why Companies Fail at It
  • Is Lean More than Mediocrity at a Cheaper Price?
  • The Real Journey to Excellence Follows PDCA
  • Learning Organizations Need Managers Who Are Teachers
  • The Sensei Perspective of This Book
  • Chapter 2 PDCA and Striving for Excellence
  • PDCA as a Way of Thinking and Learning
  • The Folly of “Lean Solutions”
  • Toyota Business Practices to Grow People and Processes through PDCA
  • PDCA Is a Way of Life; Copying Shouldn’t Be
  • Chapter 3 How Process Improvement Can Develop Excellent People
  • Not Excellent: A Tale of Refrigerator Baskets
  • The Torque Wrench Problem: Developing a Manager to Find the Real Root Cause
  • The Business Purpose and the People Purpose
  • Innovation Comes from Working toward the Targets and Purpose
  • Chapter 4 Lean Processes Start with a Purpose
  • A Tale of Two Lean Transformations (Composite Cases)
  • Inspiring People through a Sense of Purpose
  • From Vision to Plans
  • A Target Is a Concrete Guidepost to Compare Against
  • Combining Short-Term and Long-Term Thinking in a Crisis
  • What You Work on Now Depends on Your Situation
  • Lean as a Culture of Continuous Improvement
  • Chapter 5 Lean Out Processes or Build Lean Systems?
  • “Leaning Out” Processes
  • Are Organizations Like Machines or Organic Systems?
  • Entropy: The Antagonist to Mechanistic Lean Deployment
  • An Effective Work Group Can Overcome Entropy
  • The Real Purpose of Lean Systems Is to Bring Problems to the Surface
  • Mechanistic versus Organic? Not So Fast
  • Section Two: Case Studies of Lean Transformation through PDCA
  • Chapter 6 When Organic Meets Mechanistic: Lean Overhaul and Repair of Ships (with Robert Kucner)
  • How We Got Started on Lean at Reman
  • Overhaul and Repair Compared to Volume Manufacturing
  • Phases of Deployment
  • Phase 1: Early Awareness
  • Phase 2: Grassroots Deployment
  • Phase 3: Spreading Lean Broadly
  • Phase 4: Corporate Engagement and the Next Level of Deployment
  • Phase 5: Crisis in Lean Manufacturing Deployment
  • Phase 6: Regrouping and Redefinition
  • Evaluating the Success of Small Ship and Big Ship
  • Chapter 7 An Australian Sensei Teaches a Proud Japanese Company New Tricks: Bringing TPS to a Complex Equipment Manufacturer (with Tony McNaughton)
  • Background of the Japanese Company and the First Visit
  • The Power of Public Humiliation
  • The Starting Point: “Component A” TPS Pilot
  • Building a Lean System—Summary of Pilot Results and Learning
  • Postscript on the Pilot
  • Further Expansion
  • Navigating the Global Financial Crisis
  • Reflection on Building Lean Systems Organically
  • Chapter 8 Lean Iron-Ore Mining in the Pilbara Region of Western Australia
  • How We Got Here
  • Welcome to the Bush
  • Getting the Big Picture
  • Starting by Understanding the Current State
  • The Final Recap of the Gemba Visit
  • On to a Future State Vision and an Action Plan
  • Communicating across the Site
  • Planning for the Morning Meeting
  • The First Morning Meeting
  • Daily Production Boards
  • 5S at the Western Ranges Crusher
  • Coaching Problem Solving
  • Process Confirmation
  • Early Deployment Challenges
  • Lessons Learned at Start-Up
  • Expanding the Efforts
  • PDCA as a Key Driver
  • The End for Us
  • Chapter 9 Bringing Ford’s Ideas Alive at Henry Ford Health System Labs through PDCA Leadership (with Dr. Richard Zarbo)
  • The Motivation for Change Started with Quality
  • We Wanted It, but We Did Not Understand It
  • Beginning the Lean Journey: Every Breakthrough Starts with a Failed Experiment
  • A Little Help from a Friend
  • Surgical Pathology as Our Learning Laboratory
  • Our Henry Ford Production System
  • Deepening Ownership by Work Groups
  • Lessons Learned
  • Chapter 10 Teaching Individuals to Fly by the Numbers: Transforming Health-Care Processes (with Steve Hoeft)
  • The Problem
  • Background
  • Case 1: Insurem (Insurance Company)
  • Case 2: T-City Care Homes
  • A Final Reflection
  • Chapter 11 Transforming How Products Are Engineered at North American Automotive Supplier (with Charlie Baker)
  • Who Am I?
  • Case Background
  • The Problem
  • Grasping the Situation at the Gemba
  • An Overall Vision for Transformation
  • Getting Started on People Engagement and Stability
  • Metrics the Lean Way—Making Flow, Waste, and Value Visible
  • Teaching Problem Solving: A Case Example
  • The Need for Emotional as Well as Intellectual Engagement
  • Another Win as a Result of Lean
  • The Importance of Tactical Planning by Whiteboard
  • Definition of Lean Management Philosophy: ORPMAR
  • The Second Stage: Sustaining and Expanding Lean
  • Identification of Subject Matter Technical Experts
  • Implementing Design for Cost
  • Reverse Engineering to Gain Overwhelming Competitive Advantage
  • The Change Process—the Underestimated Critical Variable
  • Chapter 12 Going Nuclear with Lean (with John Drogosz)
  • Background on Lean at Nuclear
  • Phases of Deployment
  • Phase 0: Structural Changes in Preparation for Lean Deployment
  • Phase 1: Lean Awareness and Value Stream Vision
  • Phase 2: Implementation of Lean Pilots
  • Phase 3: Spreading the Implementation across the Other Value Streams
  • Shortage of Internal Lean Leaders to Support and Coach the Expanding Number of Teams
  • Phase 4: Management Learning and the Start of Continuous Improvement
  • Final Reflection
  • Section Three: Making Your Vision a Reality
  • Chapter 13 One Time around the Plan–Do–Check–Adjust (PDCA) Loop: A Lean Short Story at Alte Schule
  • The First Pilot Team Meeting
  • Getting Started on the Deep-Dive Pilot
  • One Last Hansei before the Executive Presentation
  • The Executive Report
  • Kate’s Reflections on What She Learned
  • Chapter 14 Sustaining, Spreading, Deepening: Continuing Turns of the PDCA Wheel
  • The Role of the Lean Sensei
  • Developing Internal Coaches as Lean Evangelists
  • How Do We Learn Complex Skills Like Lean Coaching?
  • The Dangers of Creating a Mechanistic Lean Bureaucracy
  • Sustaining the Gains
  • Spreading While Deepening
  • Managing Change Is Political
  • Chapter 15 Continuous Improvement as a Way of Life
  • Does Lean Ever Become Self-Perpetuating?
  • The Journey Needs Leadership
  • Is Continuous Improvement a Realistic Vision?
  • Notes
  • Index