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Translator's Notes and Insights ix Introduction 1
CHAPTER 1: Learning from Mr. Taiichi Ohno Lesson
1: No One Really Understood What I Was Saying, So I Had to Go to the Gemba and Give Detailed Instructions 7 Lesson
2: Kaizen Equals Getting Closer to the Final Process 11 Lesson
3: You Need by the Line Only the Parts for the Car You Are Assembling Now 17 Lesson
4: Building in Batches Stunts the Growth of Your Operations (Don't Combine Kanbans and Build a Group of Them) 20 Lesson
5: Nine Out of Ten, One Out of Ten 24 Lesson
6: The Foreman or Leader Is the One Who "Breaks" the Standard (When You Make an Improvement and You Can Take Out One Person, Give Up Your Best Person) 29 Lesson
7: Multiskilling Means Learning the Next Process--Keep It Flowing Until You Reach the Last Process 32 Lesson
8: What's That Red Circle on the Top Right of That Graph? 35 Lesson
9: Are You as the Manager Having Them Do It, or Are They Just Doing It Their Way? Which Is It, Man? 39 Lesson
10: Standard Work for the Andon Is, "Go There When It Flashes" 42 Lesson
11: Standard Work Is the Foundation of Kanban 45 Lesson
12: When the Worker Pushes the Start Button, He Has Stopped Moving. Can't You Guys Figure Out a Way for Him to Push Start While Still Moving? 49 Lesson
13: You Bought an Expensive Machine, and Now You Want an Expensive Foreman or Engineer to Run It? Are You Mad? 52 Lesson
14: Engineers in Production Become the Horizontal Threads in the Cloth 55 Lesson
15: The Lowest Kanban Quantity Should Be Five 60
CHAPTER 2: The Role of the Top The Management and Structure Needed to Have a Successful Toyota Production System Deployment 65 The Role of Top Management: People Who Can Change the Structure (Rules, Organization, and Operations) Based on Changes the Production Environment Faces 70 The Foundation of Operations: How the Top Should Look at Things from Four Perspectives 72
CHAPTER 3: The Role of Management: Enable Your Employees to Do the Work Well To All You Managers Out There 81 Managers Are There to Create an Environment in Which Increases in Flow Happen 84 Giving Authority: Growing People You Can Empower 89 Management Should Make Workplaces That Motivate People to Work and Sustain the Motivation 98
CHAPTER 4: If You Respect Other People, They Will Trust You Talk to the Top People and Other Expatriates About Their Experience 120 Think of Managing an Overseas Plant as a Three-Story Building 121 Make an Environment Where It's OK to Say, "I'm Sorry" 127 Make the Toyota Production System a Pillar of the Management of the Entity 129 Be Proactive in Encouraging the Toyota Production System Inside and Outside Your Company 132 Choose a Local Manager for Working with Suppliers 134 How to Deploy the Toyota Production System in Suppliers 137 Top Management Must Visit and Coach Suppliers at Least Three Times a Year 139 The Factory Must Be Run by Local Management, Starting with the Factory Manager and All the Way Down 141 Make Japanese the Offi cial Company Language 143 Become an Executive Who People Can Trust. Respect Othersand They Will Trust You 145 Afterword: To Those Top Managers Who Are Thinking of Applying the Toyota Principles to Make a Wonderful Operation 151 Index 157