Index
Adams, Emily, 33
Adams, Patrick, 365
Adient, 237
Adler, Paul, xxiv–xxv, 119, 122, 341
Advance group, 359
Agile development, 342
AI (artificial intelligence), 172–173
Aisin, 235–236
Alignment of goals (See Goal alignment)
Allman, Keith, 345–346
Ambidextrous firms, 336
Andon system, 383
error proofing with, 135
and line stops, 130–133
team leader in, 208
technology for, 141–142
visual control in, 152
Annual hoshin kanri, 293–295
Apple, 332
Araco Corporation, 241
Arizona Proving Ground, 194, 247–248
Artificial intelligence (AI), 172–173
Assembly line, stopping, 129–134
A3 report, 383
for coaching, 189
on core roles, 212–214
in decision making, 296
for goal alignment, 298–300
in hoshin kanri process, 294, 309–313, 315, 316
of mentoring capability, 270
reflection on, 285
Audits, 112–113, 137, 142, 148, 215, 308
Aulinger, Gerd, 34
Autobytel, 5
Automation, 13, 159–161, 164–167, 333
Automotive industry, 233–234, 323–328
“Autonomation,” 130
Autonomous vehicles, 332–333, 336–339
Avalon, Toyota, 4
Avanzar, 237
Avoiding the Continuous Appearance Trap (Adams), 365n*
Baker, Charlie, 264
BAMA (Bluegrass Automotive Manufacturers Association), 240
Banked hours, 228
Batch and queue production, 61–63, 65–66, 68–69, 96
Berra, Yogi, 346
Billy, Gus, 45
Blackman, Edward, 260–262
Blanchard, Ken, 210–211
Bluegrass Automotive Manufacturers Association (BAMA), 240
Bold strategy (See Strategy building)
Bonuses, 225
Bowen, Kent, 83
Brain, evolution of, 265–266
Brain Rules (Medina), 145
Brewed Coffee Better Way standards, 121–123
Bridge learning program, 220–224
Brownlee, Bruce, 285
Buffers:
assembly line, 134
inventory, 24, 62–64, 84–85, 88, 149
seasonal, 102–104
Build-to-order model of production, 91–92, 94, 102
Built-in quality, 24, 112, 131–132, 134–136, 141–142
Bullwhip effect, 96
Bureaucracies:
coercive, xxiv–xxv, 118–120, 137, 249–250
enabling, xxiv–xxvi, 118–120, 249–250, 341
learning, 120
Burnaston, England, plant (TMUK), 211–218, 227–229, 301–312
BYD, 335
Call center, 104–106
Cambridge, Ohio, plant, 132
Capability, internal, 238–240, 330
Capitalism, 39
Card, Orson Scott, 351–352
Car hotel, 26
Cascaded planning, 288, 318–319
CASE (connectivity, autonomous, shared, and electrified), 305, 325, 383
CEOs (chief executive officers), 184–186, 281
Chaku chaku lines, 164
Challenge:
in The Toyota Way 2001, 48
for value chain partners, 236–238
working deliberately toward, 256–258
Change point management, 216
“Changing Everything All at Once” (Liker, et al.), 168
Chauffeur mode, 337
Chicago, Ill., distribution center, 162–163
Chief engineer system, 196
Chief executive officers (CEOs), 184–186, 281
Cho, Fujio:
leadership path for, 181–183
on leveling out workload, 91
on line stops, 129–130
on Taichii Ohno, 199
on standardized work, 111
and Toyota Business Practices, 267, 270, 283, 288
and Toyota Way 2001, 47
on visual control, 145
CIM (computer-integrated manufacturing), 168
Cincinnati, Ohio, distribution center, 155, 163
CK (coaching kata), 275–279
Coaching, 9, 189, 199–200, 269–270, 292, 298–299
Coercive bureaucracies, xxiv–xxv, 118–120, 137, 249–250
Cognitive biases, 266–267
Collaborations, 172–175, 239–240
Command and control approach, 291–292, 376–377
Community Kitchen & Food Pantry, 242
Company, purpose of, 39–44, 186
Company philosophy, 11, 25–27, 196–197, 369 (See also Employee and team development; Leader development)
Competing values framework, 339–344
Complacency, 62
Computer-integrated manufacturing (CIM), 168
Confirmation bias, 266
Connectivity, autonomous, shared, and electrified (See CASE)
Consensus building, 247–248, 295–297
Construction industry, 99–101
Consultations, xvii–xix, 193–194
Continuous appearance, 365
Continuous flow, xviii, 61–77, 383
assessing maturity level of, 376
benefits of, 69–73
difficulties with, 62–64
executive summary of, 378
fake vs. real, 73–75
with leveled workload, 106–107
mass production thinking vs., 68–69
takt time and, 70–71
as vision to work toward, 75–76
and waste, 64–68
Continuous improvement (See also Kaizen)
employee/team development for, 204, 230
hoshin kanri for, 318
jidoka for, 131
line stops for, 129–130
with one-piece flow, 76
SDCA and PDCA for, 360–361
standardized processes for, 112–116
strategy building for, 326, 345
for Sakichi Toyoda, 20
in The Toyota Way 2001, 47–48
in TPS, xxii–xxiii, 14–15
of websites, 141
Control, xvii–xviii, 83, 208, 339, 340, 354 (See also Visual control)
Convis, Gary, 49, 117, 131, 188–189, 292, 346, 368, 371
Core competencies, 197–199, 238–240
Core roles, 212–214
Core values, 339–343
Corolla, Toyota, 5, 132, 212, 302–303, 305, 306, 326–327
Costantino, Bill, 206
Cost reduction, 43
Countermeasures, 134–136, 170, 269
Covid-19 crisis, 4, 40–41, 263, 279–281, 327
Craft production, xxiii, 109
Creating Continuous Flow (Rother and Harris), 272
Creativity, 31, 73, 109, 175, 226–227
Crises, 137–139, 146 (See also specific events)
Cross-functional teams, 328–329
Culture (organizational), 26 (See also Quality culture)
commitment to, 367–371
and employee development, 229–230
and leader development, 182–183, 185–188
of learning organizations, 286–287
and long-term systems thinking, 56–57
making changes in, 185–186, 364–367
shared, 287–288
Cuneo, Dennis, 44–46
Customer demand, 70–71, 95, 123
Customer-first philosophy, 14, 43–44, 195–197
Daihatsu, 335
Daily behaviors, 197–199, 284–285
Daily management, 301–304
Daily management board, 315, 317
Decision-making, 48–49, 295–297 (See also Visual control)
Deep Change (Quinn), 342–343
Deliberate culture, 56–57
Deliberate practice, 167–168
Dell Computer, 91
Deming, W. Edwards, 48, 186, 187, 265, 355
Design-build in quality (See Quality culture)
Designed-in quality, 139–141 (See also Quality culture)
Designing Organizations for High Performance (Hanna), 40
Designing the Future (Morgan and Liker), xxix
Design standards, 117
Digital technology, 153, 154, 156–157
Direct run rate, 308
Donnelly Mirrors, 146
Door-to-door sales, 195
Drishti Technologies, 172–174
Duncker, Karl, 225–226
Dunning-Kruger effect, 266
Dweck, Carol, 204
Electric vehicles, 327–328, 331, 334, 335
Electronic wallpaper, 168n*, 169, 177
Elliott, Ken, 210–211
Employee and team development, 203–231
assessing maturity level of, 377
automation and, 165–167
for continuous improvement, 229–230
executive summary of, 380–381
at General Motors, 218–219
at Herman Miller, 219–224
leadership commitment to, 369
as leader’s responsibility, 199
and organizational structure, xxix
power of teamwork, 205–210
rewards for motivation, 225–226
and servant leadership, 204–205
and technology use, 174–175
at TMUK plant, 211–218
at Toyota, 210–211
in The Toyota Way 2001, 49–50
trust and respect in, 227–229
and visual control, 152–155
Empowerment, 123, 124, 130, 208
Enabling bureaucracies, xxiv–xxvi, 118–120, 249–250, 341
Engo, Akiharu, 173
Entrepreneurs, 343
Entropy, organizational, 359–362
Environmental Challenge 2050, 335
e-Palette, 338
Error proofing, 134–136, 166–167
ES 350, Lexus, 137–138
Europe, 136, 340–341 (See also United Kingdom)
Execution, strategy, 320, 325–326, 333, 344–346
Extended-learning enterprises, 248–250
External focus, 340
External standards, 111
Extrinsic rewards, 225–226
Fairness, 248–250
FEA (finite element analysis), 66
The Fifth Discipline (Senge), 255–256
Finite element analysis (FEA), 66
Five whys analysis, 258–264
Fixed costs, 159–160
Fixed-position line-stop system, 133, 142
Flexibility:
and automation, 159–160
in competing values model, 339, 340
with continuous flow, 71
with leveled workload, 96
and level of bureaucracy, 118, 119
in standardized processes, 124
working time, 228–229
Floor Management Development System (FMDS), 212
Floor space, continuous flow and, 72
Flow racks, 149
Ford, Bill, 181
Ford, Henry, 19, 27, 28, 110, 138, 160, 187
Ford Motor Company, xxi, 2–4, 12, 19, 27, 46, 51n*, 110, 291
4P model (See also specific categories by name)
and beliefs about lean management, 15
scientific thinking underlying, xxix, 11–12
and Toyota Way principles, 6–8
Franz, James, 2n*
Fuel-cell vehicles, 329, 332, 334–335
Fujii, Yuichi, 239–240
Fujimoto, Takahiro, xxvii
G21 (Global 21), 328–329
GAP (Global Appraisal Process), 198–199
Gates, Bill, 160
Gaudet, Karen, 120, 122–124, 360
Gemba (genba), xviii, 384
continuous improvement at, 204, 205
and five whys analysis, 258–262
learning at, xxix, 12, 23, 49, 256–258, 280–281
problem solving at, 21
purpose of going to, 263–264
Kiichiro Toyoda on, 23
in TPS, xxii
understanding customer via, 139
in digital age, 262–264
for leader development, 183–184, 190–193
for Sakichi Toyoda, 20
in The Toyota Way 2001, 48–49
General Motors, 66 (See also New United Motor Manufacturing Inc. (NUMMI))
andon system, 142
bureaucracy of, xxiv
employee and team development, 218–219
in global financial crisis, 51
line stops, 129
net income for, 2–4
post-war business conditions, 12, 27
pull systems, 86–87
union–management relationship, 44–46
Georgetown, Ky., plant, 87, 129, 132, 182, 192, 193, 230, 256–257
Gerard, Roger, 33
Gieszl, Yale, 46–47
Givens, Stephen, 41
Global 21 (G21), 328–329
Global Appraisal Process (GAP), 198–199
Global minimum critical role, 214–215
Global Vision 2020, 53, 55, 294
Goal alignment, 291–321
A3 report for, 298–300
annual process to ensure, 293–295
assessing maturity level of, 377
for continuous improvement, 205
and daily management, 301–304
executive summary of, 381–382
for organizational learning, 318–320
in planning and decision-making, 295–298
at SigmaPoint Technologies, 312–318
at TMUK, 304–312
Good to Great (Collins), 184, 185
Grand Haven Stamped Products, 75–76
Gratopp, Betty, 280n*
Great Recession, 2, 3, 39, 50–53, 159–160, 212, 237, 305, 342
Greenleaf, Robert, 203
Grimmer, Dave, 168n*
Group leader power board, 216–218, 311
Group leaders, 206, 207, 209, 211–215, 220, 223–224
Growth mindset, 204
Guardian function, 337
Gudmundsson, Einar, 243, 245, 246, 291–294
Guerro, Berto, 237
Habits, 286–287
Hamtramck, Mich., plant, 142
Han, 209–210
Hanna, David, 40
Harris, Rick, 272
Heaphy, Andy, 272, 307, 309–310
Hebron, Ky., parts facility, 152–155, 157, 210–211
Heijunka box, 103–104
Heltman, Sam, 203
Henke, John, 235
Herman Miller, 65, 209, 219–224, 355–357, 362
Herman Miller Performance System (HMPS), 220
Heydon, Scott, 122
High-variety environments, 99–101, 152–155
Hindsight bias, 266
Hino, 335
Hiring, 204
HMPS (Herman Miller Performance System), 220
Home positions, in warehouse, 153
Honda Motor Company, 3, 4, 234
Hoseus, Michael, 43
A3 reports in, 299
annual process of, 293–295
and daily management, 301–304
with kata thinking, 312–318
organizational learning via, 318–320
at TMUK, 304–312
at Toyota, Ford, and Volvo, 291–293
Human resources, 207
Human workers, technology and, 164, 172–175
Humility, 181–185
Hybrid vehicles, 329–331, 334, 335
IK (See Improvement kata)
Imai, Masaaki, 112
Imaizumi, Kiyoshi, 241
Implementation mindset, 278, 281–282
Improvement kata (IK), 273–279, 283, 319–320, 345
Indirect labor, 208–209
Individual learning, 286–287
Industrial engineering, 109–111, 118, 124, 175
Industry 4.0, 167–169, 171, 176
Information flow, pull systems for, 87
Inspected-in quality, 136
In-station quality, xxi–xxii, 130–133
Internal capability, 238–240, 330
Internal expertise, 171–172
Internal focus, 340
Internet of Things (IoT), 168–175, 177, 384
Intrinsic rewards, 225–226
Intuitive (fast) thinking, 10–11, 266
Inventory:
in batch and queue systems, 62, 63
for build-to-order model, 91–92
costs associated with, 73
leveling workload with excess, 102–104
physical inventory counts, 193
technology to reduce, 161–162
in TPS, xxii
visual control and excess, 146
IoT (See Internet of Things)
ISO-9000 standard, 136
Iterative learning, 269–270, 283
Ito, Fumitaka, 189
Jackson, Don, 136–137
Japan:
1990s economic bubble, 159
2011 earthquake and tsunami, 2, 43–44
culture of Toyota plants in, 129–130
national culture of, 186–187
teamwork at elementary schools in, 209–210
J.D. Power ratings, 4, 5, 136, 237
Jidoka, xxi–xxii, 21, 130–132, 385
Jishuken, 240–242
JIT systems (See Just-in-time systems)
Job breakdown sheet, 114–115
Job instruction training, 111, 115
Job security, 227–229
Jones, Dan, xxiii
Just-in-time (JIT) systems, xxi–xxii, 23–24, 235–236, 385 (See also Pull systems)
Kaizen, 385 (See also Continuous improvement)
for automation, 164–167
during Great Depression, 52
and hoshin kanri, 301–303, 305
at NUMMI, xxiv
in quality circles, 271–272
reflection for, 285
technology use for, 175
in Toyota Way, ix, 48
in work groups, 206
Kaizen (Imai), 112
Kamiya, Shotaro, 195
Kanban, 385
and just-in-time systems, 23
key, 166–167
leveled workload with, 103
for office environments, 84–85
in pull systems, 82–83
technology and, 161–163
in TPS/Ohno production system, 28, 87–88
visual control with, 151–152
at Zingerman’s Mail Order, 276–279
Kanebo, 24
coaching, 275–279
to develop habit of learning, 272–275
hoshin kanri with, 312–318
improvement, 273–279, 283, 319–320, 345
in lean transformation, 355–359
and scientific thinking, 9
for standardized work, 125–126
starter, 273–275, 279, 283, 284
at Zingerman’s Mail Order, 276–279
Key performance indicators (KPIs), 197, 212, 301, 302, 310–311, 385
Key personas, 139–140
K4 (kozokeikaku) plan, 297
Kia Motors, 51
Kikui Boshoku, 25
Killmann, Gerald, 335
Kimbara, Yoshiro, 328
Kimberly Clark, 185
Knowing-doing gap, 325
Knowledge work, waste in, 65–66
Kozokeikaku (K4) plan, 297
KPIs (See Key performance indicators)
Labor harmony, 25
Law of least mental effort, 266
Layout changes, 73–75
Leader development, 181–201
assessing maturity level of, 376
and culture, 185–188
daily behaviors of leaders, 197–199
executive summary of, 380
at Herman Miller, 223
and humility, 181–184
learning by doing in, 190–193
for Level 5 leaders, 184–185
putting the customer first in, 195–197
reporting, informing, and consulting in, 193–194
at Toyota Motor Company, 188–189
Leaders (generally):
background of, 369–370
commitment to culture by, 362, 367–371
daily behaviors of, 197–199
learning and teaching by, 357–358
Level 4, 184–186
Level 5, 184–185
systems thinking by, 56–57, 352
Leadership, 56–57, 186–188, 204–205, 210–211
Lean Enterprise Institute, 390
Lean learning enterprises, 351–374
culture change for, 364–367
effort required to sustain, 371–373
entropy after transformation, 359–362
leadership’s commitment to culture at, 367–371
and mechanistic implementation of lean, 352–354
scientific deployment of lean by, 355–359
successful, 362–364
Lean management, 207–208
assumptions about, xx
at dealers, 244–246
exposure to, 370
mechanistic vs. organic approach to, xxv–xxvi
misunderstanding of, xvii–xx, 14–15
at SigmaPoint Technologies, 312
tools approach to, 15, 376–377
Lean manufacturing, 131, 385–386
Lean production:
beliefs about, 14–15
5 Ss and, 148–149
fragility of, 61–62
local efficiency and, 30–32
at NUMMI, xxv
and supplier partnerships, 234–235
at Toyota Motor Company, xxi
and Toyota Production System, 12–14, 19
Lean transformations, xvii–xviii, 11, 352–354, 359–362
Learning, 255–288 (See also Genchi genbutsu)
assessing maturity level of, 377
and changing behavior, 284–285
from crises, 137–139
by doing, 23, 190–193, 240–242
executive summary of, 381
with five whys analysis, 258–262
at the gemba, 49
at gemba/genba, xxix, 12, 23, 49, 256–258, 280–281
hiring based on potential for, 204
from hourensou, 194
individual, 286–287
for kaizen, ix
kata to develop habit of, 272–275
long-term, 137–139
mutual, 240–242
organizational, 286–287, 318–320
overcoming obstacles to, 265–267
PDCA process for, 281–283
quality circles for, 271–272
scientific thinking for, 264–275
structured, 215–216
struggle in, 354
Toyota Business Practices on, 267–271
in Toyota Production System, xxii
in Toyota Way model, xxvii–xxviii, xxix
working deliberately toward big challenges, 256–258
at Zingerman’s Mail Order, 276–281
Learning bureaucracy, 120
Learning mindset, 278–279
Learning organizations (See also Lean learning enterprises)
defined, 255–256
evolution of, 287–288
kanban in, 88
reflection at, 285
Toyota as, 15
Learning to See (Rother and Shook), 32, 272
Leveled, mixed-model production, 94–95
Level 5 leaders, 184–185
Level 4 leaders, 184–186
Leveling workload, 91–107
assessing maturity level of, 376
by building extra inventory, 102–104
at call center, 104–106
continuous flow with, 106–107
executive summary of, 379
heijunka concept, 94–99
for suppliers, 250
systems thinking about, 53
at Toyota Housing Corporation, 99–101
Lexus, 4, 131–132, 323, 327, 338, 342
Liker, Jeffrey, xxix, 49, 168, 346, 389–390
Line stops, 129–134
Local efficiency, 30–32
Long-term learning, 137–139
Long-term systems thinking, 39–57
assessing maturity level of, 376
executive summary of, 377–378
in Great Recession, 50–53
leadership and culture in, 56–57
at NUMMI, 44–47
and purpose of company, 42–44
at Toyota, 53–56
in The Toyota Way 2001, 47–50
Lund, Andy, 196
The Machine That Changed the World (Womack, et al.), xxiii
Magna Donnelly, 146
Maintenance, predictive, 170–171
Mallery, Richard, 247–248
Management:
core competencies for, 197–199
at lean organizations, 207–208
leveling of workload by, 94
motivation from, ix–x
system problems for, 187
Managing to Learn (Shook), 298–299
Markovits, Daniel, 39–40
Masaki, Kunihiko “Mike,” 155
Mass production:
addressing problems in, 131
changeover time in, 98
continuous flow vs., 14, 68–69
5Ss in, 149
lean and, xxiii, 19
standardized processes in, 109, 110
TPS vs. Ford’s system for, 19, 27
waste accumulation in, 147
Master-apprentice model, 189
Matsushita, 239–240
Mazda Motor Corporation, 98
McCurry, Robert B., 39
Mechanistic approach:
bureaucracy at companies with, 119
culture change with, 367
lean implementation with, xxv–xxvi, 352–354, 372–373
learning at companies with, 286–287
in mechanistic vs. organic framework, xxviii, 354
review process with, 294
and scientific thinking, 10
standardized processes with, 124–125
supply chain management with, 236
technology use with, 174
in Toyota Production System, xxiii–xxv
Medina, John, 145
Menlo Innovations, 139–142, 341–342
Mentoring, 270 (See also Coaching)
Merillat, 345–346
Micromanagement, 194
Mindset development, 362
Minoura, Teruyuki, 61, 62, 76, 190–191
Mirai, Toyota, 332, 334–335, 342
Mitsui Trading Company, 195
Miura, Kenji, 99
Mobility teammate concept (MTC), 337–338
Model line process:
deploying lean deeply with, 372–373
at Herman Miller, 219, 220, 356
implementation of lean after, 362
in lean transformation, xviii, 358–359
in organic approach, xxvi, 354
with TSSC, 241
Monitoring, in Toyota Business Practices, 269
Morgan, James, xxix
Motion technology, 172–173
Motivation, ix–x, 225–227
Movement, waste in, 30
MTC (mobility teammate concept), 337–338
Muda, 15, 92–94, 386 (See also Waste)
Mulally, Alan, 182
Mura, 92–93, 106, 182–183, 386
Musk, Elon, 160–161, 264–265, 324, 332, 333, 342
Mutual learning, 240–242
National culture, 186–187, 371
Net income, 2–3
New product launch, 116–117, 305
New United Motor Manufacturing Inc. (NUMMI), 86
andon system, 142
enabling bureaucracy, 119
in Great Recession, 52–53
long-term systems thinking, 44–47
organic and mechanistic approach, xxiv–xxv
PDCA at, 282
team leaders, 218–219
Toyota Way at, ix
TPS training at, 134
New York City Food Bank network, 242
Nike, 363
Nokia, 332
Norval, Alistair, 287
NUMMI (See New United Motor Manufacturing Inc.)
Observation, 190–191, 196–197, 258–262 (See also Learning)
Off-cycle tasks, 105–106
Office environments, 84–85, 193
Ohba, Hajime, 8–9, 76, 219, 241, 355–356
Ohno, Taichii, 365
circle exercise of, 190–191
coaching/teaching by, 199, 241, 256
continuous flow for, 61, 62, 68
creativity of, 35
4Ps for, xxix
on heijunka, 93–94
inventory buffers for, 79, 81, 82, 88
kanban for, 23
production system of, xxi, 14, 27–30
scientific mindset of, 8–9
standardized processes of, 109
students of, xviii, 164, 165, 182
on suppliers, 238
waste reduction by, 43
Ohno circle, 190–191
Ohno Production System, 27–29 (See also Toyota Production System (TPS))
OMCD (Operations Management Consulting Division), 240–241
1x1 problem solving, 216–218
One-piece flow:
benefits of, 71–73
difficulties with, 62–64
fake vs. real, 73–75
in Ohno Production System/TPS, 14–15, 28, 29
problem solving and, 134
takt time in, 70–71
as vision to work toward, 75–76
On-the-job development (experience), 188–189, 221, 271
On the Mend (Toussaint, et al.), 33
Operational design domains, 338
Operational effectiveness, 325–326
Operational ratio, 64
Operations Management Consulting Division (OMCD), 240–241
Orbeck, Chad, 171–172
Orf, Jennifer, 209
Organic approach, xxiii–xxiv
bureaucracy at companies with, 118, 119
goal alignment in, 293
hoshin kanri and daily management in, 304
lean deployment with, xxv–xxvi, 354, 372–373
in mechanistic vs. organic framework, xxviii, 354
technology use with, 174
in Toyota Production System, xviii–xix, xxii
Organizational chart, 203, 205–207
Organizational entropy, 359–362
Organizational learning, 286–287, 318–320
Orientation stage, 211
Outsourcing, 238–239
Overprocessing, 29
Overproduction, 13, 29, 30, 82–83 (See also Pull systems)
Overtime pay, 228–229
Ownership structure, 370
Panasonic EV Energy, 239–240
Partners, value chain (See Value chain partners)
PDCA (plan-do-check-act) process, 386
in improvement kata, 275
and kaizen, 48
learning from, 281–283
and organizational entropy, 360–361
for Prius development, 330
SDCA vs., 301–303
for standardized processes, 124–125
team leader training on, 223
for Sakichi Toyoda, 20
in Toyota Production System, 287–288
People category of principles, 375
assessing maturity level for, 376–377
employee and team development, 203–231
executive summary, 380–381
leader development, 181–201
scientific thinking underlying, 12
value chain partners, 233–251
Performance appraisal system, 197–198
Pfeffer, Jeffrey, 325
Philosophy category of principles, 375
assessing maturity level for, 376
executive summary, 377–378
long-term systems thinking, 39–57
scientific thinking underlying, 11
Physical inventory counts, 193
Piloting, 176, 295, 312, 359, 362
Pilot teams, for product launch, 116–117
Plan-do-check-act process (see PDCA process)
Planned cycle time, 115
Planning, 13
goal alignment in, 297–298, 319–320
visual control for, 155–156
Point-based design, 297
Point kaizen bursts, 33
Poka-yoke devices, 135
Porter, Michael, 325–326
Predictive maintenance, 170–171
Press, Jim, 42–43
Princeton, Ind., plant, 51–52
Prius, Toyota, 5, 156, 183, 239, 323, 327–332, 342
Prius Prime, Toyota, 331
Problem breakdown, 268
Problem clarification, 268
Problems, uncovering, 129–130, 146
Problem solving (generally):
A3 report for, 298–299
after 5S audits, 148
five why analysis, 258–262
group leader training on, 223
by leaders, 189
1x1, 216–218
responsibility for, 205–206
technology use for, 163, 171–174, 176
Toyota Business Practices for, 267–269
Problem solving category of principles, 375
assessing maturity level for, 377
executive summary, 381–382
goal alignment, 291–321
learning, 255–288
scientific thinking underlying, 12
strategy building, 323–347
Process category of principles, 375
assessing maturity level for, 376
continuous flow, 61–77
executive summary, 378–380
focusing on, 15
leveling workload, 91–107
pull systems, 79–89
quality culture, 129–143
scientific thinking underlying, 11
standardized processes, 109–127
technology use, 159–178
visual control, 145–158
Process control boards, 153–154
Process diagnostics, 308
Processing, waste from, 29
Product development, 66–68, 156, 160, 196–197, 237–238, 297–298
Productivity:
with continuous flow, 71–72
continuous improvement of, 164–165
in industrial engineering, 109–110, 118
at Tesla automated plant, 160
Project management, 146, 155–156
Propel learning program, 220, 223–224
Proposal story, 299–300
assessing maturity level of, 376
avoiding overproduction with, 82–83
in everyday life, 83–84
executive summary of, 378
in General Motors training office, 86–87
inventory reduction with, 32–33
in Ohno Production System, 28
purpose of, 87–88
at Toyota Motor Company, 84–86
Pulse board, 245–246
Push systems, 79, 149, 162, 176
Quality:
built-in, 24, 112, 131–132, 134–136, 141–142
with continuous flow, 69–71
designed-in, 139–141
inspected-in, 136
in-station, xxi–xxii, 130–133
Quality certification, supplier, 249–250
Quality circles, 271–272
Quality control, 136–137
Quality culture, 129–143
assessing maturity level of, 376
countermeasures and error proofing in, 134–136
executive summary of, 379
jidoka principle, 130–132
line stops in, 132–134
long-term learning from crises in, 137–139
as principle and system, 141–142
for software development company, 139–141
in TPS, xxii
Quality department, 113
Quality gates, 137
Quality Learning Centers, 138–139
Quinn, Robert, 339–340, 342–343
Rational (slow) thinking, 11, 266
Reactive problem solving, 12
Recall crisis (2009-2010), 1, 2, 137–139
Recognition, as reward, 227, 272
Reiter Automotive, 141
Repairs, making, 131
Reporting, 193–194
Respect, ix–x, 47–50, 227–229, 236–238
Review process, 294–295
Rewards, 225–227
Rework, 66
Rivera, Jeffrey, 73n*
River Rouge complex, 160
Robots, selective use of, 164 (See also Automation)
Rogers, Will, 367
Roitman, David, 168
Rometty, Ginni, 344
Roos, Dan, xxiii
Roskies, Ethel, 168
Ross, Karyn, xxix
Rother, Mike, xxviii, xxix
kata model of, 272–275, 283, 288, 319, 356, 358
on scientific thinking, 9–10
on standardized work, 125
strategy and continuous improvement model of, 345
on uncertainty, 266
value stream mapping by, 32, 34, 84
Safety stock, 102
Sales promotions, 106
San Antonio, Tex., plant, 51–52, 237
Scaffede, Russ, 129–130
Scandinavian education system, 204–205
Scheduled push systems, 79, 83–84
Schwarz, Tilo, 275
Scientific management, 109–110, 118–120
Scientific thinking, 386–387
about decision making, 295–296
about lean deployment, xxviii, 355–359
about one-piece flow, 76
behavior change to increase, 284–285
in Covid-19 crisis, 279–281
deliberate practice in, 56
and 4P model, xxix, 11–12
kata to develop, 272–275
for learning, 264–275
obstacles to, 265–267
PDCA in support of, 281–283
quality circles to develop, 271–272
and sustainability of lean, 371–372
and Toyota Business Practices, 267–271
SDCA (standard-do-check-act) process, 301–303, 317–318, 360–361
Seasonal demand, 102–104
Section managers, 214
Self-driving cars, 336–338
Self-Help (Smiles), 21
Senge, Peter, 255–256
Sensei, xvii–xix, 183, 219–220, 354, 387
Servant leadership, 204–205
Service providers, 246–248
Set-based design, 297–298
Shareholder value, 41–42
Shembekar, Raja, 168–176
Shingo, Shigeo, 97–98
Shiomi, Masanao, 329
Shipping quality audit, 215, 308
Shook, John, 32, 34, 54–55, 84, 263, 272, 282, 298–299
Sienna, Toyota, 196–197
SigmaPoint Technologies, 312–320, 362–363
Silo phenomenon, 248
Situational leadership, 210–211
Smalley, Art, 299
Smiles, Samuel, 21
Smith, Darwin E., 185
Sobek, Durward, 299
Social good, purpose as, 42–44
Sociotechnical systems, xxiv
Software customization, 171–172
Software development company, quality culture for, 139–141
Southwest Airlines, 98
Spiegel, Larry, 218
Standard-do-check-act process (See SDCA process)
Standardize (in 5Ss), 147, 148, 383
Standardized processes, 109–127
assessing maturity level of, 376
in coercive vs. enabling bureaucracies, 118–120
for continuous improvement, 112–116
executive summary of, 379
as goal to work toward, 123–126
for new product launch, 116–117
at Starbucks, 120–123
for Kiichiro Toyoda, 24
in Toyota Business Practices, 269
and visual control, 150–151
Standardized work, 387
andons for falling behind in, 131
as countermeasure, 135–136
by dealers, 245–246
for group leaders, 214–215
motion technology for, 172–174
team leader training on, 221
Standardized work chart, 136
Standardized work sheets, 112–114, 152
Starter kata, 273–275, 279, 283, 284
Steady Work (Gaudet), 120
Steinberger, Michael, 41–42
Stereotyping, 267
Straighten (in 5Ss), 147, 148, 383
Strategy, defined, 324–325
Strategy building, xxviii, 323–347
assessing maturity level of, 377
for autonomous vehicle development, 336–339
with competing values, 339–343
in digital age, xxix
and execution, 344–346
executive summary of, 382
hoshin kanri for, 293–295
for Prius development, 327–332
at Toyota and Tesla, 16, 332–336
Structured learning, 215–216
Supermarkets, as pull systems, 81–82
Suppliers, 234–242
genchi genbutsu for, 193
impact of unleveled workload on, 96, 97
and internal capability, 238–240
kanban system with, 84–85
mutual learning of TPS with, 240–242
quality certification for, 249–250
respect for, 236–238
Supply chain visibility, 161–162
Sustain (in 5Ss), 147, 148, 383
Sutton, Robert, 325
Suzuki, Ichiro, 156
Suzuki Motor Corporation, 335
Sweetgreen, 81
Synchronous Manufacturing program, 218
System fill rate, 155
System problems, 187
Systems thinking, 40, 53–56, 352 (See also Long-term systems thinking)
Taguchi, Toshiaki “Tag,” 195
Tahara, Japan, plant, 159
Tanguay, Ray, 132
Target cost system, 237–238, 248–249
Target setting, in TBP, 269
Taylor, Frederick, 109–110, 118, 119, 124
TBPs (See Toyota Business Practices)
Teaching, 242–246, 365 (See also Leader development)
Team development (See Employee and team development)
Team leader control board, 216, 217
Team leaders, 207–209
core role definition, 213, 214
at General Motors, 218–219
at Herman Miller, 220–224
responsibilities of, 207–209
in upside-down organization chart, 206
Team members (See also Employee and team development)
core role definition, 212–213
quality control with, 136–137
in upside-down organization chart, 206
Teamwork:
importance of, 205–210
at Japanese elementary schools, 209–210
power of, 205–210
standardized processes and, 117
at Toyota Motor Company, 49, 210–211
and visual control, 156–157
Technical Anthropologists™, 139–140
Technology use, xxix, 159–178
assessing maturity level of, 376
and built-in quality, 132, 141–142
at Denso, 170–174
and effectiveness, 176–177
effect of, on employees, 174–175
executive summary of, 380
improving automated work with, 164–167
in Industry 4.0, 167–168
and Internet of Things, 168–170
for learning, 262–264
at Toyota Motor Company, 162–164
and visual control, 153, 154, 156–157
Tesla, Inc., 5, 160–161, 264–265, 324, 325, 331–336, 341–343
Thedacare, 33–34
Thomke, Stefan, 141
Threshold of knowledge, 10
“Time and Motion Regained” (Adler), xxv
TMUK (See Burnaston, England, plant)
Today and Tomorrow (Ford), 27, 28, 187
Tokyo Motor Show (1994), 329
Top-level hoshin kanri, 305–307, 313–315
Total Budget Control System, 43
Total quality control, 291
Toussaint, John, 33
Toyoda, Akio, 370
on automation, 177
on genchi genbutsu in digital age, 262–263
leadership path for, 183–184
on learning at the gemba, 49
open-systems innovation investments by, 342
on priorities of company, 40–41
during recall crisis, 138, 139
Toyoda, Eiji, 23–24, 26–27, 159, 236, 326
Toyoda, Kiichiro, xxi, 19, 22–26, 28, 29, 82, 183, 190, 255
Toyoda, Sakichi, xxi, 20–22, 53, 130
Toyoda Automatic Loom Works, 20, 23–25
Toyoda Boshoku, 24–25
Toyota Business Practices (TBPs), 223, 267–271, 387
Toyota Express Maintenance, 243
Toyota Housing Corporation, 99–101
Toyota Kata (Rother), xxviii, 9, 266
Toyota Kata Culture (Rother and Aulinger), 34
Toyota Motor Manufacturing, 26–27, 129–130, 188–189, 214, 295–296
Toyota Motor Sales, 195
Toyota Production System (TPS), 387
and accounting system, 193
and artificial intelligence, 173, 176
for automated work, 165–166
Fujio Cho’s involvement in, 182
continuous improvement in, 87
for dealers, 243
evolution of, xxvii
5Ss in, 148–149
hoshin kanri in, 291
and lean production, 12–14
mutual learning of, 240–242
at NUMMI plant, 44–47, 134, 218
Taichii Ohno’s contributions to, 27–29
one-piece flow and, 14–15
organic and mechanistic aspects of, xviii–xix, xxiii–xxv, 354
PDCA in, 287–288
“real,” xxi–xxiii
respect in, 49–50
for suppliers, 236–237
team development and, 205, 211
as technical and social system, 375
Kiichiro Toyoda’s influence on, 23–25
and Toyota Way model, ix
in United States, 187–188
for warehouses, 154–155
Toyota Production System Support Center (TSSC), 102
Herman Miller’s project with, 241–242, 355–356, 362
implementing one-piece flow with, 72, 75
Nike’s project with, 363
Hajime Ohba at, 8
Toyota Research Institute (TRI), 338, 342, 370
Toyota Research Institute–Advanced Development (TRI-AD), 338, 342
Toyota Technical Center (TTC):
genchi genbutsu at, 191–192
hansei at, 285
hourensou at, 194
human resource adaptations at, 366–367
purchasing card plan proposal for, 299–300
The Toyota Way 2001, 46–50, 92, 182, 184, 238, 267
Toyota Way book series, 389–390
Toyota Way model, 1–17 (See also specific categories and principles)
adapting, x
assessing company’s maturity with, 375–377
categories of principles, 11–12
and companies’ beliefs about lean production, 14–15
described, ix
development of, 19–35
executive summary of principles, 375–382
globalization and, 366–367
Toyota Way model (continued)
inspiration from, 351–374
integration of principles in, 5–7
and leadership, 183
leadership commitment in, 368
learning from, xxvii–xxviii
mindset for, 281–282
and quality, 142
scientific thinking and, 8–12
strategy building based on, 346
and success of Toyota Motor Company, 8
as technical and social system, 375
technology and teamwork in, 157
value of, 16
The Toyota Way to Lean Leadership (Liker and Convis), 49, 346
The Toyota Way to Service Excellence (Liker and Ross), xxix
TPS (See Toyota Production System)
Training to See Kit (Rother and Shook), 84
Training Within Industry (TWI) service, 110–111, 115
Transitional roles, 215–216
Transport waste, 29
TRI (See Toyota Research Institute (TRI))
TRI-AD (Toyota Research Institute–Advanced Development), 338, 342
Trust, 45, 174, 227–229, 235, 367
TSSC (See Toyota Production System Support Center)
TTC (See Toyota Technical Center)
Uchiyamada, Takeshi, 328–330
Uncertainty, 282–283
Understanding A3 Thinking (Sobek and Smalley), 299
United Kingdom, 270–272 (See also Burnaston, England, plant (TMUK))
United States:
andon system in, 132–134
competing values framework in, 340–341
design standards in, 117
inspected-in quality in, 136
leader development in, 182, 184
leveling workload in, 94
production and sales during Great Recession in, 50–51
Toyota Production System in, 46, 187–188, 241
Toyota Technical Center in, 366–367
Universal competencies, 197–199
University of Michigan, xxiv, 276–279
Value-added flow, 29–31
Value-added work, 65–66, 150, 203–204
Value chain needs hierarchy, 248–250
Value chain partners, 233–251
assessing maturity level of, 377
dealers, 242–246
demonstrating respect for, 236–238
executive summary of, 381
in extended-learning enterprises, 248–250
and maintaining internal capability, 238–240
mutual learning of TPS with, 240–242
service providers, 246–248
suppliers, 234–242
Values, core, 339–343
Value stream mapping, 31–34, 84, 243–244, 388
Vision, 75–76, 293–295, 344, 369
Visual control, 145–158
assessing maturity level of, 376
digital technology for, 156–157
executive summary of, 379–380
and 5Ss, 146–148
for planning and project management, 155–156
at service parts warehouse, 152–155
in support of processes, 148–149
at TMUK, 216–218
worksite examples of, 150–152
Visual management, 145–146, 156, 157, 388
Volkswagen, 2–4
Wada, K., 23
Waiting, as waste, 29
Ward, Alan, 297
Warehouses, 152–155, 162–163, 210–211
Warren, Alex, 130
Waste (See also Muda)
and continuous flow, 61
5Ss and, 147
Henry Ford on, 28
leveling work to eliminate, 92–93, 106–107
seven types of, 29–30
standardized work sheets to identify, 114
Kiichiro Toyoda’s observations on, 22–23
in Toyota Production System, 13–14
in traditional business processes, 64–68
value stream mapping to reduce, 31–34
Watanabe, Hiromi, 43–44
Watt, James, 21
Weighted-average standardized work, 97
Wheatley, Margaret J., xvii
White-collar work, 112
Will-Burt Company, 73–75
WIP inventory (See Work-in-process inventory)
Wire harness problem (1997), 192–193
Wiremold Corporation, 72
Womack, James, xxiii, 343
Work-balance chart, 115–116
Work groups, 205, 207–209, 218, 225–227, 310–312
Working relations index, 235
Working time flexibility, 228–229
Work-in-process (WIP) inventory, 67, 68, 73
Workload leveling (See Leveling workload)
Worksite, visual control at, 150–152
Work stoppage, in one-piece flow, 75–76
World War II, xxi, 12, 23, 27, 43, 110
X-matrix, 312–313
Yakult, 43–44
Yamashina, Tahashi “George,” 191–194, 285
Yazaki Corporation, 192
Yokoya, Yuji, 196–197
Yui, T., 23
Zetzsche, Dieter, 181
Zingerman’s Mail Order (ZMO), 359, 363
adapting to Covid-19 at, 279–281
kata at, 276–279
leveling workload at, 104–106