Toyota Kaizen Methods: Six Steps to Improvement

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ISBN 9781439838532
Cat# K11748

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Features

  • Focuses on skill sets that Toyota cultivated
  • Provides an explanation of kaizen in greater context and detail than other publications
  • Presents analytic methods to look at work elements, time, motion, production lead-time, machine losses, and some standardized work
  • Covers techniques that are proven to help shorten lead-time, improve labor and capital productivity, reduce scrap and rework, and more

Summary

Toyota Kaizen Methods: Six Steps to Improvement focuses on the skills and techniques practiced inside Toyota Motor Corporation during the past decades. This workbook focuses on the actual training course concepts and methods used by Toyota to develop employee skill level, a core element of Toyota’s success. It is not a book about holding Western-style five-day Kaizen events, which were in reality quite rare during the development of Toyota’s production system and are virtually nonexistent today inside Toyota. Written by two of Toyota’s most revered and experienced trainers, the book —

  • Traces the origins of Kaizen since the inception of Toyota Motor Corporation
  • Articulates the basic six-step Kaizen improvement skills pattern taught inside Toyota
  • Helps practitioners of Kaizen improve their own skill level and confidence by simplifying concepts and removing any mystery in the process
  • Provides homework assignments and a wealth of forms for analyzing work processes

If you take the time to study the concepts detailed here, you will be reviewing the same methods and techniques that were harnessed by generations of Toyota supervisors, managers, and engineers. These techniques are not the secret ingredient of Lean manufacturing; however, mastery of these timeless techniques will improve your ability to conduct improvement in almost any setting and generate improvement results for your organization.

Table of Contents

Introduction

Background of Kaizen in Toyota
History of Kaizen Methods in Toyota
The Toyoda Precepts
Training-Within-Industry Job Methods Introduction
"P-Course" Introduction
Development of Toyota’s Kaizen Course
Operations Management Consulting Division and Jishuken Events at Tier One Suppliers
Summary
Notes

Introduction to Kaizen in Toyota
The Importance of Kaizen
Key Concepts
Basic Pattern for Kaizen
Note

Step 1: Discover Improvement Potential
Introduction
Kaizen versus Problem Solving
Kaizen Attitude
Analytic Skills for Kaizen
Opportunity Awareness
Basic Methods for Uncovering Waste and Identifying Improvement Opportunities
Summary of Step 1: Discover Improvement Potential
Homework Assignment
Note

Step 2: Analyze Current Methods
Introduction
Basic Analysis Methods
Summary
Homework Assignment
Notes

Step 3: Generate Original Ideas

Introduction
Key Concepts Regarding Idea Generation
Summary
Homework Assignment
Notes

Step 4: Develop an Implementation Plan
Introduction
Key Concepts
Summary
Homework Exercise

Step 5: Implement the Plan
Introduction
Key Concepts
Summary
Homework Exercise

Step 6: Evaluate the New Method

Introduction
Key Concepts
Summary
Homework Exercise

Summary
Introduction
Step 1: Discover the Improvement Potential
Step 2: Analyze Current Methods
Step 3: Generate Original Ideas
Step 4: Develop an Implementation Plan
Step 5: Implement the Plan
Step 6: Evaluate the New Method

Appendix 1: Ten Areas to Investigate for Operational Improvement
A1.1 Improvement Possibilities for Work Motion
A1.2 Focus on Variations in Work Element Time
A1.3 Separate Human Work and Machine Work for Kaizen
A1.4 Revise Standard Work in Process
A1.5 Reduce Walking Distance
A1.6 Work Balance between Operations
A1.7 Quality Improvement Possibilities
A1.8 Equipment Reliability Improvement Possibilities
A1.9 Material Flow and Storage Improvement Possibilities
A1.10 Other Improvement Areas

Appendix 2: Forms and Instructions
A2.1 Work Analysis Sheet
A2.2 Therblig Motion Analysis Form
A2.3 Time Study Form
A2.4 Standardized Work Chart
A2.5 Setup Reduction Analysis Form
Index
About the Author

Author Bio(s)

Art Smalley worked for Toyota in Japan, before becoming the director of lean for a large US company and a consulting lean expert for McKinsey & Company.

Isao Kato spent 35 years with Toyota in a variety of management positions in manufacturing, HR, training and development, and supplier development.

Editorial Reviews

 …What I personally learned from people like Isao Kato and Art Smalley during my Toyota years was that a company’s success largely can be attributed to total employee involvement in daily Kaizen. This difference is critical when compared to traditional Western manufacturing companies. Team members in Toyota working with improvement tools, involvement opportunities, and a structured process constantly delivered amazing results that surpassed my expectations. This book represents a model for understanding Kaizen inside Toyota and the skills required to analyze basic processes and drive improvement.
—Russ Scaffede, former V.P. of manufacturing, Toyota Motor Manufacturing