Gemba Walks the Toyota Way : The Place to Teach and Learn Management PDF Download

Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Technology & Engineering
Languages : en
Pages : 70

View

Book Description
Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

Author: Mohammed Soliman
Publisher:
ISBN:
Category :
Languages : en
Pages : 0

View

Book Description
Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

Author: James P. Womack
Publisher:
ISBN: 9781934109380
Category : Business & Economics
Languages : en
Pages : 0

View

Book Description
In 12 new essays, ranging from the provocative to the practical and written specially for the second edition of Gemba Walks author and management expert Jim Womack reflects on the past 30 years of lean, and assesses the current state of lean today.He also shares thoughts on how lean thinking and practice can continue to make the world a better place by gaining traction in areas such as government and healthcare, provides practical guidance for how leaders everywhere can realize the full benefits of a lean management system, and shares hope for continued improvement on the path to better work and more value.Over the past 30 years, Womack has developed a method of going to visit the gemba at countless companies and keenly observing how people work together to create value. He has shared his thoughts and discoveries from these visits with the lean community through a monthly letter. With Gemba Walks second edition, Womack has selected and re-organized his key letters, as well as written 12 new essays.Gemba Walks shares his insights on topics ranging from the application of specific tools, to the role of management in sustaining lean, as well as the long-term prospects for this fundamental new way of creating value. Reading this book will reveal to readers a range of lean principles, as well as the basis for the critical lean practice of: go see, ask why, and show respect.Womack explains: - whatever happened to Toyota and what happens next to lean?- how lean got its name 25 years ago; a special essay co-authored by Jim and John Krafcik, president and CEO, Hyundai Motors America- work, management, and leadership -- what is the real work of the lean leader?- don't offshore or reshore -leanshore- why companies need fewer heroes and more farmers (who work daily to improve the processes and systems needed for perfect work and who take the time and effort to produce long-term improvement)- how "good" people who work in "bad" processes become as "bad" as the process itself- how the real practice of showing respect comes down to helping workers frame and solve their own problems- how the short-term gains from lean tools can be translated to enduring change from lean management.- how the lean manager has a "restless desire to continually rethink the organization's problems, probe their root causes, and lead experiments to test the best currently known countermeasures"By sharing his personal path of discovery, Womack sheds new light on the continued adoption and development of the most important new business system of the past fifty years. His journey will provide courage and inspiration for every lean practitioner today.

Author: Jeffrey K. Liker
Publisher: McGraw Hill Professional
ISBN: 0071502114
Category : Business & Economics
Languages : en
Pages : 288

View

Book Description
The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 28

View

Book Description
Poka-yoke is a Japanese word that means "error-proofing". It involves using simple and cheap tools to help workers avoid making mistakes in their work. These devices prevent errors like using the wrong parts, forgetting to put in a part, or installing a part the wrong way. In simpler words, in Japanese, "poka" means making a mistake by accident, and "yoke" means stopping or avoiding the mistake. Have you ever wondered why Japanese cars are known for being reliable. Even cars that are 20 years old can still run well and keep up with the newest and top cars in the automobile industry. This is because they are made to be of high quality. Quality is being built into the design process.

Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 94

View

Book Description
In order to cut costs during the economic downturn, many businesses are implementing abstinence policies. This could mean laying off workers and cutting some wages. In fact, those actions might only work for a short time.Unless the company implements a culture of continuous improvement and alters its method of operation, the situation may recur and become even worse. This brings us back to the purpose for which the Toyota production system was developed. Waste is anything that uses resources but offers the customer nothing in return. Most activities are waste, or "muda," and can be divided into two categories. Although type one muda does not provide value, it is inescapable given the production assets and technologies available today. An illustration would be checking welds for safety, that type we also call necessary non value-added activity. Type two muda does not add value and can be quickly eliminated. An illustration is a process in a process village with disconnected phases that may be swiftly converted into a cell where unnecessary material moves and inventory are no longer necessary. A very small portion of all value-stream activities truly generate value as perceived by the client. The most effective way to boost business performance is to stop doing the numerous unnecessary things.

Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 116

View

Book Description
One-piece flow, also known as continuous flow, is considered the ultimate lean goal. It describes how items are efficiently moved from one stage of the process to the next by designing the workflow around the requirements of the product. To get from point A to point B is the objective. Any waste or halt in production is equivalent to the stones and dams that direct the flow of water. We examine our layouts, devices, procedures, rules, cultures, and knowledge while attempting to implement flow to see what might be causing these flow-blocking factors. Continuous flow aids in waste reduction. Because there is harmony and rhythm between each stage of the process, wastes are eliminated from the system. This enables each team member to provide value rather than produce waste. Processing waste is decreased because there is naturally less rework (or overprocessing), there is only as much work done as the customer is prepared to pay for, and there is only one accepted technique to complete the task (no bad processing).

Author: Jeffrey K. Liker
Publisher: McGraw Hill Professional
ISBN: 1260468526
Category : Business & Economics
Languages : en
Pages : 448

View

Book Description
The bestselling guide to Toyota’s legendary philosophy and production system—updated with important new frameworks for driving innovation and quality in your business One of the most impactful business guides published in the 21st Century, The Toyota Way played an outsized role in launching the continuous-improvement movement that continues unabated today. Multiple Shingo Award-winning management and operations expert Jeffrey K. Liker provides a deep dive into Toyota’s world-changing processes, showing how you can learn from it to develop your own improvement program that fits your conditions. Thanks in large part to this book, managers across the globe are creating workforces and systems that produce the highest-quality products and services, establish and retain customer loyalty, and drive business profitability and sustainability. Now, Liker has thoroughly updated his classic guide to include: Completely revised data and updated information about Toyota’s approach to competitiveness in the new world of mobility and smart technology Illustrative examples from manufacturing and service organizations that have learned and improved from the Toyota Way A fresh approach to leadership models The brain science and skills for learning to think scientifically How Toyota applies Hoshin Kanri, a planning process that aligns objectives at all levels and marries them to business strategy Organized into thematic sections covering the various aspects of the Toyota Way—including Philosophy, Processes, People, and Problem Solving—this unparalleled guide details the 14 key principles for building the foundation of a powerful improvement system and managing it for ultimate competitive advantage. With The Toyota Way, you have an inspiration and a model of how to set a direction, continuously improve and learn at all levels, continually "flow" value to satisfy customers, improve your leadership, and get quality right the first time.

Author: Mohammed Hamed Ahmed Soliman
Publisher: personal-lean.org
ISBN:
Category : Business & Economics
Languages : en
Pages : 86

View

Book Description
Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.

Author: Mohammed Hamed Ahmed Soliman
Publisher: Mohammed Hamed Ahmed Soliman
ISBN:
Category : Business & Economics
Languages : en
Pages : 75

View

Book Description
Having no standardization work process means no quality. Everyone will do this task differently. Tracking the source of errors is difficult without the work standard. When a leader perform gemba walk on shop floor to observe the situation, there is no benefit from the walk when there is no standard. In the classic old way of management, companies were and (many are still) following the Taylor’s principle, Taylor said that industrial engineers should be the only ones who initiate, create, modify, adapt and improve the process. And workers should follow what the industrial engineers are saying. Standard work is being used to measure employees performance. This is really a contrary to respect for people which is one of the main pillars in the Toyota production system and was the reason why Toyota is a high performance company. Toyota is strong by its people not by its process. Toyota Creates standard work to eliminate wastes, develop employees skills and develop high level of knowledge.