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1、The Toyota Way 14 Management Principles from the Worlds Greatest Manufacturer,Author : Jeffrey K. Liker Ph.D. University of Michigan, Ann Arbor,Toyota Way (DNA),“The true value of continuous improvement is in creating an atmosphere of continuous learning and an environment that not only accepts, but
2、 actually embraces change. Such an environment can only be created where there is respect for people - Liker“,Camry was the top selling U.S. passenger car in 2003 and five of the years prior. Corolla was the top selling small car in the world Lexus was introduced in 1989 and in 2002 outsold BMW, Cad
3、illac, and Mercedes-Benz in the U.S. for the third year in a row Toyota sold more vehicles in North America than one of the “Big 3” automakers (Chrysler), could eventually become a permanent member of the “Big 3” U.S. automakers.,Toyotas dramatic business success and world-leading quality,Annual pro
4、fit in 2003, was $8.13 billion, profitable every year over the last 25 years - larger than the combined earnings of GM, Chrysler, and Ford. Shares price in 2003 had increased 24% over 2002. Market capitalization was $105 billion as of 2003 higher than the combined market capitalization of Ford, Gene
5、ral Motors, and Chrysler. Return of assets is 8 times higher than the industry average. $20-$30 billion in its cash war chest,Toyota is benchmarked as the Best in Class by all its peers and competitors throughout the world for: high quality, high productivity manufacturing speed, and flexibility. -
6、by J.D. Powers and Associates, Consumer Reports, and others for many years.,Overview Toyota Production System (TPS),Borrowed many ideas from US: Benchmark Fords mass production/ manufacturing process High quality, low cost (Lean), short lead times (eliminate waste, End to End) , and flexibility Pull
7、 system (American Supermarkets) Flow, Kanban , JIT Quality PDCA Plan Do Check Act Edwards Deming Continuous Improvement (Kaizen),Toyota Story 1 Build a culture of stopping to fix problems, to get quality right the first time,Russ Scaffede worked decades for General Motor and had an excellent reputat
8、ion as manufacturing guy who could get things done and worked well with people. He is excited about the opportunity to work for Toyota and to help start up a new brand-new plant following the state of the art TPS (Toyota Production System) principles. At General Motor, managers are judged: Ability t
9、o deliver the numbers Get the Job Done no matter what Keep the plant running Many engines, you are fine but too few sent you to the unemployment line 1st month at Toyota, Russ Scaffede reported his accomplishment For the whole month there is no shutdown at the assembly line Breakthrough! for Toyota,
10、Message from his manager (Fujio Cho) Russ-san, You do not understand. If you are not shutting down the assembly line, it means that you have no problems. All manufacturing plants has problems, so you are hiding your problems. Please take out some inventory so the problem surface. You will shutdown t
11、he assembly line but you will also continue to solve your problem and make even better quality engines more efficiently,Toyota Story 1 (Contd) Build a culture of stopping to fix problems, to get quality right the first time,7,Toyota Story 2 Building in Quality is a principle, not a technology,A plan
12、t manager has a Toyota mentor who was teaching him TPS. The Toyota mentor suggested they need an Andon system to immediately detect quality problems. The plant manager got his engineer to spec out an Andon system similar to Toyota, he wanted to be best with full automation When Toyota mentor visited
13、 him, the plant manager show him the elaborate Andon system The Toyota mentor said “No, no no. You do not understand. Come with me” The Toyota mentor handed to the plant manager Red Flag, Yellow Flag, Green Flag this is Andon Toyota prefer to first use people and processes to solve problem Disciplin
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