The Toyota way to continuous improvement : linking strategy and operational excellence to achieve superior performance
著者
書誌事項
The Toyota way to continuous improvement : linking strategy and operational excellence to achieve superior performance
McGraw-Hill, c2011
- タイトル別名
-
The Toyota way : to continuous improvement
大学図書館所蔵 全16件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographic references and index
内容説明・目次
内容説明
A lean blueprint for creating long-term sustainability the Toyota way!Winner of the 2012 Shingo Research and Professional Publications Award
During Toyota's highly publicized recalls of 2009 and 2010, the legendary carmaker's 60-year-old reputation for operational excellence was put under the microscope. Business pundits wondered out loud if Toyota's quality levels had decreased dramatically, while the harshest critics predicted the end of the company as we know it. For the most part, the government's findings absolved Toyota of serious defects and accidents, and Toyota recovered rapidly-but mistakes were made, which showed that Toyota is not perfect. In fact, there is always opportunity for improvement in every process.
In his bestselling business management classic The Toyota Way, Jeffrey Liker introduced the world to the foundational principles that have made Toyota the envy of companies around the world. Now, in The Toyota Way to Continuous Improvement, Liker teams up with former Toyota production engineer James Franz to explain the underlying thinking behind continuous improvement and why any company needs a disciplined approach to process improvement in every part of the organization.
Liker and Franz outline the common mistakes in thinking that limit results, and they reveal how Toyota achieves its dual objectives of improving business performance and developing its people through following Dr. W. Edwards Deming's teachings of Plan-Do-Check-Adjust (PDCA). Through detailed case examples in many industries, you'll learn how to:
Determine why your processes aren't achieving anticipated resultsBuild a sustainable lean process with a well-defined purposeCreate a system that reveals problemsTeach every leader and team member at every level the art of PDCA for process improvement
With The Toyota Way to Continuous Improvement, you have the foundation you need to develop a vision of continuous improvement specific to your organization and plot a path to turn your vision into a measurable reality.
Praise for The Toyota Way to Continuous Improvement:
"I have found inspiration and lessons in these real stories from real people who try, sometimes fail, and yet find creative ways to succeed in adapting the principles of Deming and Toyota. Despite the diversity of applications revealed here, the commonality in vision, values, and desired outcomes unifies these leaders. You won't be able to put this book down."
RICHARD ZARBO, MD, DMD, Senior Vice President and Chairman of Pathology and Laboratory Medicine, Henry Ford Health System
"Lean is no longer an idea, a hypothesis, or a theory-it is a proven set of principles and practices that more and more people are using to achieve substantial, sustainable continuous improvement in a variety of enterprises. This book details the practices and case studies to help you bring Lean transformation to your enterprise!"
CHARLES BAKER, former Chief Engineer and former Vice President, Honda R&D Americas
目次
- Part 1: Preparation- Building a Foundation for Lean Flow Processes
- Chapter1. What is a lean process and why are companies failing at it
- Chapter 2. People and Processes Grow Together through PDCA
- Chapter 3. Lean Out Processes or Build Lean Systems
- Chapter 4. Lean Processes start with a Purpose
- Chapter 5. How do you do it. Mechanistic and Organic Lean Deployment
- Part 2: Toyota Way Process Principles in Action: Cases
- Chapter 6. The Cases that Follow
- Chapter 7. A Repetitive Manufacturing Process as a Baseline (CAT-Mitsubishi JV example)
- Chapter 8. Lean Systems in High Volume, Process-Type Case: Iron Ore Mining
- Chapter 9. Developing a Lean System in Defense Remanufacturing
- Chapter 10. Developing a Lean Systems in Health Care
- Chapter 11. Developing a Lean Systems in Knowledge Work
- Chapter 12. Developing an Action Plan for Change
- Chapter 13. Verify Results and Make Adjustments
- Chapter 14. The Continuous Improvement Cycle
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