Toyota Kaizen Methods: Six Steps to Improvement (Anglais) Broché – 25 octobre 2010
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Description du produit
Présentation de l'éditeur
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.
Biographie de l'auteur
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.
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Commentaires client les plus utiles sur Amazon.com
Isao Kato and Art Smalley, both veterans of the miracle years at Toyota have revealed the secret. A Toyota top expert once said of companies trying to duplicate Toyota's success by copying its practices that they mostly "build a buddha image without putting the spirit into it". The spirit is kaizen. Over the years Toyota veterans have all said that the key to superior performance was NOT to apply lean tools to every process but to DEVELOP THE KAIZEN MIND IN EVERY EMPLOYEE. Yet, surprisingly, there is very little published about how Toyota did this.
Kaizen means change for the better. kaizen is about involving employees to get them to scratch their heads and improve the way their work so that they reduce the mental and physical burden of their own jobs, and, in doing so, deliver astonishing productivity. The secret ingeredient is that all employees are taught, again and again, how to kaizen their jobs.
Kato and Smalley tell the tale of Kaizen at Toyota and describe in a detailed and pragmatic way how kaizen training was designed and delivered in Toyota, and how it evolved over the years - adapting to new challegnes but always keeping to the core principles. The practical steps shown in this book allow anyone to start doing kaizen on their own work, and would be invaluable to anyone designing an improvement program.
But beyond the step-by-step description of how to teach kaizen, the book highlights the key to Yoyota's difference: it's concept of leadership, based on knowledge of the work, knowledge of training, knowledge of responsibilities, knowledge of improvement and, well, leadership.
This is a unique document that is essential to put all what is said and written about improvement into perspective. It cuts to the core of such programs by focusing on Toyota's unique insight that KAIZEN IS INDIVIDUAL and starts from the worker upwards. This book teaches you how to help anyone with a kaizen topic, and from then on how to buidl a robust and successful kaizen program. It is a priceless addition to the improvement literature, and an absolute must read.
What subject is it then? This book focuses on the skills, methods and analysis techniques practiced inside Toyota in order to be able to run continuous kaizen improvements during years and years. It explains the actual training course concepts and methods to develop employee skill level. In first instance it focuses on supervisors and team leaders; also included are young process engineers and maintenance engineers.
Because of the origin of Kaizen it uses also Standard Work and TWI, which is most interesting for all that want to start actual Standard Work.
Why only 3 stars for this book? Now, it is a very good book if you have practical experience with Lean, with Kaizen or other quality circle-like trainings. It is very interesting for his link to Standard Work. But if you expect a basic book who will lead you from zero to trained Kaizen-instructor, then you will be strongly disappointed. Because this is not clearly indicated in title or description of the book, this is enough for me to give the three stars (and not more).
But, at the other hand, it is a very solid workbook. It is written by the best in their field. It challenges you with Homework Assignments, which I only can advise to really execute. For everyone who wants to establish a continuous improvement power (lived by and through by first line leaders), this book is a good guideline which I can recommend without hesitating.
The subtitle of this book is Six Steps to Improvement but it could also be the History of Kaizen Inside of Toyota. The early chapters of the book chronicle the development of Kaizen inside of Toyota in a very well documented and fact based manner by two former employees of the company. Kaizen is not some vague mystical concept as it is often made out to be by various parties I come across. There are logic and historical influences such as the work of Taylor, Gilbreth, Osborne, and the Training Within Industry (TWI) documents that clearly influenced Toyota. On top of that and based upon need Toyota layered on some of its own internal concepts for training and developing people and promoting continuous improvement.
That story alone was of great interest to me however the major mind shift for me in this book is that Kaizen is a structured process and not just an event. Most western companies I have visited attempting Lean are addicted to five day Kaizen Events like a drug addict to crack. Move a bunch of stuff around, clean up a bit, involve people from different areas, implement a tool like standardized work, and then declare it a victory a few days later. Usually the "results" if there are any fade away in little or no time. Employees wind up pretty cynical before too long.
I always knew there was something wrong with that pattern but I could not explain why...As this book clearly indicates inside of Toyota there were no such five day kaizen events. The time span was never the driving force for the activity. Some were shorter and some were longer. Team members (not outsiders) were taught and expected to make improvements in their own areas of control. Kaizen was emphasized as a thought process encompassing six basic steps with a lot of different techniques employed in the analysis step. Continuous change does not equal continuous improvement. It is only Kaizen if the new standard is superior to the old one (it has to be measured and compared) and it has to sustain. Otherwise something it is not Kaizen.
There is no silver bullet in the six steps in this book this book but I am finding it helps a ton to review it from time to time and explain Kaizen as a rational logical process to our company rather than a mere event or tool based actively. It is a nice counterbalance to our previous mindset which was overly tool and event focused. In that regard I highly recommend the book to parties interested in the topic of improvement.