Toyota Production System Journey

Part 1: The Team Leader grows as a production supervisor 01. Team Leader Julie looks back at her notes Part 2: Overview of the purpose of the Toyota Production System 02. Trigger 03. Purpose 04. Consideration Journey Two: Meditation Journey Part 3: Encountering the Toyota Production System 05. Prologue 06. Encountering the Toyota Production System 07. Getting through the R&D 08. Setting up a production line 09. Transfer to the production workplace. How should the factory be managed? 10. Encountering Kanban at the start of mass production Part 4: Production by way of Kanban 11. Machine-based: The machine-based workplace managed via Kanban 12. Manual-based: Working on the assembly line 13. An"Anti-TPS" force? 14. Kanban as part of the daily management routine Part 5: Standing still and observing the jobsite by means of Genchi-Gembutsu 15. Observing the Production Workplace closely using Standing Observation; How worthless management that exists only on paper is! 16. Is it easy to manage in the Kanban world!? ; What is the role of the manager? 17. The role of the Assistant Manager in the Toyota Production System Part 6: Learning the Toyota Production System as a technical expert in mid-position 18. Learning the Toyota Production System together with young technical experts 19. Learning the role of the Toyota Production System 20. The never-ending pursuit Journey Three. Implementation Journey Part 7: Entering the Kaizen Promotion Organization 21. New departure 22. Transfer to the managing division of TPS activities 23. The way to advance the activity: Organization for promoting TPS 24. What is the company-wide function of OMCD? 25. TPS activity is mainly implemented in the Production Division under the support of the TPS Promotion Department Part 8: Implementation in Jishuken 26. The Institute for the Study of the Toyota Production System: Jishuken 27. Organization, themes and attendees of Jishuken 28. The activity teams in Jishuken divided into Production and Logistics29. Learning the ideology and the techniques, implementing Kaizen in Jishuken inside the company Part 9: Becoming a Kaizen practitioner 30. Productivity: Apparent Efficiency and True Efficiency, Rate of Operation and Operational Availability 31. Improvement of work in the production line 1: The Muda of work, the ideology of Flexible Manpower Line 32. Improvement of work in the production line 2: Standardized Work 33. Improvement of machine in the production line 34. Improvement of process in the production line 35. As a Kaizen practitioner Part 10: President of supplier remembers the Kaizen activities 36. President of supplier looks back 37. President had a bad time with poor instruction 38. Reviewing the Kaizen activity 39. Restarting the TPS activity 40. Establishing the continuous TPS Kaizen activity Journey Four. Deepening Journey Part 11: Learning the true procedure for Kaizen 41. When absentminded 42. Visualizing the workplace by initially doing 2S, especially in the TPS level grade A company 43. Proceeding initally to sketch out the ideal state Part 12: Advancing toward the high-level features of TPS 44. Learning the high-level features of TPS, implementing Kaizen Production in Jishuken inside the company 45. Learning the high-level features of TPS, implementing Kaizen of Logistics in Jishuken outside the company 46. Implementing the activities in a different culture where a practitioner develops the ability to find out the problem47. Changing features of the Toyota Production System Part 13: The Features of TPS 48. The Features of TPS (Global TPS: Schematic Diagram of the Toyota Production System) 49. Overview of the Toyota Production System (TPS): "Three Keys," "Four Behaviors" and "The Features of Monodzukuri (Manufacturing)" Glossary References

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• Controlo de qualidade (C.Q.) e Gestão da Qualidade Total (G.Q.T.)
• Outras tecnologias de produção
• Gestão da produção e do controlo de qualidade

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