Written by a recognized leader in the manufacturing industry with nearly two decades of experience working for Toyota, this book supplies a firsthand account of the realities behind implementing the Toyota Production System (TPS). The Toyota Kaizen Continuum: A Practical Guide to Implementing Lean presents authoritative insight on how to use the TPS to drive operational value and improvement across all segments of an organization.
Highlighting valuable lessons learned directly from the TPS masters at the Toyota factories in Japan, John Stewart provides a time-tested approach for implementing a process of continuous improvement. Delving into his wide-ranging experience―that includes time as a team member on the assembly line and managing the vehicle assembly division for Toyota’s largest European operation in the United Kingdom―he explains how to get the process started, how to get senior management excited about the possibilities, and details a process for implementing the TPS in your organization.
Written by an industry veteran named one of the Top 10 Automotive Executives by Automotive News in 2007
Unveils the methods used within the walls of the world’s premier manufacturing organization
Illustrates valuable lessons learned with real-world examples of TPS implementations
Describes five simple steps for executing change in any organization
The book includes case studies that illustrate real-life successes and failures behind the walls of the world’s largest automobile manufacturing organization. Detailing a five-step process for executing improvement initiatives, it supplies you with the tools and understanding of the core principles of the TPS needed to implement and sustain a culture of continuous improvement in your organization.
Brand: Productivity Press
Used Book in Good Condition
Most Helpful Customer Reviews
The premise of the book resolves around Toyota Production System and the kaizan philosophy behind Toyota's lean and ever improving manufacturing processes. The book brings to the table valuable lessons learned at the Toyota factories in Japan every manager can use to make improvements.
Key Points 1. There was always an opportunity to improve. 2. The key is to remain humble and not to become arrogant. 3. Without standardization, there can be no kaizen, or continuous improvement; 4. It is only by measuring ourselves to the ideal condition that we can understand what opportunity exists to improve the organization 5. Having skills is important, but knowing when to use them is even more important. 6. No problem discovered when stopping the line should wait longer than tomorrow morning to be fixed.
New terms Japanese terms and concepts from the book: 1. Genchi gembutsu is "go (to the site), see (find out the issue), and take action"...
The Toyota Kaizen Continuum explained Toyota Production System or TPS very well. The examples shown throughout the book are easy to understand. Mr. Stewart's commentary on the various C-Level explanations' really shows how Management can be disconnected from the manufacturing floor. The books focus on standardization as the foundation for starting the continuous improvement cycle is insightful and challenging. After completing this book I can see that application of these principles in a strategic manner the organization would certainly be a poised to perform at all new levels.
This is the first book that I have read that actually explains how TPS should be used by someone with the experience of putting TPS to use. Not only has J. Stewart used TPS in Toyota but also used the same guiding principles in other industries. Most of the other books only give the high level look at lean and TPS but this book gives the reader real world situations and solutions from the floor level. The book is not a bunch of technical garbage, the book is set up as if you were having a general conversation with Mr. Stewart, easy reading. Great book!
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