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The Toyota product development system: integrating people, process and technology

Author: Morgan, James M. ; Liker, Jeffrey K.Publisher: Productivity Press, 2006.Language: EnglishDescription: 377 p. : Graphs/Ill. ; 23 cm.ISBN: 1563272822Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print TS176 .M67 2006
(Browse shelf)
Available 001228372
Total holds: 0

Includes bibliographical references and index


The Toyota Product Development System Integrating People, Process, and Technology Contents Foreword Acknowledgments Preface Section One: Introduction xv xvii xix Chapter 1: The New Product Development Revolution The Next Competitive Frontier: The Product Development System Excellence in Product Development: The Next Dominant Core Competency Lean Product Development System: Linking Disciplines, Departments, and Suppliers Why Focus on Toyota? Learning from Toyota Chapter 2: The Lean Product Development System Model A Sociotechnical System (STS) The Process Subsystem: LPDS Principles 1 to 4 The People Subsystem: LPDS Principles 5 to 10 The Tools and Technology Subsystem: LPDS Principles 11 to 13 Section Two: Process Subsystem 3 5 9 10 11 12 15 15 17 21 23 Chapter 3: Establish Customer-Defined Value to Separate Value-Added from Waste Customer-Defined Value Process at North American Car Company Customer-Defined Value Process at Toyota Program Leadership: The Chief Engineer Role Steps for Delivering Value to the Customer Case Example: Lexus Body Team Reduces the Margin for Error in Half Why This Is the First Principle Chapter 4: Front-Load the PD Process to Explore Alternatives Thoroughly 27 28 29 29 30 32 36 39 Front-Loading for the Design Factory: Creating the Context for Individual Program Development by Managing Product Platforms 41 Derivative Vehicles Built on Existing Product Platforms 42 Advanced Technology Planning 44 Front-Loading Within an Individual Program: Styling and Engineering Feasibility Set-Based Concurrent Engineering Toyota Body and Structures Engineering--Kentou Standardizing Lower-Level Activities Enables Quick Problem Solving--An Example Application of Common Architecture and Principle of Re-use Evaluating and Deciding on Vehicle-Level Goals Toyota Production Engineering: The Simultaneous Engineer's Responsibilities SEs Must Hit Investment and Variable Cost Targets Mizen Boushi and Going to Production Plants Communicating with Functional Specialists The SE Submits the Plan Leveraging Digital Tools Early Problem Solving in Kentou: A Case Example Kozokeikaku (K4) Pulling the Pieces Together Right Person, Right Work, Right Time Chapter 5: Create a Leveled Product Development Process Flow The Power of Flow Viewing Product Development as a Process Value Stream Mapping Seven Wastes in the Product Development Process There Are Really Three Ms Barriers and Facilitators of Flow: Insights from Queuing Theory Leveled Flow Starts in the "Fuzzy" Front End: Kentou and Flow The Role of Process Logic Workload Leveling, Cycle Planning, and Allocating Resources Staggering Vehicle Launches Using Common Platforms The Execution Phase of Product Development Cross-Functional and Within Functional Synchronization Examples of Cross-Function Synchronization Creating Flexible Capacity Detailed (Fundoshi) Scheduling to Head Off Unevenness Detailed (Fundoshi) Scheduling at the FunctionalOrganization Level Using Staggered Releases to Flow Across Functions 46 47 51 53 54 55 56 57 58 59 59 59 60 64 64 67 67 68 69 70 74 76 82 82 83 84 85 86 87 88 90 91 91 Creating Process Flow in Nontraditional Manufacturing Establishing an Engineering Cadence and Cutting Management Cycle Time Using Jidoka and Poka-Yoke to Support Product Development Flow Pulling Knowledge Through the PD System Putting It All Together to Flow Chapter 6: Utilize Rigorous Standardization to Reduce Variation and Create Flexibility and Predictable Outcomes Three Categories of Standardization Category One: Design Standardization and Engineering Checklists Category Two: Process Standardization Toyota's Standardized Process for Production Engineering Toyota's Die Engineering Process and Binder Development Toyota Lean Tool and Die Manufacturing Typical Time Frames for Lean Tool and Die Manufacutring Toyota Die Machining Toyota Die Construction Toyota Vehicle Assembly Engineering Category Three: Standardized Skill Sets/Competence Conclusion Section Three: People Subsystem 92 93 94 95 97 99 100 101 104 106 106 107 108 108 109 109 111 112 113 Chapter 7: Create a Chief Engineer System to Lead Development from Start to Finish The Cultural Icon Behind the CE System A Tale of Two Chief Engineers: Lexus and Prius Lexus A Chief Engineer Who Refused to Compromise Prius: A New Chief Engineer and New Engineering Process for a Twenty-first Century Car The CE Leadership Model NAC Product Development Manager: From Chief Engineer to Bureaucrat Group Facilitation at Chrysler Toyota CE System: Avoiding Compromises that Lead to Bureaucracy 117 118 120 121 125 131 134 135 137 Chapter 8: Organize to Balance Functional Expertise and Cross-Functional Integration One Best Organizational Structure? Shortcomings of a Product Organization Strengths and Weaknesses of the Matrix Organization to Manage the PD Process Toyota's Original Matrix Organization: A Long Tradition of Combining Two Structures A Fundamental Change to Toyota's Matrix Organization Chrysler's Platform Team Structure: A Contrast to Vehicle Development Centers Simultaneous Engineering: The Obeya Room Simultaneous Engineering: The Module Development Teams and Chief Production Engineers Example of Module Development Teams for Body and Production Engineering Organization as an Evolving Process Chapter 9: Develop Towering Technical Competence in All Engineers A Philosophy for Hiring, Developing, and Retaining People Recruiting/Hiring Process at NAC Recruiting/Hiring at NAC Product Engineering Hiring at NAC Manufacturing Engineering Training and Development at NAC Developing People at Toyota Hiring at Toyota Training and Development at Toyota Training and Development at Toyota Body and Structures Engineering Training and Development at Production Engineering Genchi Genbutsu Engineering Competitor Teardowns Prototype Builds Daily Build Wrap-up Meetings Your Lean PD System Must Develop People 139 139 140 142 143 145 147 152 154 156 160 163 164 165 166 166 167 168 169 170 170 172 173 174 174 175 175 Chapter 10: Fully Integrate Suppliers into the Product Development System A Part Is Not a Part, and a Supplier Is Not a Supplier The Power of the Keiretsu Are All Suppliers Created Equal? Selecting and Developing Toyota Suppliers to Partner: U.S. Supplier Tire Example Partnering with Suppliers: Who Gets What? Suppliers Work Closely with Company: Mutually Beneficial Long-term Relationships Price Is Not Everything Losing a Bid Relationship Development The Guest Engineer System The Supplier Stable The Crux of Outsourcing Strategy Mastering Core Technology Developing new capability: the hybrid electric motor and computer controls Outsourcing the battery while maintaining capability Changing Policy to Maintain Internal Capability Using Keiretsu to maintain internal capability Using Keiretsu megasuppliers to build modules Treating Suppliers Respectfully and Reasonably Chapter 11: Build in Learning and Continuous Improvement Defining Knowledge and Organizational Learning Explicit Versus Tacit Knowledge Transfer Toyota's Product Development Learning Network Learning from Experience Hansei at Toyota Ijiwara Testing at Toyota The Power of Problems Problem Solving at the Source Cross-checking Daily wrap-up meetings Ignorance: The Ultimate Expense Rapid Learning Cycles 179 180 182 183 186 190 190 191 192 193 193 194 195 195 196 196 197 197 198 199 203 203 204 205 207 208 210 210 211 212 213 213 214 Chapter 12: Build a Culture to Support Excellence and Relentless Improvement How Culture Can Stand Between You and Lean A Tool Is Not a Solution Contributing to Customers, Society, and Community Technical and Engineering Excellence Are Intertwined in the Culture Discipline and Work Ethic Everyday Kaizen Customer First Spirit Learning DNA Accountability and Responsibility Team Integrity Managing Upward, Downward, and Sideways: Hourensu Management The Right Process Will Yield the Right Results The Culture Supports the Process Leaders Renew the Culture Section Four: Tools and Technology Subsystem 217 217 220 221 222 224 226 228 229 230 230 232 233 234 237 Chapter 13: Adapt Technology to Fit Your People and Process Five Primary Principles for Choosing Tools and Technology Technology in Lean Product Development Digital Engineering at Toyota Design Technology at Toyota Virtual Manufacturing and Digital Visualization at NAC Digital Assembly at Toyota Finite Element Analysis at NAC and Toyota Tools for Manufacturing Engineering and Tool Making Checklists and Standardization Tools at Toyota and NAC Solids Die Design: NAC Versus Toyota Pattern Making at NAC Versus High-speed Pattern Making at Toyota Die Machining: NAC Versus Toyota Tryout Presses: NAC Versus Toyota No Adjust Build at NAC Versus Functional Build at Toyota Three-dimensional noncontact measuring Adopting Technology to Enable Process 241 241 243 244 244 245 246 248 249 249 250 251 252 253 254 255 257 Chapter 14: Align Your Organization Through Simple, Visual Communication Chief Engineer's Concept Paper: An Aligning Document The Cross-Functional Obeya Alignment Tools Nemawashi at Toyota The Ringi System at Toyota Hoshin Management at Toyota Toyota's A3 Problem-Solving Tool Communication and Alignment at Toyota Chapter 15: Use Powerful Tools for Standardization and Organizational Learning 259 260 262 263 264 265 266 269 276 279 How Does Your Organization Learn? 279 Knowledge Database at NAC: The Body Development Value Stream 280 The Know-how Database at Toyota 281 Competitor Benchmarking Reports at NAC 286 Trade-Off Curves 284 Decision Matrices 285 Toyota Competitor Teardown and Analysis Sheets 287 Standardization Tools at Toyota: Engineering Checklists, Quality Matrices, Senzu, Standardized Process Sheets 289 The Role of Standardization and Learning Tools 292 Section Five: Creating a Coherent Lean PD System Chapter 16: A Coherent System: Putting the Pieces Together Subsystem Integration: People, Process, Tools and Technology Identifying Value: Delivering Customer-Defined Value Enabling the Value Stream: Eliminating Waste and Variation Eliminate or Isolate Variation Flexible Capacity Creating Pull and Flow Enable Efficient Manufacturing Perfection: Building in Learning and Continuous Improvement Cross-Functional Integration 297 299 299 300 302 303 304 305 306 307 Chapter 17: Eliminating Waste in the Product Development Value Stream Product Development Value Stream Mapping (PDVSM) Addressing Some Differences Between PD and Manufacturing VSM Specific Challenges and Countermeasures for Mapping the PD Process Virtual data Longer timeframes Knowledge work Complex information flow Large, diverse group of specialists PDVSM Workshops Learning to See Product Development as a Process Chapter 18: Getting to Culture Change: The Heart of Lean PD Develop an Internal Change Agent Get the Knowledge You Need Identify Manageable Work Streams to Understand PD as a Process Integration Mechanisms (Obeya/Design reviews) Enrollment of the Line Organization Start with Your Customer Grasp the Current State of Your Lean Product Development Process Driving to Real Culture Change People: The Heart of the Lean Product Development System A Roadmap for Lean Transformation Leadership and Building in Learning and Continuous Improvement Appendix: Applying Value Stream Mapping to a Product Development Process: The PeopleFlo Manufacturing Inc. Case by Dr. John Drogosz Bibliography Index About the Authors 311 312 314 315 316 317 319 322 325 325 330 333 335 335 336 337 338 339 340 343 346 347 351 353 359 365 377

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