TOYOTA WAY. - Tecnun

The Human SystemsModelOutside the People Value Stream: Purpose, Outputs, and InputsThe Core People Value StreamPeople-Supporring Processesand Daily ManagementThe Organizational-Supporring Processesand theRole of HRThe Model Is Not a SilverBullet-It Is What You Do Every DaySummaryKey Points to Consider for Your CompanyChapter 3. Toyota Way + Local Environment +Purpose =SuccessPurpose- Why Are We Here?Outputs-Quality PeopleWorking Together to ContinuouslyImprove Basedon Shared Toyota ValuesQuality People Lead to Quality ResultsLaunch a New Culture with an Obsession for QualityStopping the Line Is Everyone'sResponsibilityOne Step and Then AnotherThe Inputs to the OrganizationPhilosophy and ValuesProduction System PrincipIesCreating a Pool of Eligible Human ResourcesStarting with Careful Location of OperationDeveloping a Capable Labor PoolSummary: Laying the Foundation for Toyota CultureKey Points to Consider for Your CompanyPart One. Summary404143454648494951515555565859606061646465707173Part Two.The Quality People Value StreamChapter 4. Attract Competent and Trainable PeopleSelectingEmployeesfor LifeHiring the Right Person, in the Right Arnount, in the RightForm, at the Right TimeThe Right PersonIn the Right Arnount: Based on Long Term Employment NeedsIn the Right FormAt the Right TimeFunnel Model of Recruitment: Many Prospects Lead to Few HiresSelection: Long-Term Match75777779798182828384

Toyota Georgetown Original Recruitment and SelectionProcess for Hourly Team Members 86Improved Toyota Georgetown Recruitment and Selection Process 95Selecting Toyota Executives 101Pay Me Now or Pay Me Later 103Summary 103Key Points to Consider for Your Company 103Chapter5. Developing Competent and Able PeopleToyotaTrains People Like They Are AlI SurgeonsGetting Started: Team Member OrientationWork ConditioningHuman Resources PoliciesProductionTraining to Do the JobClassroom TrainingPersonal Training OpportunitiesOn-the-Job Development (OJD)Fundamental SkillTraining (GPC)From Visual Manuals to Standardized WorkAction Training and Image TrainingStandardizedWork and Job BreakdownJob Instruction MethodFollow Up and Suppon Until Student Masters the JobThe Role of the Toyota Team Member- Training forAlI Temporaries and New HiresContinuous Improvement of Job TrainingWork-Related Training Needs Identification (Through COPA)Training Different Levelsat ToyotaTeam Leader and Group Leader TrainingManager LevelTrainingManager Rotation-Cross- TrainingGeneral Manager and VP LevelTrainingMaking AvailableTraining ResourcesSummaryKey Points to Consider to for Your CompanyChapter 6. Engaging Competent and Willing Peoplein Continuous Improvement.Problem Solving May Be the SilverBulletAt Toyota Everyone Is a Problem Solverl. Engineers and Pilot Teams Create Initial StandardsLearning From Past Problems105105107107107108109111116117118120120126127129129132133134138140141142145146147149149154158

Engineers Begin the Development of Standardized WorkThe Pilot Team Is a Way to Involve and DevelopTeam Members2. Work Teams Work to Standard and Detect Deviations in anAtmosphere of No BlameWithout Standards There Are No ProblemsStandardized Work is the Basis for Improvement by the TeamUse of Standards Does Not Mean Every Operation Is the SameTeam Members serve as Problem Detectors3. Work Teams Contain Disruptions to Production through"Event-Type" Problem SolvingToyota's Suggestion System Supports Event-TypeProblem Solving4. Work Teams Improve me Standards Through "Setting-Type"Problem Solving5. Broader Problem Solving to LevelUp me SystemRoles in Problem Solving by Level of the OrganizationJishuken-A Kaizen Event or Way to Develop Leaders?Leaders Encourage and Develop KaizenThrough Guidance,Trust and DisciplineSummaryKey Points to Consider for Your CompanyChapter 7. Inspiring People to Be Committed to the Company,Family,and CommunityWhat It Means to be Committed to ToyotaThe Challenges of Inspiring Commitment in a Western SettingDeepening me Cycle of Learning and CommitmentChallenge Team Members to Grow and DevelopFamily and Community FocusFamily FocusCommunity FocusThink Green: PositivelyImpacting me Physical EnvironmentGreen Buildings in Toyota Motor SalesEnvironmental SafetyZero Landfill GoalPaint Waste ImprovementKeeping me Developed Team Member Through High RetentionCommitted Toyota Members Can be Developed Outside JapanSummaryKey Points to Consider for Your CompanyPart Two. Summary158160161161163164165170174176178178182184186186189189192194197201204204208208212213214216219219220221

tThree. People Supporting ProcessesChapter 8. Work Groups and Team Problem SolvingTeams and Work Groups Are the Basic Units of Toyota OrganizationToyota Organizational Structure: Flat and Optimal Span of ControlWork Groups at Work: Case ExampleMany Types of Problem-Solving GroupsProblem Solving Groups at Work: Case ExampleNational Culture and TeamworkNo Social DifferencesSummaryKey Points to Considerfor Your CompanyChapter9. Clean and Safe WorkplaceA HolisticApproachThe PhysicalWork Environment: Clean, Well Lit, and ComfonablePhysically Safe ProcessesDesign in Ergonomically SafeJobsErgonomic Ratings and RotationsThe KYT MeetingStandardizedWork, Job Instruction, and SafetyEarly Symptom InterventionPsychologicallySafein the PlantSafeand Respectful EnvironmentCognitive Simplification: Challenging but not StressfulSafetyCultuteTeamMember Care-Personal Health and SafetyDealing with Workers on RestrictionsMedical Clinics on SiteAn Onsite Pharmacy: Getting Ir Wrong, Then Getting Ir RightSummaryKeyPoints to Consider for YOutCompanyChapter 10. Two-Way Communication and Visual ManagementCommunication Is FragileFormalChannels of CommunicationTop-Down CommunicationsMeetings, Meetings, MeetingsMeeting Facilitation and Communications TrainingClear Roles and Responsibilities Make MeetingsEfficient and EffectiveHuman Resource Facilitated Upward CommunicationInformalCommunication Channels223227227231238245246256258259260261261262264264266271271275279279280282285285286286288288289289292292295298302304308

Visual Control and A-3s as a Communication SystemVisual Indicators of the Status of the ProcessA-3 Reporting to Visually Communicate StatusSummaryKey Points to Consider for Your CompanyChapter 11. Servant Leadership -Leaders Develop CultureServant LeadershipThoughtful Leaders Living me Toyota Way ValuesChallengeKaizenGenchi GenbutsuRespectTeamworkHow Does Toyota Selectand Develop Leaders?Summary-Best ofBom WorldsKey Points to Consider for Your CompanyPart Tbree. SummaryPart Four.OrganizationalSupporting ProcessesChapter 12. Commiunent and Tools for Stable EmploymentLong-term Partnership or Disposable Labor?Stable Employment Depends on a FlexibleWork ForceTransfers (Flexible Movement)Multiskilled Worker (Flexible Skills)Flexible OvertimeTemporary Workforce and Freshman JobsPlanning for Ups and Downs in me MarketShort-term PlanningThe Ups and Downs ofWorkforce ManagementPutting It All Togemer GloballySummaryKey Points to Consider for Your CompanyChapter 13. Fair and Consistent HR Polides and PracticesWhat Is Fairness?Trust Economy VersusCommodity EconomyFairnessand Consistency Is Hurnan Resources' MandateRestructuring HR as a Result of a Critical ProblemUnderstanding the ProblemBack to the Basics- ValuesThe HR Reorganization311311313315315317317319322322324325327328331333336337339341341344346346346348350352355358361362363363366368372372373374

Step 6. The Plan Goes Down to the Group LeadersStep 7. Hoshin Goals Are Taken to me Team Memberson the FloorThe PDCA PhasesFloor Management Development SystemIs Hoshin planning reallyjust MBO wim a Japanese name?Frequently Asked Questions and Answers about HoshinDon't Rush Headlong into HoshinKey Points to Consider for Your CompanyPart Four. SununaryPart Five. Learning from Toyota AboutGrowing a Lean CultureChapter 16. Leveling Up Toyota Culture at Toyota Motor SalesToyota Motor Salesturns FiftyTeaching LeanThinking at me University ofToyotaBringing Kaizen to me TMS Finance DivisionIs Toyota Motor SalesLean?Key Points to Consider for Your CompanyChapter 17. Tbe Lexus and Seon StoriesBeyond Continuous Improvement to strategic InnovationLean Customer Serviceme LexusWayAttract and Select Lexus DealersDevelop Lexus DealersEngage LexusTeam MembersInspire LexusTeam MembersCreating Scion to Attract Young People to me CustomerValue StreamLevelingup me Total Customer ExperienceSummaryChapter 18. Developing Your Culture of Quality Peoplefor Long-Term Mutual ProsperityLean Transformation: Tools to Reduce Waste or CultutalTransformation?The Challenge of Building me Quality People Value Stream in theContext ofTraditional Western ManagementDifferent Approaches to Organizational TransformacionLean Transformacion at Big Ship Compared to Small Ship445445446449452453455456457459463463466472477479481481482483484486488490496499501501504509510