| Acknowledgments | p. xi |
| Foreword | p. xv |
| Preface | p. xix |
| Learning from Toyota | p. 1 |
| Background to the Fieldbook | p. 3 |
| Why The Toyota Way Fieldbook? | p. 3 |
| How the Book Is Organized | p. 6 |
| Overview of the Toyota Way Principles | p. 8 |
| How to Use This Book | p. 14 |
| Why Does Your Company Exist? | p. 15 |
| Define Your Corporate Philosophy and Begin to Live It | p. 17 |
| What Is Your Company's Philosophy? | p. 17 |
| A Sense of Purpose Inside and Out | p. 18 |
| Creating Your Philosophy | p. 23 |
| Living Your Philosophy | p. 24 |
| Making a Social Pact with Employees and Partners | p. 25 |
| Maintaining Continuity of Purpose | p. 27 |
| Creating Lean Processes Throughout Your Enterprise | p. 31 |
| Starting the Journey of Waste Reduction | p. 33 |
| Lean Means Eliminating Waste | p. 33 |
| Developing a Long-Term Philosophy of Waste Reduction | p. 37 |
| Value Stream Mapping Approach | p. 37 |
| Benefits of the Value Stream Mapping Approach | p. 41 |
| Developing a Current State Map | p. 42 |
| Understand Your Objectives When Mapping the Current State | p. 43 |
| Limitations of the Value Stream Mapping Approach | p. 47 |
| Creating Flow Step by Step | p. 49 |
| Sequential and Concurrent Continuous Improvement | p. 52 |
| Create Initial Process Stability | p. 56 |
| First Get to Basic Stability | p. 56 |
| Indicators of Instability | p. 57 |
| Clearing the Clouds | p. 58 |
| Objectives of Stability | p. 58 |
| Strategies to Create Stability | p. 59 |
| Identify and Eliminate Large Waste | p. 60 |
| Standing in the Circle Exercise | p. 60 |
| Standardized Work as a Tool to Identify and Eliminate Waste | p. 61 |
| 5S and Workplace Organization | p. 64 |
| Consolidate Waste Activities to Capture Benefits | p. 65 |
| Improve Operational Availability | p. 71 |
| Reduce Variability by Isolating It | p. 74 |
| Level the Workload to Create a Foundation for Flow and Standardization | p. 77 |
| Create Connected Process Flow | p. 80 |
| One-Piece Flow Is the Ideal | p. 80 |
| Why Flow? | p. 81 |
| Less Is More: Reduce Waste by Controlling Overproduction | p. 83 |
| Strategies to Create Connected Process Flow | p. 89 |
| Single-Piece Flow | p. 89 |
| Key Criteria for Achieving Flow | p. 91 |
| Pull | p. 94 |
| Complex Flow Situations | p. 98 |
| Pull in a Custom Manufacturing Environment | p. 100 |
| Creating Pull Between Separate Operations | p. 102 |
| Flow, Pull, and Eliminate Waste | p. 108 |
| Establish Standardized Processes and Procedures | p. 111 |
| Is Standardization Coercive? | p. 111 |
| Standardized Work or Work Standards? | p. 113 |
| Objective of Standardization | p. 114 |
| Strategies to Establish Standardized Processes and Procedures | p. 117 |
| Types of Standardization | p. 118 |
| Quality, Safety, and Environmental Standards | p. 119 |
| Standard Specifications | p. 120 |
| Standard Procedures | p. 121 |
| Myths of Standardized Work | p. 122 |
| Standardized Work | p. 124 |
| Standardized Work Documents | p. 126 |
| Some Challenges of Developing Standardized Work | p. 131 |
| Auditing the Standardized Work | p. 134 |
| Standardized Work as a Baseline for Continuous Improvement | p. 135 |
| Takt Time as a Design Parameter | p. 136 |
| Importance of Visual Controls | p. 139 |
| Standardization Is a Waste Elimination Tool | p. 141 |
| Leveling: Be More Like the Tortoise Than the Hare | p. 145 |
| The Leveling Paradox | p. 145 |
| Heijunka Provides a Standardized Core for Resource Planning | p. 146 |
| Why Do This to Yourself? | p. 147 |
| Smoothing Demand for Upstream Processes | p. 148 |
| How to Establish a Basic Leveled Schedule | p. 151 |
| Incremental Leveling and Advanced Heijunka | p. 157 |
| Incremental Leveling | p. 157 |
| Points of Control | p. 158 |
| Point of Control for Managing Inventory | p. 158 |
| A Leveled Schedule Dictates Replenishment | p. 159 |
| Slice and Dice When Product Variety Is High | p. 161 |
| Leveling Is an Enterprisewide Process | p. 166 |
| Build a Culture That Stops to Fix Problems | p. 171 |
| Developing the Culture | p. 172 |
| The Role of Jidoka: Self-Monitoring Machines | p. 177 |
| The Problem-Resolution Cycle | p. 178 |
| Minimizing Line Stop Time | p. 182 |
| Build Quality Inspections into Every Job | p. 184 |
| Poka Yoke | p. 186 |
| Creating a Support Structure | p. 195 |
| Make Technology Fit with People and Lean Processes | p. 198 |
| Back to the Abacus? | p. 198 |
| What Do You Believe About Technology, People, and Processes? | p. 200 |
| Tailor Technology to Fit Your People and Operating Philosophy | p. 203 |
| Contrasting Models of Technology Adoption | p. 205 |
| Keep Technology in Perspective | p. 213 |
| Develop Exceptional People and Partners | p. 217 |
| Develop Leaders Who Live Your System and Culture from Top to Bottom | p. 219 |
| Success Starts with Leadership | p. 219 |
| Importance of Leadership Within Toyota | p. 220 |
| Toyota Georgetown Production Leadership Structure | p. 222 |
| Toyota Georgetown Staff Leadership Structure | p. 224 |
| Requirements for Leaders | p. 224 |
| Group Leader Responsibilities on a Typical Workday | p. 226 |
| Creating a Production Leadership Structure | p. 232 |
| Selecting Leaders | p. 234 |
| Developing Leaders | p. 237 |
| Succession Plan for Leaders | p. 239 |
| Develop Exceptional Team Associates | p. 242 |
| "We Don't Just Build Cars, We Build People" | p. 242 |
| Start by Selecting the Right People | p. 243 |
| Assimilating Team Associates into Your Culture | p. 246 |
| Job Instruction Training: The Key to Developing Exceptional Skill Levels | p. 247 |
| Making a Training Plan and Tracking Performance | p. 255 |
| Building Team Associates for the Long Term | p. 258 |
| Quality Circles | p. 258 |
| Toyota Suggestion Program | p. 261 |
| Developing Team Associates for Leadership Roles | p. 263 |
| Personal Touch Creates Stronger Bonds | p. 265 |
| Invest in Skill in All Areas of the Company | p. 265 |
| Develop Suppliers and Partners as Extensions of the Enterprise | p. 270 |
| Supplier Partners in a Globally Competitive World | p. 270 |
| Short-Term Cost Savings vs. Long-Term Partnerships | p. 271 |
| Supplier Partnering the Toyota Way | p. 273 |
| Seven Characteristics of Supplier Partnering | p. 275 |
| Building a Lean Extended Enterprise | p. 290 |
| Traditional vs. Lean Models of Supplier Management | p. 294 |
| Root Cause Problem Solving for Continuous Learning | p. 305 |
| Problem Solving the Toyota Way | p. 307 |
| More Than Solving Problems | p. 307 |
| Every Problem Is an Improvement Opportunity | p. 309 |
| Telling the Problem-Solving Story | p. 313 |
| Develop a Thorough Understanding of the Situation and Define the Problem | p. 323 |
| Carefully Aim Before Firing | p. 323 |
| Find the True Problem to Get the Most Significant Results | p. 327 |
| Examining a Problem in Reverse | p. 333 |
| Defining the Problem | p. 334 |
| Building a Strong Supporting Argument | p. 337 |
| Complete a Thorough Root Cause Analysis | p. 341 |
| Principles of Effective Analysis | p. 341 |
| Seeking Problem Causes That Are Solvable | p. 346 |
| Distill Root Cause Analysis to Simplest Terms | p. 349 |
| A Picture Is Worth a Thousand Words | p. 349 |
| Putting It All Together: The A3 One-Page Report | p. 351 |
| Dig Deeply into Possible Causes | p. 352 |
| Consider Alternative Solutions While Building Consensus | p. 356 |
| Broadly Consider All Possibilities | p. 356 |
| Simplicity, Cost, Area of Control, and the Ability to Implement Quickly | p. 357 |
| Develop Consensus | p. 359 |
| Test Ideas for Effectiveness | p. 360 |
| Select the Best Solution | p. 362 |
| Define the Right Problem and the Solution Will Follow | p. 362 |
| Plan-Do-Check-Act | p. 364 |
| Plan: Develop an Action Plan | p. 364 |
| Do: Implement Solutions | p. 368 |
| Check: Verify Results | p. 368 |
| Act: Make Necessary Adjustments to Solutions and to the Action Plans | p. 371 |
| Act: Identify Future Steps | p. 371 |
| Finally Some Action | p. 372 |
| Telling the Story Using an A3 Report | p. 376 |
| Less Can Be More in Report Writing | p. 376 |
| Determining How to Use an A3 | p. 377 |
| The A3 Problem-Solving Report Process | p. 379 |
| Outline for an A3 | p. 381 |
| Formatting Tips | p. 382 |
| Final A3 Version of Problem-Solving Story | p. 383 |
| Final Comments on A3s | p. 387 |
| Managing the Change | p. 391 |
| Lean Implementation Strategies and Tactics | p. 393 |
| Where Should You Start? | p. 393 |
| Lean Implementation Levels, Strategies, and Tools | p. 394 |
| Having the Patience to Do It Right | p. 417 |
| Leading the Change | p. 427 |
| Can We Avoid Politics in Lean Transformation? | p. 427 |
| Leadership from the Top, Middle, and Bottom | p. 430 |
| Can You Metric Your Way to Lean? | p. 449 |
| Changing Behavior to Change Culture | p. 452 |
| Spreading Your Learning to Partners | p. 458 |
| Now Please Try...and Do Your Best | p. 461 |
| Index | p. 467 |
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