The Toyota product development system: integrating people, process, and technology
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York, NY
Productivity Press
2006
|
| Schlagwörter: | |
| Links: | http://www.loc.gov/catdir/toc/ecip068/2006004343.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015634314&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XX, 377 S. Ill., graph. Darst. |
| ISBN: | 1563272822 9781563272820 |
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| adam_text | The Toyota Product
Development System
Integrating People, Process, and Technology
James M Morgan
and
Jeffrey K Liker
Productivity?Press
New York
CONTENTS
Foreword xv
Acknowledgments xvii
Preface xix
Section One: Introduction
Chapter 1: The New Product Development Revolution 3
The Next Competitive Frontier: The Product Development System 5
Excellence in Product Development: The Next Dominant
Core Competency 9
Lean Product Development System: Linking Disciplines,
Departments, and Suppliers 10
Why Focus on Toyota? 11
Learning from Toyota 12
Chapter 2: The Lean Product Development System Model 15
A Sociotechnical System (STS) 15
The Process Subsystem: LPDS Principles 1 to 4 17
The People Subsystem: LPDS Principles 5 to 10 21
The Tools and Technology Subsystem: LPDS Principles 11 to 13 23
Section Two: Process Subsystem
Chapter 3: Establish Customer-Defined Value to
Separate Value-Added from Waste 27
Customer-Defined Value Process at North American Car Company 28
Customer-Defined Value Process at Toyota 29
Program Leadership: The Chief Engineer Role 29
Steps for Delivering Value to the Customer 30
Case Example: Lexus Body Team Reduces the Margin for
Error in Half 32
Why This Is the First Principle 36
Chapter 4: Front-Load the PD Process to Explore Alternatives
Thoroughly 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
vii
Contents
Front-Loading Within an Individual Program: Styling and
Engineering Feasibility 46
Set-Based Concurrent Engineering 47
Toyota Body and Structures Engineering—Kentou 51
Standardizing Lower-Level Activities Enables
Quick Problem Solving—An Example 53
Application of Common Architecture and Principle of Re-use 54
Evaluating and Deciding on Vehicle-Level Goals 55
Toyota Production Engineering: The Simultaneous Engineer’s
Responsibilities 56
SEs Must Flit Investment and Variable Cost Targets 57
Mizen Boushi and Going to Production Plants 58
Communicating with Functional Specialists 59
The SE Submits the Plan 59
Leveraging Digital Tools 59
Early Problem Solving in Kentou: A Case Example 60
Kozokeikaku (K4) Pulling the Pieces Together 64
Right Person, Right Work, Right Time 64
Chapter 5: Create a Leveled Product Development Process Flow 67
The Power of Flow 67
Viewing Product Development as a Process 68
Value Stream Mapping 69
Seven Wastes in the Product Development Process 70
There Are Really Three Ms 74
Barriers and Facilitators of Flow: Insights from Queuing Theory 76
Leveled Flow Starts in the “Fuzzy” Front End: Kentou and Flow 82
The Role of Process Logic 82
Workload Leveling, Cycle Planning, and Allocating Resources 83
Staggering Vehicle Launches Using Common Platforms 84
The Execution Phase of Product Development 85
Cross-Functional and Within Functional Synchronization 86
Examples of Cross-Function Synchronization 87
Creating Flexible Capacity 88
Detailed (Fundoshi) Scheduling to Head Off Unevenness 90
Detailed (Fundoshi) Scheduling at the Functional-
Organization Level 91
Using Staggered Releases to Flow Across Functions 91
viii
Contents
Creating Process Flow in Nontraditional Manufacturing 92
Establishing an Engineering Cadence and Cutting Management
Cycle Time 93
Using Jidoka and Poka-Yoke to Support Product
Development Flow 94
Pulling Knowledge Through the PD System 95
Putting It All Together to Flow 97
Chapter 6: Utilize Rigorous Standardization to Reduce Variation
and Create Flexibility and Predictable Outcomes 99
Three Categories of Standardization 100
Category One: Design Standardization and Engineering Checklists 101
Category Two: Process Standardization 104
Toyota’s Standardized Process for Production Engineering 106
Toyota’s Die Engineering 106
Process and Binder Development 107
Toyota Lean Tool and Die Manufacturing 108
Typical Time Frames for Lean Tool and Die Manufacutring 108
Toyota Die Machining 109
Toyota Die Construction 109
Toyota Vehicle Assembly Engineering 111
Category Three: Standardized Skill Sets/Competence 112
Conclusion 113
Section Three: People Subsystem
Chapter 7: Create a Chief Engineer System to Lead Development
from Start to Finish 117
The Cultural Icon Behind the CE System 118
A Tale of Two Chief Engineers: Lexus and Prius 120
Lexus: A Chief Engineer Who Refused to Compromise 121
Prius: A New Chief Engineer and New Engineering Process
for a Twenty-first Century Car 125
The CE Leadership Model 131
NAC Product Development Manager: From Chief Engineer to
Bureaucrat 134
Group Facilitation at Chrysler 135
Toyota CE System: Avoiding Compromises that Lead to Bureaucracy 137
IX
Contents
Chapter 8: Organize to Balance Functional Expertise and
Cross-Functional Integration 139
One Best Organizational Structure? 139
Shortcomings of a Product Organization 140
Strengths and Weaknesses of the Matrix Organization to
Manage the PD Process 142
Toyota’s Original Matrix Organization: A Long Tradition of
Combining Two Structures 143
A Fundamental Change to Toyota’s Matrix Organization 145
Chrysler’s Platform Team Structure: A Contrast to Vehicle
Development Centers 147
Simultaneous Engineering: The Obeya Room 152
Simultaneous Engineering: The Module Development Teams and
Chief Production Engineers 154
Example of Module Development Teams for Body and
Production Engineering 156
Organization as an Evolving Process 160
Chapter 9: Develop Towering Technical Competence in
All Engineers 163
A Philosophy for Hiring, Developing, and Retaining People 164
Recruiting/Hiring Process at NAC 165
Recruiting/Hiring at NAC Product Engineering 166
Hiring at NAC Manufacturing Engineering 166
Training and Development at NAC 167
Developing People at Toyota 168
Hiring at Toyota 169
Training and Development at Toyota 170
Training and Development at Toyota Body and
Structures Engineering 170
Training and Development at Production Engineering 172
Genchi Genbutsu Engineering 173
Competitor Teardowns 174
Prototype Builds 174
Daily Build Wrap-up Meetings 175
Your Lean PD System Must Develop People 175
Contents
Chapter 10: Fully Integrate Suppliers into the Product
Development System 179
A Part Is Not a Part, and a Supplier Is Not a Supplier 180
The Power of the Keiretsu 182
Are All Suppliers Created Equal? 183
Selecting and Developing Toyota Suppliers to Partner:
U S Supplier Tire Example 186
Partnering with Suppliers: Who Gets What? 190
Suppliers Work Closely with Company: Mutually
Beneficial Long-term Relationships 190
Price Is Not Everything 191
Losing a Bid 192
Relationship Development 193
The Guest Engineer System 193
The Supplier Stable 194
The Crux of Outsourcing Strategy 195
Mastering Core Technology 195
Developing new capability: the hybrid electric motor and
computer controls 196
Outsourcing the battery while maintaining capability 196
Changing Policy to Maintain Internal Capability 197
Using Keiretsu to maintain internal capability 197
Using Keiretsu megasuppliers to build modules 198
Treating Suppliers Respectfully and Reasonably 199
Chapter 11: Build in Learning and Continuous Improvement 203
Defining Knowledge and Organizational Learning 203
Explicit Versus Tacit Knowledge Transfer 204
Toyota’s Product Development Learning Network 205
Learning from Experience 207
Hansei at Toyota 208
Ijiwara Testing at Toyota 210
The Power of Problems 210
Problem Solving at the Source 211
Cross-checking 212
Daily wrap-up meetings 213
Ignorance: The Ultimate Expense 213
Rapid Learning Cycles 214
XI
Contents
Chapter 12: Build a Culture to Support Excellence and
Relentless Improvement 217
How Culture Can Stand Between You and Lean 217
A Tool Is Not a Solution 220
Contributing to Customers, Society, and Community 221
Technical and Engineering Excellence Are Intertwined in the Culture 222
Discipline and Work Ethic 224
Everyday Kaizen 226
Customer First Spirit 228
Learning DNA 229
Accountability and Responsibility 230
Team Integrity 230
Managing Upward, Downward, and Sideways:
Hourensu Management 232
The Right Process Will Yield the Right Results 233
The Culture Supports the Process 234
Leaders Renew the Culture 237
Section Four: Tools and Technology Subsystem
Chapter 13: Adapt Technology to Fit Your People and Process 241
Five Primary Principles for Choosing Tools and Technology 241
Technology in Lean Product Development 243
Digital Engineering at Toyota 244
Design Technology at Toyota 244
Virtual Manufacturing and Digital Visualization at NAC 245
Digital Assembly at Toyota 246
Finite Element Analysis at NAC and Toyota 248
Tools for Manufacturing Engineering and Tool Making 249
Checklists and Standardization Tools at Toyota and NAC 249
Solids Die Design: NAC Versus Toyota 250
Pattern Making at NAC Versus High-speed Pattern Making
at Toyota 251
Die Machining: NAC Versus Toyota 252
Tryout Presses: NAC Versus Toyota 253
No Adjust Build at NAC Versus Functional Build at Toyota 254
Three-dimensional noncontact measuring 255
Adopting Technology to Enable Process 257
xii
Contents
Chapter 14: Align Your Organization Through Simple,
Visual Communication 259
Chief Engineer’s Concept Paper: An Aligning Document 260
The Cross-Functional Obeya 262
Alignment Tools 263
Nemawashi at Toyota 264
The Ringi System at Toyota 265
Hoshin Management at Toyota 266
Toyota’s A3 Problem-Solving Tool 269
Communication and Alignment at Toyota 276
Chapter 15: Use Powerful Tools for Standardization and
Organizational Learning 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 297
Subsystem Integration: People, Process, Tools and Technology 299
Identifying Value: Delivering Customer-Defined Value 299
Enabling the Value Stream: Eliminating Waste and Variation 300
Eliminate or Isolate Variation 302
Flexible Capacity 303
Creating Pull and Flow 304
Enable Efficient Manufacturing 305
Perfection: Building in Learning and Continuous Improvement 306
Cross-Functional Integration 307
xiii
Contents
Chapter 17: Eliminating Waste in the Product Development
Value Stream 311
Product Development Value Stream Mapping (PDVSM) 312
Addressing Some Differences Between PD and
Manufacturing VSM 314
Specific Challenges and Countermeasures for Mapping
the PD Process 315
Virtual data 316
Longer timeframes 317
Knowledge work 319
Complex information flow 322
Large, diverse group of specialists 325
PDVSM Workshops 325
Learning to See Product Development as a Process 330
Chapter 18: Getting to Culture Change: The Heart of Lean PD 333
Develop an Internal Change Agent 335
Get the Knowledge You Need 335
Identify Manageable Work Streams to Understand PD as a Process 336
Integration Mechanisms (Ofreya/Design reviews) 337
Enrollment of the Line Organization 338
Start with Your Customer 339
Grasp the Current State of Your Lean Product Development Process 340
Driving to Real Culture Change 343
People: The Heart of the Lean Product Development System 346
A Roadmap for Lean Transformation 347
Leadership and Building in Learning and Continuous Improvement 351
Appendix: Applying Value Stream Mapping to a Product
Development Process: The PeopleFlo Manufacturing Inc
Case by Dr John Drogosz 353
Bibliography 359
Index 365
About the Authors 377
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| id | DE-604.BV022426034 |
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| indexdate | 2024-12-20T12:55:08Z |
| institution | BVB |
| isbn | 1563272822 9781563272820 |
| language | English |
| lccn | 2006004343 |
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| spellingShingle | Morgan, James M. The Toyota product development system integrating people, process, and technology Toyota (Firme) - Gestion Toyota Jidōsha Kōgyō Kabushiki Kaisha Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Automobiles - Industrie et commerce - Japon - Gestion - Cas, Études de Efficacité organisationnelle - Japon - Cas, Études de Automobiles Design and construction Project management Concurrent engineering Produktentwicklung (DE-588)4139402-1 gnd |
| subject_GND | (DE-588)136030-9 (DE-588)4139402-1 |
| title | The Toyota product development system integrating people, process, and technology |
| title_auth | The Toyota product development system integrating people, process, and technology |
| title_exact_search | The Toyota product development system integrating people, process, and technology |
| title_full | The Toyota product development system integrating people, process, and technology James M. Morgan and Jeffrey K. Liker |
| title_fullStr | The Toyota product development system integrating people, process, and technology James M. Morgan and Jeffrey K. Liker |
| title_full_unstemmed | The Toyota product development system integrating people, process, and technology James M. Morgan and Jeffrey K. Liker |
| title_short | The Toyota product development system |
| title_sort | the toyota product development system integrating people process and technology |
| title_sub | integrating people, process, and technology |
| topic | Toyota (Firme) - Gestion Toyota Jidōsha Kōgyō Kabushiki Kaisha Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Automobiles - Industrie et commerce - Japon - Gestion - Cas, Études de Efficacité organisationnelle - Japon - Cas, Études de Automobiles Design and construction Project management Concurrent engineering Produktentwicklung (DE-588)4139402-1 gnd |
| topic_facet | Toyota (Firme) - Gestion Toyota Jidōsha Kōgyō Kabushiki Kaisha Toyota-Jidōsha-Kōgyō-KK Automobiles - Industrie et commerce - Japon - Gestion - Cas, Études de Efficacité organisationnelle - Japon - Cas, Études de Automobiles Design and construction Project management Concurrent engineering Produktentwicklung |
| url | http://www.loc.gov/catdir/toc/ecip068/2006004343.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015634314&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT morganjamesm thetoyotaproductdevelopmentsystemintegratingpeopleprocessandtechnology AT likerjeffreyk thetoyotaproductdevelopmentsystemintegratingpeopleprocessandtechnology |
Inhaltsverzeichnis
Paper/Kapitel scannen lassen
Paper/Kapitel scannen lassen
Teilbibliothek Maschinenwesen
| Signatur: |
0702 MAS 031f 2008 A 1800
Lageplan |
|---|---|
| Exemplar 1 | Ausleihbar Am Standort |