Index
accounting systems, 60 , 136 , 262 , 270 , 347 , 352
action plan, 247 –71, 313 –36, 374 n –75 n
batch-and-queue mode vs., 257 –58, 265 , 267
change agents for, 247 –50, 253 , 254 , 256 , 257 , 260 , 261 , 268 , 269 –70, 313 –14
charts and tables for, 257 , 317 , 318 , 319 , 320 , 321 , 324 –25, 328 –32
competition and, 250 –51, 336
cost reductions in, 250 , 251 , 252 , 259 , 266 –67, 332 –35
creative crisis and, 250 –51, 258 , 315 –16
customers and, 248 , 327 –32
for flow, 250 , 254 , 255 , 258 , 264
global strategy in, 267 –68, 270 , 332 –35
grand strategy vs., 251 –52
growth strategy in, 258 –59, 270
immediate results for, 253 –54
initiation of, 247 –55, 270
for inventories, 250 , 271
kaikaku in, 247 , 248 , 254 , 255 , 262 , 265 , 270
kaizen in, 248 , 262 , 268 , 315 , 318 , 319
knowledge in, 248 –50, 314 –15, 323
layoffs and, 249 , 258 –59, 260
lean promotion function in, 256 –57, 322 –23, 326 , 336
for management, 248 , 250 , 256 , 257 , 259 –61, 264 , 268 –69, 313 –14, 315 –16, 336
momentum in, 253 , 254 –55, 260 –61
muda eliminated in, 247 , 249 , 251 , 252 , 254 , 255 , 257 , 263 , 269 , 314 , 315 , 323 , 327 , 328 –31
opposition to, 258 , 259 –60, 261
for order processing, 254 , 255 , 256 , 262 , 268
for perfection, 250 , 260 , 270 , 322 , 323 –26
policy deployment and, 261 –62, 326 , 336 , 349
for product development, 250 , 251 –52, 255 , 256 , 257 , 268
productivity and, 262 –63
for pull, 250 , 253 , 254 , 255 , 264 , 314 , 323 –26, 328 –31
quality control and, 257 , 267 , 268
reorganization in, 255 –62, 265 , 270 , 320 –22
salaries and, 262 –63, 268 , 270
for sales, 254 , 256 , 259 , 262
sensei for, 249 –50, 253 , 254 , 256 , 268 , 269 –70, 314 –15
for suppliers, 248 , 249 , 252 , 265 –67, 268 , 270 , 327 –32, 371 n –72 n
terminology of, 257
time frame for, 269 –70
training in, 264 , 270
transparency and, 253 , 261 , 263 –64, 268 , 270
value stream and, 252 –53, 254 , 255 –56, 262 , 264 , 270 , 271 , 315 , 316 –22, 323 , 327 , 375 n
Activity Based Costing, 136 , 262 , 347 , 352
Advanced Ducted Propfan (ADP), 166
advertising, 48
AEG, 284
aggregated processes, 10 , 23 –24, 37 , 44
Airbus, 18 , 164
Airbus A3XX aircraft, 152
Airbus 320 aircraft, 164
aircraft industry, 18 , 19 , 28 , 164 , 217 , 286 –89, 305 –9, 373 n
airfoils, turbine, 165 , 173
airline industry, 18 –19, 20 , 32 –34, 50 –51, 160 , 161 –62, 163 , 166 , 175 , 182 , 186 , 244 , 286 –89, 305 –6, 356 n –57 n , 373 n
airports, 18 –19, 32 –34, 51 , 175 , 286 –87, 288 , 356 n
Aisin Seiki, 235
aluminum, 38 –41, 59 , 156 , 193 , 241 , 358 n
and on boards, 56 , 61 , 234 , 287 , 347
assembly lines, 23 , 56
Aston Martin, 373 n
Audi, 191 , 205 , 211
automated guided vehicles (AGVs), 176 , 177 , 179
automated storage and retrieval system (ASRS), 176 , 177 , 179
automobile industry:
batch-and-queue mode used in, 68 –69, 70
bicycle industry and, 57
dealerships in, 29 , 35 , 67 –68, 73 , 74 , 76 , 81 –86, 287 , 293 –94, 361 n –62 n
German, 189 –218, 302 –4, 373 n
Japanese, 85 –86, 197 –98, 200 , 211 , 222 , 242 , 300 –302, 336 , 373 n , 374 n
JIT system in, 70
maintenance agreements in, 82 –87, 93
materials revolution in, 28
parts distribution in, 67 , 72 –87, 302
personal mobility and, 286 , 293 –94
pull in, 67 –87
sales in, 29 , 35 , 67 , 73 , 74
in U.S., 22 –23, 218 , 301
availability (uptime), 318 –20, 322 –23
backflow, 52 , 54 , 112 , 119 , 137 , 148 , 180 , 182 , 183 , 202 , 280
back orders, 143
backtracking, 107 –8, 120
Baldrige Award, 29
bankruptcy, 19 , 230 , 231
Barnett, Richard, 71
bauxite, 38 , 39 , 42 , 43 , 44
benchmarking, 9 , 10 , 27 , 48 –49, 238 , 253 –54, 263
B-52 bomber, 160
bicycle industry, 20 , 52 –64, 339
batch-and-queue mode used in, 53 , 57 , 58 , 60
departmentalization in, 53
final assembly in, 53 , 56 –57, 62
frames produced in, 55 , 59 , 62
JIT in, 59
order processing in, 54 –56
part fabrication in, 56 –63
product design in, 53 –54, 58
takt time in, 55 –56
Bill of Materials (BOM), 105
blanking machines, 40 , 70 , 84
BMW, 211 , 212 , 373 n
Boeing, 18
Boeing 707 aircraft, 160 , 305
Boeing 727 aircraft, 160 , 163
Boeing 737 aircraft, 160 , 163 –64
Boeing 757 aircraft, 163
Boeing 777 aircraft, 152
Bohn, Arno, 195
boilers, 219 , 220 , 222 , 224 , 226 , 227
bonuses, 26 , 56 , 58 , 263
bottlenecks, 58 , 114 , 265
bottlers, 39 , 41 –42, 46 , 47 , 48
box scores, 27 , 121 , 148 –50, 212 –13
Brooks, Gary, 126
Brooks Electronics, 126 , 147
“brownfield” plants, 10 –11, 28 , 261 , 347 , 348
Bubble Economy, 80 , 191 , 238 , 299
bumpers, automobile, 67 –72, 73 , 74 , 75 , 83
Bumper Works, 68 –72, 74 , 76 , 84 –85
“bumping-rights” system, 17 2
business cycles, 88 , 109 , 168 , 336
Byrne, Art, 125 , 127 , 128 , 129 , 130 –36, 139 , 140 , 142 , 144 , 145 , 146 , 147 –48, 152 , 168 , 169 , 171 , 181 , 299 , 312 , 373 n
call-back rates, 181
Canada, 333 , 335
cans, aluminum, 38 –41, 358 n
capability (first-time quality), 318 –20, 322 –23
careers, 245 , 271 , 275 , 278 –79, 284
Carrier, 170 , 171
castings, ornamental, 220 , 225 , 226
CFM, 163 –64
chaku-chaku (load-load) cells, 179 , 232 , 347 –48
change agents, 97 –98, 111 –12, 115 , 124 , 127 , 130 –31, 133 –34, 247 –50, 253 , 254 , 256 , 257 , 260 , 261 , 268 , 269 –70, 313 –14
chaos, 81 , 87 –88
Chericoni, Roger, 181 , 182
Chicago Pneumatic Tool Company, 127
China, People’s Republic of, 228 , 230 , 243 , 333
chrome, 68 , 70 , 71
Chrome Craft, 71 , 72 , 84 , 85
Chrysler, 238 , 267 , 278 , 300
Chubu Industrial Engineering Association, 242
Claramunt, Dennis, 129 , 130
Clarke, Philip, 374 n
Clausing, Don, 141
cola, 38 –48, 374 n
Cold War, 17 , 151 , 164 , 276 –78, 280 , 306
Colt, Samuel, 153 , 364 n
Comet, 305
computer-aided design (CAD), 30 , 148 , 283
computer industry, 21 , 28 , 252
Computer Integrated Manufacturing, 216 , 283
computer systems, 30 , 45 –46, 100 , 110 –11, 117 , 121 , 148 , 175 , 177 , 179 , 226 –27, 261 , 283
Concept of the Corporation, The (Drucker), 12
“concrete heads,” 112 , 129 , 130 , 140 , 269
Condeco, Joe, 135
construction industry, 28 , 29 –31, 51 , 286 , 291 –92, 372 n
Coran, Mark, 151 , 152 , 167 , 168 , 172 , 173 , 175 , 184 , 248 , 260 –61
corporations, virtual, 21 , 87
Cosentino, John, 130
crash parts, 68 , 69 –71, 73 , 75 , 81 , 83 , 85 , 93
“created demand,” 72 –73
credit cards, 287 , 288
credit checks, 55 , 117 , 292
Csikszentmihalyi, Mihaly, 65
currency risks, 335
Current State, 316 –20, 321 , 323 , 325 , 327 –32
Curtiss Liberty engine, 155
Curtiss-Wright, 159
customers:
cancellations by, 58
in global strategy, 332 –35
“for life,” 29 , 235
passivity of, 51
pull directed by, 10 , 24 , 27 , 67 , 68 , 76 , 77 , 82 , 83 , 84 , 88 , 94
satisfaction of, 9 , 15 , 26 , 29 , 105 , 106 , 107 , 118 , 121 , 123 , 126 , 127 , 137 , 216 , 235 , 259
value defined by, 16 , 18 , 28 , 29 –36, 93 , 123 , 217 –18, 252 –53, 262 , 291 –92
Customers for Life (Sewell), 29
cycle time, 348 , 352 , 360 n
Daimler-Benz, 189 , 217
D’Amore, Bob, 167 –68, 169 , 184 , 248
Danaher Corporation, 111 , 127 , 128 , 129 , 130 –31, 133 , 134 , 168 , 171
Daniell, Bob, 151
data control, 110 –11
David, George, 152 , 168 –69, 170 , 171 , 172 –73, 181 –82, 184 , 24 9
Day, Joe, 90 , 338
de-encapsulation, 176 , 179
Deming, W. Edwards, 29 , 126 , 127 , 242
Deming Prize, 242
deselection, project, 97 , 119 , 141 , 262
Directly Responsible Individual (DRI), 119 , 321 , 322
Dodge Line, 233
Douglas DC-7 aircraft, 159
Douglas DC-8 aircraft, 160
Douglas DC-9 aircraft, 160
Doyle Wilson Homebuilder, 29 –31, 32 , 51 , 276 , 356 n
Drucker, Peter, 12
“early adopters,” 260
“economic order quantities,” 73
efficiency, 15 , 16 , 18 –19, 21 –22, 34 , 50 –51, 52 , 289
electrostatic discharge machines (EDMs), 178
employees:
bonuses for, 26 , 56 , 58 , 263
concentration of, 65 –66
cooperation of, 129 , 138 , 168 , 269 , 278 –79
dress code for, 135
fatigue and stress of, 240
feedback for, 15 , 26 , 65 , 122 , 263 , 295
injuries of, 27 , 149
job security of, 17 , 62 , 77 , 115 –16, 122 –23, 133 , 134 , 139 –40, 168 , 179 , 253 , 258 , 260 , 271 , 275 , 280
layoffs of, 15 , 16 , 24 , 28 , 109 , 131 –33, 138 , 140 , 172 –73, 175 , 179 , 180 , 205 –6, 220 , 233 , 234 , 249 , 258 –59, 260
movement of, 15 , 182 –83
overtime by, 81
productivity of, 26 , 27 , 28 , 64 –65, 80 , 90 , 118 , 137 , 148 , 173 , 175 , 197 , 198 , 212 –13, 222 , 224 , 239 , 262 –63, 270 , 295
relocation of, 59 , 135 –36
rotation of, 122
seniority of, 172 , 179
skills of, 116 , 120 , 122 , 132 , 135 –36, 187 , 207 , 215 , 216 –17, 268 , 279
suggestions by, 199 –200
turnover of, 116
wages of, 63 , 64 , 116 , 125 , 137 , 144 , 150 , 262 –63, 268 , 270
encapsulation, 93 , 176 , 177 , 179
engineering, 10 , 17 , 19 , 31 , 32 , 154 –55, 213 –14, 279 , 280 , 284
engines, aircraft, 20 , 26 , 151 –52, 154 –88, 225 , 305 –9, 364 n , 365 n –66 n , 367 n
enterprise, lean, 241 , 271 , 275 –85
batch-and-queue mode vs., 278
careers and, 275 , 278 –79, 284
“cold war” in, 276 –78, 280
cost reduction in, 276 , 277 , 280 , 281 –82
definition of, 276
flow in, 276 , 285
functions in, 256 –57, 279 –80
in German industry, 281 , 282 –83, 284
in Japanese industry, 281 , 283 –84
JIT system used in, 280
job security and, 275 , 280
management in, 275 , 276 , 282
muda eliminated in, 276 , 277 , 279 , 280 , 285
as organizational mechanism, 20 –21
pull in, 276 , 285
quality control in, 280
role of firm in, 280 –81
self-perpetuation of, 279
suppliers in, 277 , 280 , 282
transparency in, 276
trust in, 277
in U.S. industry, 281 , 282
value stream in, 275 , 277 , 278 , 281 , 283 , 285
see also lean thinking; production, lean
environmental issues, 176 , 179
F-15 fighter plane, 160
F-16 fighter plane, 160 , 30 6
F-22 fighter plane, 306
F-35 fighter plane, 306 , 373 n
F-100 engine, 160 , 162
factories:
automation in, 28 , 56 , 60 , 217 , 230 –31, 232 , 239 –41, 243 , 244 , 245 , 268 , 283
“focused,” 63 , 164
location of, 63 –64
Ferrari, 267 , 373 n
Ferro, Jose, 340
“fill rate,” 74
financial statements, 136 , 138
Finland, 373 n
“fire fighting,” 114
Fiume, Orrie, 126 , 127 , 136
five Ss, 61 , 348 , 361 n
five whys, 348
flexibility (changeover time), 318 –20, 323
Flex-N-Gate, 68 , 71
flow, 50 –66
action plan for, 250 , 254 , 255 , 258 , 264 , 316 –22
continuous, 10 , 21 –24, 25 , 26 , 27 , 49 , 50 –66, 95 , 103 , 105 , 106 , 108 , 111 –12, 125 , 127 , 134 , 146 , 217 , 242 , 276 , 285
definition of, 348 , 349
departmentalization vs., 10 , 21 , 23 , 24 , 53 , 56 , 112
general case of, 23 , 281
implementation of, 52 –66, 126 , 135 –36, 139
management and, 52 , 53 , 54 , 60
mapping of, 57 , 60 , 62 , 315
muda and, 21 , 56 , 58 , 60 , 61 , 62 , 66
for order processing, 54 –56, 58
perfection and, 65 –66, 94
quality in, 60 –61
as single-piece flow, 60 , 62 , 64 , 112 , 115 , 119 , 128 , 139 , 148 , 173 , 222 , 259 , 304 –5, 314 , 347 , 348 , 352
small-lot production in, 23 , 24 , 52 , 69 –71, 72 , 145
special case of, 22 –23
transparency in, 56 , 61
of work, 64 –66, 78 –79, 120 , 122 –23
food production and distribution, 37 –49, 286 , 290 –91
Ford, Henry, 22 –23, 51 , 258
Ford Explorer, 373 n
Ford Motor Company, 74 , 213 , 242 , 301
Ford Taurus, 213
Ford Tri-motor transport, 155
Freudenberg-NOK General Partnership (FNGP), 90 –91, 210 , 223 , 226 , 248 , 259 , 338
pursuing perfection at, 323 –26
“From Lean Production to the Lean Enterprise” (Womack and Jones), 275 n
Fukuoka Chamber of Commerce, 221
Future State, 318 –20, 321 , 323 , 328 –30
General Electric, 112 , 127 , 152 , 159 , 161 , 162 , 163 , 169 , 175 , 180 , 306
“generalist engineer” problem, 279
General Motors, 12 , 49 , 74 , 162 , 170 , 171 , 277 , 300 , 301 , 302 , 373 n
General Motors Institute, 170
Germany:
automobile industry in, 189 –218, 302 –4, 373 n
competition from, 214 , 215 , 216 –17, 218
industrial traditions of, 191 , 192 , 214 –18
labor unions in, 198 , 199 , 202 , 206 , 216 –17, 283
lean enterprise in, 281 , 282 –83, 284
lean production in, 189 –218
lean thinking in, 16 –17, 19 , 101 , 188
living standards in, 217 –18
“technik” in, 178 , 189 , 214 –18
Giannattasio, Frank, 132 , 139
glass, 91 –93, 94 , 241 , 259
Gleick, James, 87
glossary, 347 –53
Glyco, 197
“greenfield” plants, 10 , 28 , 217 , 347 , 34 8
grinding systems, 26 , 60 , 176 –80, 367 n , 369 n
gruppen meisters (work group leaders), 193 , 199
guide vanes, 174 , 175
Harley-Davidson, 167 –68
Harris, Rick, 375 n
Hauni-Blohm blade grinding centers, 176 –78
“head of the fish” system, 180
health care, 50 , 51 , 286 , 289 –90
health maintenance organizations, 290
heijunka (level scheduling), 10 , 58 , 70 , 81 –82, 139 , 186 , 235 , 254 , 256 , 259 , 262 , 319 , 348 , 351
Hennessy Industries, 111 , 112 , 130
Hetzer, Fred, 163
Hicks, Ron, 111 –12, 115 , 116 , 130
Hines, Peter, 241 , 371 n –72 n
Hitachi, 181
Hobbs, L. S., 157 –58
Hollerith machines, 157
homebuilding industry, 29 –31, 51 , 291 –92
Honda, 242 , 251
Horner, H. Mansfield, 366 n
Hornet engine, 155
hoshin kanri (policy deployment), 94 –98, 261 –62, 349 , 351
hot lists, 75 , 106 –7, 220
House of Quality concept, 141
hubs, airline, 18 –19, 20 , 175 , 287 , 288 , 356 n
Hurst, David, 371 n
IBM, 162 , 250
Ideal State, 331 –32
Imai, Masaaki, 128 , 198
information management, value-stream mapping and, 316 –20
information management task, 19
information technology, 310 , 327
injuries, job-related, 27 , 149
Integrated Product Development (IPD), 165 , 166
International Association of Machinists, 158 , 172 –73
International Brotherhood of Electrical Workers, 125
Inter Turbine, 175
inventories:
action plan for, 250 , 271
as assets, 60
business cycles and, 88
carrying costs for, 67 , 76 , 146
cash flow and, 137 –38, 143 , 146 –47
computerized, 45 –46
forecasts for, 84
in-process, 71 , 136 , 138 , 183 , 210 , 222
lean distribution of, 74 –82
muda in, 15 , 146 –47
perpetual, 45
production and, 57 –58, 67 –68, 72 –74, 110 , 114 , 115 , 138
reduction of, 24 , 27 , 45 , 86 –87, 88 , 114 , 126 , 137 –40, 146 –47, 150 , 318
shipping costs for, 68 , 73 , 74 , 76 , 81
stocking systems for, 42 , 45 , 67 –68, 72 –82
warehouses for, 39 , 42 , 43 , 44 , 64 , 68 , 72 –87
inventors, 102 –3, 108 , 124
inventory turns, 310 –12
investment:
capital, 94 , 152 , 179 , 222 , 230 , 252 , 257 –58, 295
in equipment, 60 , 61 , 85 , 121
return on, 24 , 270 , 277
Ito, Yuzuru, 181 –82, 183 , 184 , 249 , 257 , 374 n
Iwata, Yoshiki, 128 –30, 134 , 169 , 201 , 221 , 257 , 338 , 374 n
Jacobs Brake Company, 111 –12, 128 –30, 171
Jacobs Chuck Company, 129 , 169
Jaguar, 373 n
Japan:
automobile industry in, 85 –86, 197 –98, 200 , 211 , 222 , 242 , 300 –302, 336 , 373 n , 374 n
economy of, 27 , 80 , 191 , 225 , 229 , 238 , 244 , 245 , 246 , 331
lean enterprise in, 281 , 283 –84
lean production in, 219 –46
lean thinking in, 9 , 17 , 64 , 88 , 218 , 230 , 242 , 245 –46
U.S. occupation of, 233 , 235
vertical integration in, 235 , 284
jidoka (autonomation), 231 , 347 , 349 , 360 n –61 n
Jones, Daniel, 374 n
Just-in-Time (JIT) system, 37 , 47 , 58 –59, 70 , 88 , 126 –27, 139 , 144 , 145 , 149 , 179 , 207 , 208 –9, 223 , 231 , 234 , 236 , 250
just-on-time concept, 349
kaikaku (radical improvement), 23 , 27 , 35 , 61 , 91 –93, 94 , 112 , 139 , 142 , 168 , 183 , 202 , 222 , 226 , 247 , 248 , 254 , 255 , 262 , 265 , 270 , 349
kaizen (continuous incremental improvement), 23 , 35 , 79 , 85 , 90 –91, 94 , 116 , 117 , 119 , 122 , 128 –30, 134 , 139 , 140 , 142 , 144 –45, 169 , 182 , 183 , 202 , 205 , 207 , 214 , 226 –27, 230 , 240 , 248 , 262 , 268 , 315 , 318 , 319 , 349 , 374 n
Kaizen (Imai), 128
“kamikaze kaizen ,” 315
Kamiya, Shotaro, 235 , 237
kanban (signal card) system, 70 , 203 –4, 232 , 236 , 319 , 349 , 351
Kawabe, Takeshi, 219 , 222 –24, 226
Keiper Recaro, 208
keiretsu (vertical integration), 21 , 150 n , 284 , 349
Kessler, Manfred, 202 –3, 208
Khan, Shahid, 68 –72, 74
Koenigsaecker, George, 128 , 129 , 247 n , 249 , 338
Korean War, 164 , 234
Krapek, Karl, 152 , 170 –73, 184 , 248 , 313
Lamborghini, 373 n
Lancaster, Jim, 123
Lancaster, Pat, 102 –3, 106 , 107 , 108 –9, 110 , 112 , 115 –16, 118 –19, 123 , 124 , 247 , 304 –5, 313 , 322
Land Rover, 373 n
Lantech, 102 –24
batch-and-queue mode used by, 103 –4, 106 , 107 , 108 , 112 , 115 , 117 , 119 , 120 , 121 , 123
box score of, 121
competition of, 103 , 108 –9, 119 , 267
computerized scheduling used by, 106 , 110 –11, 117 , 121
cost reductions by, 109 , 117
customer satisfaction with, 105 , 106 , 107 , 118 , 121 , 123
customization by, 104 –5, 106 , 107 , 118
delivery times for, 106 –7, 108 , 114 , 115 , 117 –18
departments of, 103 , 104 , 105 , 106 , 107 , 110 , 112 , 155
engineering in, 103 , 105 , 107 –8, 110 , 120
final assembly in, 103 –4, 113
H Line of, 115
lean production in, 103 , 111 –24, 128 , 188 , 217 , 226 , 261
lean thinking in capital goods at, 304 –5
management of, 109 , 112 , 210 , 321
muda eliminated by, 112 , 122
order processing by, 104 –7, 112 , 113 –14, 117 –18, 122
pricing by, 104 –5, 109 , 110 , 111 , 115 , 117
product development by, 102 , 110 , 112 , 118 –21, 228 , 304 –5
production layout of, 104 , 105 , 108 , 113 , 116 , 118 , 120
Q Line of, 112 –14
quality control by, 108 –9
sales of, 104 –5, 106 , 110 , 111 , 115 , 117 , 121 , 259 , 305
single-piece-flow manufacturing of, 304 –5
S Line of, 120
value stream manager at, 321 –22
lean enterprise, see enterprise, lean
Lean Enterprise Institute, 339 –40
Lean Enterprise Research Centre, 47 , 200 , 241 , 339 , 357 n
Lean Enterprise Summits, 297 –98
“Lean Production—The Challenge of Multi-Dimensional Change” (Koenigsaecker), 247 n
lean thinking:
bottom-up approach to, 10 , 268 –69, 270
competition and, 49
as counterintuitive, 23 , 28 , 134 , 233 , 234
economic impact of, 27 –28
efficiency and, 15 , 16 , 18 –19, 21 –22, 34 , 50 –51, 52 , 289
evidence of economy-wide embrace of, 309 –12
function for, 95 –96, 139 , 223 , 256 –57, 263 , 270
in Germany, 16 –17, 19 , 101 , 188
glossary for, 347 –53
hierarchical organization vs., 132 –33
inertia vs., 97 –98
in Japan, 9 , 17 , 64 , 88 , 218 , 230 , 242 , 245 –46
management and, 10 , 19 , 94 –98, 101 , 132 , 139 , 141 –42, 147 –48, 168 , 173 –74
network for, 338 –39
performance leaps and, 10 –11, 27 , 269 –71
principles of, 10 , 15 –98, 101
research on, 11 –12
steady advance of, 299 –312
sudden insight into, 28 , 111 –12, 127 , 130 , 170 , 181
timetables for, 95 , 270
see also enterprise, lean; production, lean
Learning to See (Rother and Shook), 327 , 374 n , 375 n
Legrand S.A., 299
Lockheed Super Constellation aircraft, 159
logistic innovations, 310
Lorenz, Edward, 87
machines:
changeover of, 41 , 44 , 56 –57, 58 , 61 , 69 –70, 85 , 106 , 114 , 126 , 143 , 149 , 177 , 178 –79, 222 , 232 , 265 , 348
design of, 56 , 141 –42, 286
disaggregation of, 112
large vs. small, 62
maintenance of, 115 , 126 , 232
monitoring of, 44 , 60 –61, 168 , 176 , 177 , 178 , 206 , 231 –32, 350 –51
as “monuments,” 175 –76, 179 , 215 , 261 , 265 , 350 , 351
noise of, 59 , 63
processing by, 38 –44
relocation of, 112 –15, 117 , 128 –30, 135 , 168 , 175 –76, 183 , 201 –2, 260
right-sized, 23 , 25 , 60 , 93 , 114 , 123 , 256 , 261 , 265 , 270 , 280 , 350 , 351
spread of, 56 , 63
Machine That Changed the World, The (Womack and Jones), 9 –10, 48 , 197 , 238 –39, 339
management:
action plan for, 248 , 250 , 256 , 257 , 259 –61, 264 , 268 –69, 314 , 315 , 323 , 327 , 328 –31
cross-functional, 155 , 163 , 165
flow and, 52 , 53 , 54 , 60
as fractal, 322
“heavyweight” program, 53 –54
information, 19
in lean enterprise, 275 , 276 , 282
lean thinking and, 10 , 19 , 94 –98, 101 , 132 , 139 , 141 –42, 147 –48, 168 , 173 –74
in mass production, 10 , 16 , 17 –18, 44 , 53 –54, 141 –42, 147 –48, 173 –74
mind-set of, 16 , 17 –18
open-book, 26 , 294 , 350
of product line, 321 –2 2
program, 156
of value stream, 321 –22, 323
Manufacturing Resource Planning (MRP II), 350
margin squeezing, 327
market:
change in, 122
core, 150
niche in, 147 , 175 , 195 , 197 , 198 , 202 , 211 , 217 , 267
recovery of, 115
regional, 17 , 245 –46, 372 n
segment retreats in, 211 , 214
share of, 47 , 115 , 121 , 126 , 149 , 151 , 259
stagnation of, 87 –88, 150
Material Requirements Planning (MRP), 57 , 63 , 85 , 88 , 106 , 110 –11, 117 , 126 , 135 , 142 , 143 , 164 , 182 , 184 , 232 , 290 , 317 , 319 , 350 , 360 n , 363 n
math, lean, 334 –35
Matsushita, 181 –82, 249
Max-Flex production method, 110 , 144
Maynard, Steve, 31 –32, 140 –42
Mazda, 242
meisters (foremen), 193 , 199 –200, 201 , 215 , 283 , 350
Mercedes, 193 , 205 , 211
Mexico, 333 , 335
Microsoft, 28 , 284
milk run, 291 , 350
Mitsubishi, 242 , 360 n
Mittelstand companies, 191 , 192 , 214 , 350 , 369 n
Mizuguchi, Keiji, 226 , 227 , 228 , 229
mobility, short-range personal, 286 , 293 –94
Model T Ford, 22 –23
Moffitt, Bill, 339
molding machines, 92 , 149
Motorola University, 264
muda (waste):
definition of, 15 , 350
elimination of, 15 , 25 –26, 27 , 28 , 43 , 49 , 90 –98, 134 , 146 –47, 193 , 206 , 210 , 217 –18, 247 , 249 , 251 , 252 , 254 , 255 , 257 , 263 , 269 , 276 , 277 , 279 , 280 , 285 , 295 , 315 , 323 , 327 , 328 –31, 349 , 350 , 370 n
errors as, 15 , 43
flow and, 21 , 56 , 58 , 60 , 61 , 62 , 66
information vs., 111
in order processing, 44 –47
pull and, 82 , 86 , 90
target costs and, 35 –36
type one, 38 , 43 , 48 , 131
types of, 38 , 43 , 351 –52, 355 n
type three, 43 , 48
type two, 38 , 43 , 48 , 86 , 131
value stream and, 19 –21, 25 , 37 –38, 327 –28
multi-machine working, 347 –48, 350
Nakamura, Kenya, 235
Nakao, Chihiro, 128 , 129 –30, 134 , 169 , 171 , 173 , 180 , 201 –3, 205 , 207 , 210 , 220 , 221 , 338
Nakayama, Kiyotaka, 339
Navy, U.S., 154 , 155
NEC, 284
Neill, John, 251
New Economy, 327
New Production System (NPS), 221 , 243
Nippondenso, 235 –36, 244 , 353
Nissan, 215 , 236 , 242 –43, 267
Nissan Micra, 215 –16
Nissan 300ZX, 197
Northern, Ed, 174 –75, 177 , 179 , 180 , 257
Northwest Airlines, 18
NUMMI, 74 , 230
ober meisters (group foremen), 193 , 199
Ohba, Hajime, 339
Ohno, Taiichi, 10 , 15 , 22 , 23 , 37 , 58 , 110 , 111 , 128 , 219 , 220 –23, 230 –33, 234 , 236 , 239 , 242 , 243 , 249 , 281 , 348 , 351 , 355 n , 357 n , 370 n , 374 n
Opel Eisenach plant, 21 7
operation, 350 , 368 n
opportunities, 336 –37
Otis Elevator, 171 , 181 –82
overhead, 136 , 262
overproduction, 58 , 255
packaging industry, 304 –5
paint systems, 60 , 61 , 113 , 194 , 204 , 205 –6
palletizers, 305
parking carousels, 225 , 252
partnerships, 327
patents, 103 , 108 , 109
Pentland, Bob, 128 , 129
perfection, 90 –98
action plan for, 250 , 260 , 270
definition of, 350
dreaming about, 285 , 286 –95
flow and, 65 –66, 94
incremental path to, see kaizen
pull and, 85 , 92 , 94
pursuit of, 10 , 12 , 25 –26, 35 , 37 , 49 , 109 , 134 , 139 , 224
radical path to, see kaikaku
pickers, 42 , 73 , 75 , 76 , 77 –79, 82 , 143
Plan-Do-Check-Act problem-solving cycle, 242
platforms, automobile, 237 , 238 , 278
“pogo stick” phenomenon, 81
Point-of-Sale (POS) system, 45
point-to-point services, 18 , 19 , 20
point velocity, 178 , 288
poka-yoke process, 9 , 61 , 203 , 228 , 350 –51, 361 n , 370 n
Poland, 333
Pontiac assembly plant, 170 –71
Porsche, Ferdinand, 189 , 190 , 191 , 193
Porsche AG, 199 –218
batch-and-queue mode used by, 192 , 215
box score of, 212 –13
change agents for, 197 –98, 201 –5, 214
competition of, 192 , 214 , 215
cost reductions in, 197 , 200 , 210
craft culture of, 193 –94, 201 , 206 , 207
creative crisis in, 195 –97
delivery times for, 201
departments of, 192 , 215
engine assembly in, 201 –5, 213
engineers of, 190 , 192 , 194 , 195 , 202 , 206 , 210 , 212 , 213 –14, 215 , 279
expanded operations of, 373 n
family control of, 191 , 195
founding of, 189
hierarchy of, 192 , 193 , 199 –200, 201 , 215
history of, 189 –94
inventory of, 194 , 201 –3, 213 , 215
JIT system used by, 207 , 208 –10
labor unions of, 198 , 199 , 202 , 206 –7
layoffs by, 205 –6
lean production in, 189 , 197 –218, 226 , 229 , 258 , 264 , 302 –4, 338 , 373 n
legal name of, 192
machines used by, 193 , 201 –2, 205 , 206 , 364 n
management of, 191 –92, 194 , 198 –99, 202 , 203 , 207 , 210 –11, 214 , 374 n
market niche of, 195 , 197 , 198 , 202 , 211 , 267
meister system of, 193 , 199 –200, 201 , 215
muda in, 193 , 206 , 210
order processing by, 194
performance standards of, 191 , 193 –94, 211 , 212
plant layout of, 203 , 204
POLE team of, 207 –10
Pre-Delivery Inspection Centers
closed by, 303
product development in, 191 , 192 , 193 –94, 195 , 198 , 206 , 211 –12, 215 , 276 , 302 –4
productivity in, 197 , 198 , 212 –13
profits of, 191 , 198 , 213 , 303 , 304
pull system used by, 208 –9
quality control in, 189 , 193 –94, 198 , 199 , 200 , 202 , 206 , 208
reorganization of, 198 –200
sales of, 195 –97, 206 , 213 , 214 , 303
sensei for, 201 – 5
suppliers of, 192 –93, 194 , 203 –4, 207 –10, 214 , 215 , 252 , 266
value stream of, 195 , 215
Works Council of, 198 , 199 , 202 , 206
Porsche Boxster, 211 , 302 , 369 n
Porsche Carrera, 189 , 201
Porsche Consulting, 210
Porsche Improvement ( Verbesserungs ) Process (PVP), 200 –201, 205 , 206
Porsche 356, 190
Porsche 911, 190 , 191 , 195 , 196 , 197 , 201 , 211 , 302 , 368 n –69 n
Porsche 912, 196
Porsche 914, 190 –91, 195 , 196
Porsche 924, 191 , 195 , 196
Porsche 928, 191 , 195 , 196 , 197 , 211
Porsche 944, 191 , 195 , 196 , 197
Porsche 959, 195
Porsche 968, 191 , 196 , 205 , 211
Pratt, Francis, 153 , 154
Pratt & Whitney, 151 –88
American Eagle logo of, 155
batch-and-queue mode used by, 153 , 160 , 165 , 173 , 175 , 177 , 180 , 182
cells used in, 156 –57, 168 , 169 , 173 , 175 , 179 , 183
change agents for, 168 –73, 257
commercial accounts of, 151 –52, 155 , 160 , 161 , 162
competition of, 151 , 157 , 159 , 161 –64
Continuous Improvement Office of, 168 , 184 , 223
cost reductions by, 20 , 26 , 151 , 152 , 179 , 182 , 183 , 187
creative crisis in, 166 –86
delivery times for, 164 , 173 , 174 , 183 , 186
departments of, 155 , 159 , 171 –72, 180 –81
in difficult environment, 305 –9
downsizing plan for, 166 –67
earnings of (1992–2002), 152 , 309 , 373 n –74 n
employees of, 158 , 168 , 172 –73, 174 , 175 , 187
engineers of, 154 –58, 160 –61, 164 –65, 166 , 182 –83, 184 , 186
exit strategy for, 167 , 183
final assembly in, 157 , 160 , 173 , 174 , 180 , 182 , 232
flow in, 156 –57, 164 –65, 167 –69, 173 , 175 , 176 –79, 180 , 182 , 187
founding of, 153
history of, 153 –66
inventory of, 170 –71, 175 , 183
JIT system used by, 179
labor unions of, 158 , 172 –73, 187 , 365 n
layoffs by, 162 , 163 , 172 –73, 175 , 179 , 180
lean production in, 150 , 152 –53, 166 –68, 217 , 226 , 229 , 259 , 338 , 367 n –68 n
machines used by, 153 –54, 160 , 165 , 168 , 175 –80, 183
management of, 155 –56, 158 , 163 , 164 –66, 168 , 173 –74, 180 , 182 –83, 184 , 210 , 260 –61
market share of, 151 , 160 , 162 , 164 , 169
mass production in, 157 –62
Material Review Boards (MRBs) of, 181 , 183
military accounts of, 151 , 155 , 158 –59, 160 , 162 , 306 , 373 n
modular system used by, 180 , 182 , 186
order processing by, 158 , 161 , 167 , 174
plant layout of, 165 , 166 , 168 , 172 , 177 , 178 , 182 –83, 306 –7
Product Centers of, 172 , 184 , 185
product development in, 152 , 154 , 158 –64, 167 , 184 –86, 276 , 308 , 365 n –66 n , 373 n
profits of, 170 , 187
project engineer’s role in, 155 –58
pull in, 182
quality control in, 157 , 163 , 165 , 175 , 179 , 180 –83, 184
reorganization of, 184 –86
return on assets and sales of, 308
sales of, 161 –62, 163 , 169 –70, 171 , 186 , 187 , 306 , 307 , 308
spare parts manufactured by, 151 , 161 , 162 , 169 , 174 –75, 187 , 308
suppliers of, 166 –67, 168 , 172 , 173 , 179 –80, 182 , 183
tools used by, 157 , 158 , 164 , 168 , 180 , 183
value stream of, 20 , 48 , 169 , 172 , 175 , 178
Pratt PW4084 engines, 152
“Pratt Salute,” 159
prices:
competitive, 163 , 251
constant, 82
control of, 17 , 241
as global strategy, 332 –35
reduction of, 35 –36, 218
return on assets and sales vs., 308
supplier’s, 327
targets for, 10 , 267
Prius, 373 n
process:
efficiency and, 50 –51, 52
technology for, 16 –17, 26 , 95
as term, 350 , 351 , 368 n
time for, 62 , 351 , 352
villages for, 128 , 135 , 220 , 232 , 243 , 347 , 351
Procter & Gamble, 282
production, lean:
acid test of, 151 –88
action plan for, see action plan
cellular assembly in, 10 , 62 , 63 , 112 –15, 117 , 128 –30, 156 –57, 168 , 169 , 173 , 175 , 179 , 183 , 252 , 314 , 323 –26, 347 , 351 , 375 n
conversion to, 10 –11, 12 , 101 –246
cost reductions in, 20 , 26 , 28 , 43 , 45 , 63 , 64 , 80 , 109 , 117 , 217 , 244 , 250 , 251 , 252 , 259 , 266 –67, 268 , 276 , 277 , 280 , 281 –82
egalitarian nature of, 97 , 111 , 268
German example of, 189 –218, 302 –4, 373 n
goals for, 96 –97
hard case for, 125 –50
Japanese examples of, 219 –46, 300 –302, 336 , 373 n
job security and, 115 –16, 122 –23, 133 , 134 , 139 –40, 168 , 179 , 258 , 260
“just do it” approach to, 12 , 129 , 134 , 202 , 261
logistics and, 63 –64
matrix for, 96 –97
“mean” production vs., 16 , 258 , 278 –79
noise and, 59 , 63
order processing in, 24 , 26 , 35 , 44 –47, 52 , 54 –56, 58 , 81 , 194 , 246 , 254 , 255 , 256 , 262 , 268
quality control in, 9 , 27 , 29 , 51 , 54 , 60 –61, 96 , 109 , 115 , 121 , 126 , 134 , 137 , 140 –41, 147 , 149 , 165 , 242 , 249 , 257 , 267 , 268 , 280 , 349 , 351
resources in, 36 , 47 , 85 , 88 , 97 , 144 –47, 179 , 255 , 262
scheduling in, 10 , 58 , 70 , 81 , 186 , 235 , 254 , 256 , 259 , 262 , 348 –49, 351
simple case for, 102 –24
transparency (visual control) in, 21 , 26 , 56 , 61 , 70 , 97 , 117 , 122 , 125 , 139 , 142 , 149 , 180 , 200 , 201 , 217 –18, 228 , 253 , 261 , 263 –64, 268 , 270 , 276 , 353 , 360 n
see also enterprise, lean; lean thinking
production, mass:
automated, 28 , 56 , 60 , 217 , 230 –31, 232 , 239 –41, 243 , 244 , 245 , 268 , 283
batch-and-queue mode used in, 9 , 21 –22, 23 , 27 , 47 , 53 , 65 , 88 , 257 –58, 265 , 267 , 278 , 347 , 352
“brownfields” in, 10 –11, 28 , 261 , 347 , 348
buffers in, 60 , 61 , 112 , 113 , 171
departmentalization in, 10 , 21 , 23 , 24 , 53 , 56 , 112 , 286
errors in, 15 , 27 , 43 , 61 , 96 , 115 , 121 , 137 , 149
final assembly in, 20 , 22 , 23 , 26 , 56 , 80 , 93
“greenfields” in, 10 , 28 , 217 , 347 , 348
inventory in, 67 –68, 72 –74
in lean global strategy, 332 –36
management in, 10 , 16 , 17 –18, 44 , 53 –54, 141 –42, 147 –48, 173 –74
quotas for, 114
scheduling in, 55
volume in, 22 –23, 103 , 104
products:
categories of, 335
customized, 104 –5, 106 , 107 , 118 , 216 , 224 , 225 , 230
definition of, 32 –34
design of, 16 , 24 , 30 –31, 32 , 40 , 52 , 53 –54, 55 , 60 , 63 , 93 , 107 –8, 118 , 119 , 154 , 226 –27
development of, 9 , 10 , 21 , 26 , 27 , 31 –32, 35 , 37 , 47 , 48 , 52 , 53 –54, 102 , 110 , 112 , 118 –21, 140 –42, 147 , 148 , 150 , 242 , 245 –46, 250 , 251 –52, 255 , 256 , 257 , 259 , 262 , 266 , 268 , 301 –2, 308
discounting of, 24
distribution of, 42 , 55 , 72 –82, 85 –87
duplication of, 245
end, 216
expedition of, 55 , 58 , 63 , 67 –68, 71 , 73 , 75 , 83 , 106 –7, 110 , 119 , 140 , 194 , 220
families of, 23 , 62 , 63 , 95 , 111 , 121 , 135 , 136 , 146 , 147 , 225 , 226 , 238 , 241 , 250 , 252 , 254 , 255 , 256 , 259 , 261 , 263 , 270 , 320 –22, 351
fast-moving, 46
global strategy for, 332 –35
“hit rate” of, 54
launching of, 16 , 24 , 47 –48, 63 , 120 –21, 131
lead times for, 30 , 38 , 58 , 85 , 87 , 107 , 110 , 114 , 121 , 165 –66, 167 , 186 , 237 , 251 , 259 , 266 , 268 , 349 , 351 , 352
margins for, 47
market trials for, 47
reengineering of, 53 , 107 –8, 120 , 194 , 216 , 227
services vs., 36 , 51 , 187 , 259 , 286 , 294
standardized, 232
target costs for, 10 , 35 –36, 141 , 149 , 236 , 267 , 277 , 352 , 357 n
teams for, 10 , 19 , 25 , 31 –32, 53 –54, 55 , 60 –61, 63 , 95 , 96 , 109 , 112 , 114 , 119 –20, 135 –36, 137 , 139 , 141 –42, 143 , 148 , 184 –86, 252 , 278 , 279 , 280 , 321 , 322
throughput times for, 24 , 27 , 54 , 60 , 115 , 121 , 150 , 210 , 240 , 349 , 351 , 352
time-to-market for, 27 , 148 , 165 , 222 , 238 , 251 , 268
variety of, 27 , 31 , 41 , 119 , 124 , 140 , 215 , 226 , 268
profits, 16 , 35 , 54 , 109 , 121 , 125 , 127 , 133 , 136 –37, 138 , 144 , 149 , 150 , 161 , 251 , 258 , 263 , 276
profit sharing, 137 , 144 , 150
progress control boards, 78 –79
promotions, special service, 73 , 81 , 82 , 88
publishing industry, 25
pull, 67 –89, 349
action plan for, 250 , 253 , 254 , 255 , 264 , 314 , 323 –26, 328 –31
customer as source of, 10 , 24 , 27 , 67 , 68 , 76 , 77 , 82 , 83 , 84 , 88 , 94
definition of, 67 , 351
implementation of, 24 –25, 26 , 66 , 67 –89, 126 , 134 , 139 , 217 , 276 , 285
mapping of, 77 , 78 , 80
muda and, 82 , 86 , 90
perfection and, 85 , 92 , 94
punch presses, 135 , 149
PW2037 engine, 163
PW4084 engine, 165
P&W J-57 engine, 160
P&W JT3 engine, 160
P&W JT8D engine, 160 , 163 , 164
P&W JT9D engine, 366 n
Q-Plus Management, 165
Quality Circles, 242
Quality Function Deployment (QFD), 9 , 54 , 140 –41, 147 , 249 , 349 , 351
queue time, 351
Rales, Mitchell, 111 , 130
Rales, Steve, 111 , 130
rearview mirrors, 215 –16
recessions, 305 , 311 , 327 , 336 –37
recycling, 38 , 42 , 43
reengineering movement, 23 –24, 28 , 55 , 97 , 249 , 252
Regional Distribution Centers (RDCs), 45 –47, 359 n
rental car industry, 287 , 293 –94
Rentschler, Frederick, 154
retail formats, innovations in, 310
retirement, 140
retrofitting, 110
Reutter, 190
reverse auctions, 327
revolution, institutionalizing of, 313 –37
rework, 51 , 53 , 54 , 107 , 120 , 160 , 193 –94, 227 , 292
Rich, Nick, 37 n
“road warriors,” 305
robotics, 28 , 232 , 243
roll carriages, 102 –3
rolling mills, 40 , 42 –43, 44 , 135 , 149
Rolls-Royce, 152 , 161 , 180 , 306 , 373 n
Rolls-Royce RB211–535 engine, 163
Rother, Mike, 316 , 327 , 374 n , 375 n
Ryerson, 145
Saab, 373 n
sales:
action plan for, 254 , 256 , 259 , 262
bonuses in, 56 , 58
commissions for, 29
department for, 10
forecasts of, 24 , 252
level selling in, 81 –82, 235 , 349 –50
order processing and, 54 –56
tracking of, 45 –46
volume of, 35 –36
scale economies, 17 , 44 , 49 , 106 , 146 , 232
Schonberger, Richard, 374 n
Schrempp, Juergen, 217
Scott, Bob, 67 –68, 72 , 73 , 75 , 76 , 83
scrap, 26 , 27 , 43 , 52 , 92 –93, 137 , 202 , 244
Seeing the Whole: Mapping the Extended Value Stream (Jones and Womack), 327 , 375 n
Senge, Peter, 88 , 369 n
seniority, 172 , 179
sensei , 69 –71, 128 –30, 169 , 201 –5, 234 , 249 –50, 253 , 254 , 256 , 268 , 269 –70, 314 –15, 322 , 339 , 351 , 361 n , 371 n
services, 11 , 36 , 46 , 51 , 52 , 187 , 259 , 286 –87, 294
Sewell, Carl, 29
Seyler, Judy, 131 , 132 –33
shareholders, 16 , 138 , 144
Sharma, Anand, 115 , 117 , 338
Shingijutsu, 169 , 182 , 201 , 221 , 338
Shingo, Shigeo, 23 , 243 , 249 , 368 n , 374 n
shipment dates, 55 , 71 , 73
shoe manufacturing, 332 –33, 335
Shook, John, 316 , 327 , 374 n , 375 n
“shop hours,” 151 , 169
Showa Manufacturing Company, 219 –30
batch-and-queue mode used by, 220 , 222 , 225 –26
change agents for, 220 –24
Chinese subsidiary of, 228 , 230
cost reductions by, 226 , 227
creative crisis in, 219 –21
final assembly in, 222
inventory of, 220 , 222 , 224 , 229
layoffs by, 220 , 233
lean production in, 221 –30, 246 , 338
machines used by, 222
management of, 222
market share of, 224 , 228 , 229 , 230
order processing by, 227 –28, 23 0
product development by, 222 , 225 –27, 230 , 252 , 259 , 276
production layout of, 220 , 223
Production Research Department of, 223 , 226
productivity in, 222 , 224 , 229
product teams in, 225 –28, 230
profits of, 229
reorganization of, 225 –26, 230
sales of, 224 , 225 , 229
suppliers of, 244
value stream in, 228
shrink-wrapping, 102
shusa system, 234 –35, 237 –38, 352
Single Minute Exchange of Dies (SMED), 352 , 361 n
single-point billing, 287
Sloan, Alfred P., Jr., 302 , 373 n
smelters, 39 , 41 , 42 , 43 , 44
Snecma, 163
Southwest Airlines, 19 , 288
Spaghetti Chart, 104 , 352
specialization, 50 , 54 , 141 –42
Srock, Rainer, 212
stagnation, economic, 27 –28
stamping presses, 68 , 69 –70
standard-cost accounting, 60 , 136 , 352
steel, 59 , 71 , 84 , 85 , 145 , 156 , 193 , 227 , 241
stereolithography, 87
stockers, 72 –73, 75 , 82 , 83
stock-outs, 45 , 291
storage bins, 72 , 75 –76, 77 , 79 , 110
stretch-wrapping, 41 , 102 –3, 112 , 121 , 123
subcontractors, 26 , 29
Suburu, 373 n
supermarkets, 37 –49
suppliers:
action plan for, 248 , 249 , 252 , 265 –67, 268 , 270 , 327 –32, 371 n –72 n
first-tier, 26 , 46 –47, 59 , 194 , 214 , 235 –36, 237 , 239 , 241 , 243 , 267 , 268
in lean enterprise, 277 , 280 , 282
marginal, 140
margins of, 16 , 282
reduction of, 140 , 143 , 144 –45, 173 , 179 –80, 244
second-tier, 82 , 237 , 239 , 241 , 267
third-tier, 241
surge protectors, 125 , 126
SUVs, 301 , 373 n
Suzumura, Kikuo, 243
“systems integrator,” 167
Takenaka, Akira, 128 , 129 –30
takt time, 55 –56, 63 , 70 , 114 , 117 , 122 , 139 , 149 , 227 –28, 348 , 349 , 352 , 359 n –60 n
TBM, 338
technology:
appropriate, 81
complex, 188
democracy and, 111
development of, 27 –28, 270 , 295
information, 310 , 327
“key,” 146 , 225
process, 16 –17, 26 , 95
Tele-Power Poles, 135 , 136 , 141 , 142
Tesco, 37 –49, 51 , 94 , 357 n –58 n , 359 n , 374 n
titanium, 20 , 55 , 59
“to do” lists, 29 , 30 , 292
tools, see machines
Total Productive Maintenance (TPM), 60 , 149 , 244 , 322 , 353 , 374 n
Total Quality Control (TQC), 242 , 322
Total Quality Management (TQM), 29 , 51 , 109 , 126 , 134 , 141 , 165 , 242 , 322
Toyoda, Eiji, 234
Toyoda, Gosei, 219 , 221 , 235
Toyoda, Kiichiro, 231 , 233 , 236
Toyoda, Sakichi, 231 , 347
Toyoda Spinning and Weaving, 219 , 221
Toyota Corolla, 237
Toyota Corona, 72 , 237
Toyota Crown, 235
Toyota Daily Ordering System (TDOS), 79 , 8 0
Toyota Motor Corporation, 230 –46
automation at, 230 –31, 239 –41, 243 , 244
batch-and-queue mode used by, 231 , 233 , 237 , 241
cells used in, 232
chief engineer at, 322
competition of, 215 , 217 , 251
cost reductions by, 236 , 237 , 241
creative crisis in, 233
customer relations of, 235 , 238 , 241 , 244
Daily Ordering System of, 302
dealerships of, 67 –68, 73 , 74 , 76 , 81 –86
flow in, 240 , 242
Global 10 initiative of, 300
homebuilding by, 372 n
inventory of, 72 –87, 176 , 232 , 237 , 255 , 361 n , 374 n
JIT implemented by, 58 , 70 , 127 , 231 , 234 , 236
labor unions of, 233
layoffs by, 233 , 234
lean production developed by, 9 –10, 49 , 61 , 69 –71, 77 , 82 , 128 , 168 , 219 , 220 , 221 , 230 –46, 271 , 370 n
lean thinking disseminated by, 69 –71, 128 –30, 242 –44
Local Distribution Centers (LDCs) of, 85 –86
management of, 231 , 233 , 234 , 326 , 336
market share of, 237 , 243 , 300 –301
Miyata plant of, 240
modular system used by, 51
Motomachi plant of, 234 , 240
Operations Management Consulting Division (OMCD) of, 236 –37, 268 , 323 , 361 n
order processing by, 231 , 237
Parts Distribution Center (PDCs) of, 72 –82, 83 , 84 , 85 , 86 –87, 255 , 302 , 361 n
Parts Redistribution Center (PRC) of, 74 , 79 , 84 , 85
performance chart for, 239
product development in, 197 , 231 , 234 –35, 237 –38, 301 –2, 352
productivity at, 239
pull in, 67 –68, 231 , 232 , 238 , 339
quality control in, 231 , 238 , 242
sales of, 85 , 233 , 234 , 235 , 237 , 241 , 303
sensei of, 69 –71, 128 –30, 234 , 314 –15
shusa system of, 234 –35, 237 –38, 352
steady advance of, 300 –302, 373 n , 374 n
suppliers of, 194 , 221 , 234 , 235 –37, 239 , 241 , 243 –44, 255 , 266 –67, 302 , 339
Supplier Support Center (TSSC) of, 339
Tahara plant of, 80 , 239 –40
“2010 Global Vision” of, 300
value specification in, 17
value stream of, 232 , 233 , 239 , 241 , 321 –22
Toyota Motor Sales (TMS), 85 , 235 , 237 , 339
Toyota Production System (TPS), 72 , 74 , 128 , 221 , 231 , 234 , 236 , 237 , 240 , 242 –43, 322 , 374 n –75 n
Toyota Publica, 237
Toyota RAV4 vehicle, 240 –41
Toyota RX300, 373 n
Toyota Supra, 197
trade protection, 335
transparency, 21 , 26 , 56 , 61 , 70 , 97 , 117 , 122 , 125 , 139 , 142 , 149 , 180 , 200 , 201 , 217 –18, 228 , 253 , 261 , 263 –64, 268 , 270 , 276 , 353 , 360 n
travel industry, 15 , 32 –34, 43 , 286 –89, 293 –94, 373 n
“treasure hunts,” 83 , 180 , 202
turbine blades, 161 , 164 –65, 174 , 175
turn-back analysis, 182 , 353
Twin Wasp engine, 155
Underwood, Bob, 109 , 114 , 116
unions, labor, 124 , 125 , 129 , 139 , 140 , 150 , 198 , 199 , 202 , 206 –7, 21 6
Unipart Group, 251 , 264 , 339
Unipart University, 264
United Technologies Corporation (UTC), 151 , 152 , 168 , 170 , 182 , 249 , 308 , 338
value, 29 –36
cost and, 218
creation of, 16 , 20 , 23 –24, 25 , 38 , 43 , 93 , 131 , 132 , 133 , 187 , 253 , 265 –66, 276 , 280 , 327 , 349 , 350
customer’s definition of, 16 , 18 , 28 , 29 –36, 93 , 123 , 217 –18, 252 –53, 262 , 291 –92
specification of, 10 , 16 –19, 25 , 28 , 29 –36, 52 , 54 , 89 , 94 , 112 , 217 , 276 , 277 , 291 –92, 293
as term, 353
value stream, 37 –49
action plan and, 252 –53, 254 , 255 –56, 262 , 264 , 270 , 271 , 315 , 316 –22
application of, 48 –49, 85
control of, 47 , 135 –36
created demand in, 72 –73
Current State and, 316 –20, 321 , 323 , 325 , 327 –32
definition of, 19 , 353 , 355 n –56 n
extended, 327 –31
firm-to-firm relations in, 20 –21, 93
functional needs and, 54
Future State and, 318 –20, 321 , 323 , 328 –30
Ideal State and, 331 –32
identification of, 10 , 11 , 19 –21, 25 , 36 , 37 –49, 52 , 89 , 94 , 112 , 139 , 217
in lean enterprise, 275 , 277 , 278 , 281 , 283 , 285
management of, 321 –22, 323
mapping of, 37 –38, 39 , 42 , 315 , 316 –20, 327 –32, 353 , 375 n
perfecting of, 319
realignment of, 12 , 25 , 42 –43, 85 , 93 , 94 , 134 –36, 292
reorganization by, 320 –23
variance analysis, 137
vehicle off road (VOR) system, 73 , 75
Vietnam, 333
visual control, 21 , 26 , 56 , 61 , 70 , 97 , 117 , 122 , 125 , 139 , 142 , 149 , 180 , 200 , 201 , 217 –18, 228 , 253 , 261 , 263 –64, 268 , 270 , 276 , 353 , 360 n
Volkswagen, 49 , 191 , 215 , 216 , 277
Volkswagen Beetle, 189 , 190
Volkswagen Golf, 216
Volvo, 337 n
wage costs, in global strategy, 332 –34
Wal-Mart, 55 , 282
Ward, Carlton, 164 , 166
Wasp engine, 155 , 156 , 365 n
Wasp Junior engine, 155
Wasp Major engine, 365 n –66 n
Weiner, Bob, 174 , 180 , 368 n
welding, 20 , 70 , 113 , 160 , 227
Westinghouse, 159
Whitney, Amos, 153 , 154
Wiedeking, Wendelin, 189 , 197 –201, 202 –3, 205 , 210 –11, 214 , 248 , 313
Wilson, Doyle, 29 –31, 51 , 292 , 356 n
wire guides, 31 –32, 51
Wiremold Company, 125 –50, 373 n , 374 n
acquisitions of, 126 , 146 , 147
batch-and-queue mode used by, 126 , 127 , 131 , 137 , 142 –43, 145 , 146 , 147
box score of, 148 –50
buyout offer accepted by, 299
change agent for, 125 , 269
cost reductions by, 32 , 127 , 136 , 137 –38, 145
customer satisfaction and, 126 , 127 , 137
“de-layering” of, 131 –33, 135
delivery times for, 137 , 142 , 143 –44, 148
departments of, 31 , 131 , 135 , 139 , 141 –42
employees of, 125 , 131 , 133 , 134 , 137 , 144 , 150 , 263
engineers of, 31 , 32 , 142 , 146
growth strategy of, 145 –48, 149
inventories of, 137 –40, 143 , 146 –47
JIT Promotion Office (JPO) of, 139 , 223
JIT system used by, 126 –27, 139 , 144 , 145 , 149 , 223
labor unions of, 125 , 139 , 140 , 150
lean production in, 127 –50, 153 , 168 –69, 217 , 226 , 363 n
management of, 131 –32, 147
market share of, 259
muda eliminated by, 134 , 146 –47
order processing by, 131 , 142 –44, 147 , 148 , 149
product development in, 31 –32, 51 , 131 , 135 –36, 140 –42, 147 , 148 , 149 , 150
production layout of, 132 , 133 , 135 , 147
sales of, 125 , 127 , 131 , 137 , 140 , 146 , 147 , 149 , 150
scoreboards used by, 136 –37
space reductions by, 147 , 149 , 150
steady advance of, 299
work:
flow of, 64 –66, 78 –79, 120 , 122 –23
rethinking of, 52
standardization of, 54 , 60 , 113 , 114 , 115 , 122 , 139 , 142 , 180 , 352 , 360 n
work-in-process (WIP), 363 n
World War II, 158 –59, 164
Wright Aeronautical Corporation, 154
Wright Whirlwind engine, 154 , 155
www.lean.org , 340
www.leanuk.org , 340
Yamamoto, Tetsuo, 219 , 220 –21, 225
yen, 17 , 225 , 243 , 372 n
Zabaneh, Jose, 110 –11, 115
zero setup, 352