Part1: The Team Leader grows as a production supervisor
01. Team Leader Julie looks back at her notes Part2: Overview of the purpose of the Toyota Production System
02. Trigger
03. Purpose
04. Consideration Journey Two: Meditation Journey Part3: Encountering the Toyota Production System
05. Prologue
06. Encountering the Toyota Production System
07. Getting through the R&D
08. Setting up a production line 09. Transfer to the production workplace. How should the factory be managed?
10. Encountering Kanban at the start of mass production Part4: Production by way of Kanban 11. Machine-based: The machine-based workplace managed via Kanban 12. Manual-based: Working on the assembly line 13. An"Anti-TPS" force? 14. Kanban as part of the daily management routine
Part5: Standing still and observing the jobsite by means of Genchi-Gembutsu 15. Observing the Production Workplace closely using Standing Observation; How worthless management that exists only on paper is! 16. Is it easy to manage in the Kanban world!? ; What is the role of the manager? 17. The role of the Assistant Manager in the Toyota Production System
Part6: Learning the Toyota Production System as a technical expert in mid-position 18. Learning the Toyota Production System together with young technical experts
19. Learning the role of the Toyota Production System
20. The never-ending pursuit Journey Three. Implementation Journey Part7: Entering the Kaizen Promotion Organization
21. New departure
22. Transfer to the managing division of TPS activities
23. The way to advance the activity: Organization for promoting TPS
24. What is the company-wide function of OMCD?
25. TPS activity is mainly implemented in the Production Division under the support of the TPS Promotion Department Part8: Implementation in Jishuken 26. The Institute for the Study of the Toyota Production System: Jishuken 27. Organization, themes and attendees of Jishuken 28. The activity teams in Jishuken divided into Production and Logistics29. Learning the ideology and the techniques, implementing Kaizen in Jishuken inside the company Part9: Becoming a Kaizen practitioner
30. Productivity: Apparent Efficiency and True Efficiency, Rate of Operation and Operational Availability
31. Improvement of work in the production line 1: The Muda of work, the ideology of Flexible Manpower Line
32. Improvement of work in the production line 2: Standardized Work
33. Improvement of machine in the production line
34. Improvement of process in the production line
35. As a Kaizen practitioner Part10: President of supplier remembers the Kaizen activities
36. President of supplier looks back
37. President had a bad time with poor instruction
38. Reviewing the Kaizen activity
39. Restarting the TPS activity
40. Establishing the continuous TPS Kaizen activity Journey Four. Deepening Journey Part11: Learning the true procedure for Kaizen 41. When absentminded
42. Visualizing the workplace by initially doing 2S, especially in the TPS level grade A company
43. Proceeding initally to sketch out the ideal state Part12: Advancing toward the high-level features of TPS
44. Learning the high-level features of TPS, implementing Kaizen Production in Jishuken inside the company
45. Learning the high-level features of TPS, implementing Kaizen of Logistics in Jishuken outside the company
46. Implementing the activities in a different culture where a practitioner develops the ability to find out the problem47. Changing features of the Toyota Production System
Part13: The Features of TPS
48. The Features of TPS (Global TPS: Schematic Diagram of the Toyota Production System)
49. Overview of the Toyota Production System (TPS): "Three Keys," "Four Behaviors" and "The Features of Monodzukuri (Manufacturing)" Glossary References