This book analyzes the purpose and relationship between the different elements of the Toyota Production System (TPS) and how they add up to a system that brings engineering and managerial solutions to businesses and society.
This book analyzes the purpose and relationship between the different elements of the Toyota Production System (TPS) and how they add up to a system that brings engineering and managerial solutions to businesses and society.
Olivier Larue is a senior executive consultant and president at Ydatum, Inc., which partners with public corporations and private equity clients in operation design and management. He has more than 30 years of hands-on experience with the Toyota Production System (TPS). He worked with the Toyota Supplier Support Center in North America (TSSC), Operations Management Consulting Division in Japan (OMCD), and New United Motor Manufacturing (NUMMI) before founding a consulting firm in the Bay Area focused on implementing TPS in a variety of industries. Olivier has led organizations, from Fortune 500 to minority companies, in the design and implementation of industrial engineering and managerial business solutions for 25+ years with documented savings exceeding two billion dollars. He has the expertise and hands-on experience with TPS/Lean enterprising and has developed hundreds of leaders around the world. Olivier excels at working with everyone from executives to shop floor operators to deliverer higher quality products and services at a lower cost and with a shorter supply lead time based on the Toyota Production System. He earned an MS from Saint Mary's College of California, a BS in Business Administration, Management and Operation from the Faculte des Sciences Economiques of Rennes 1, France, and a Bio Resources Management Bac D' from Theodore Monod Lycee, France
Inhaltsangabe
Chapter I: Production Systems' Contribution to Human Progress Chapter 2: Toyota Production System (TPS) as a system Chapter 3: The traditional mass production system and its inherent contradiction as a system of economies of scale based on individual efficiency Chapter 4: The Toyota Production System and its inherent harmony: Approach to reconciling income and cash flow Chapter 5: Manage based on a vision of the Ideal-True North Chapter 6: Kaizen, a scientific problem-solving activity Chapter 7: Institutionalization of problem-solving by developing experts: Learning problem-solving and solving learning-problems Chapter 8: Practical Principle-based performance indicators Chapter 9: Managing human development with "A4 and A3" Chapter 10: Reconciling economic prosperity with environmental stewardship.
Chapter I: Production Systems' Contribution to Human Progress Chapter 2: Toyota Production System (TPS) as a system Chapter 3: The traditional mass production system and its inherent contradiction as a system of economies of scale based on individual efficiency Chapter 4: The Toyota Production System and its inherent harmony: Approach to reconciling income and cash flow Chapter 5: Manage based on a vision of the Ideal-True North Chapter 6: Kaizen, a scientific problem-solving activity Chapter 7: Institutionalization of problem-solving by developing experts: Learning problem-solving and solving learning-problems Chapter 8: Practical Principle-based performance indicators Chapter 9: Managing human development with "A4 and A3" Chapter 10: Reconciling economic prosperity with environmental stewardship.
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