Examines the innovative and original applications of the values of the Toyota Way and the systems of management of the Toyota Production System and lean leadership.
Examines the innovative and original applications of the values of the Toyota Way and the systems of management of the Toyota Production System and lean leadership.
Stefano Cortiglioni is the Toyota Lean Academy Italy Director and a senior specialist in T.P.S and regional manager of Toyota Material Handling Europe. International Consultant optimizing business processes, He was formerly Operations Director at Toyota Material Handling Manufacturing, and General Manager of LTE Italy.
Inhaltsangabe
Section ONE: From CESAB to Toyota Material Handling Manufacturing Italy; Chapter 01: The Toyota Group; Chapter 02: The History of CESAB; Chapter 03: The product; Chapter 04: From Push to Pull; Chapter 05: The production lines; Chapter 06: The model; Chapter 07: The 2S (Seiri and Seiton); Chapter 08: The Logistics; Chapter 09: The organisation of Toyota; Chapter 10: Standardisation; Chapter 11: Quality; Chapter 12: Visual Management; Chapter 13: Kaizen and efficiency; Chapter 14: Starting from the bottom up; Chapter 15: Examples of the implementation of TPS in other organisations; Chapter 16: Monozukuri and Hitozukuri (important men at the centre of the transformation); Chapter 17: Toyota and Business; Chapter 18: Kaizena and Financial Results; Chapter 19: TPS and Industry 4.0; Section TWO: The implementation of the Toyota Way into commercial processes and sales operations; Chapter 20: The Toyota Academy; Chapter 21: Problems faced, interviews with central figures; Chapter 22: The Italian market; Chapter 23: The Toyota Way, values, interpretations and lean; Chapter 24: The new model A.C.C.E.S.S; Section THREE: Appendices
Section ONE: From CESAB to Toyota Material Handling Manufacturing Italy; Chapter 01: The Toyota Group; Chapter 02: The History of CESAB; Chapter 03: The product; Chapter 04: From Push to Pull; Chapter 05: The production lines; Chapter 06: The model; Chapter 07: The 2S (Seiri and Seiton); Chapter 08: The Logistics; Chapter 09: The organisation of Toyota; Chapter 10: Standardisation; Chapter 11: Quality; Chapter 12: Visual Management; Chapter 13: Kaizen and efficiency; Chapter 14: Starting from the bottom up; Chapter 15: Examples of the implementation of TPS in other organisations; Chapter 16: Monozukuri and Hitozukuri (important men at the centre of the transformation); Chapter 17: Toyota and Business; Chapter 18: Kaizena and Financial Results; Chapter 19: TPS and Industry 4.0; Section TWO: The implementation of the Toyota Way into commercial processes and sales operations; Chapter 20: The Toyota Academy; Chapter 21: Problems faced, interviews with central figures; Chapter 22: The Italian market; Chapter 23: The Toyota Way, values, interpretations and lean; Chapter 24: The new model A.C.C.E.S.S; Section THREE: Appendices
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