By Pascal Dennis
2006 SHINGO PRIZE for EXCELLENCE in production RESEARCH
Based at the author's own event with Toyota’s grasp academics and with businesses in the middle of nice switch, Andy & Me is a company novel set in a failing New Jersey automobile plant concentrating on the tribulations of Tom Pappas, the plant supervisor. The occasions, characters and plant politics will ring actual with many readers.
In a funky, readable variety, Andy & Me follows Tom's dating with Andy Saito, a reclusive, retired Toyota guru whom Tom persuades to assist store his plant during the instructing of the mythical Toyota construction procedure (TPS).
On this trip, the reader learns that TPS is greater than only a choice of instruments; it involves a brand new frame of mind and behaving. even though Tom unearths luck ― either in his plant and in his own existence ― he learns from Andy that winning development is "endless and eternal."
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Additional resources for Andy & me : crisis and transformation on the lean journey
Small continuous improvement. ” He made a cutting gesture with his hand, as Chiba-sensei used to in our aikido dojo. “Every day our eyes become sharper! ” “We must never eliminate team members,” said Andy. ” He slammed the table where we sat, startling me. “We must have respect for humanity. ” It had never occurred to me. Work was lousy. That’s just the way it was. ” He had unsettled me. I had been taught to think in units per hour, the more the better. You can only build to customer demand if you have reliable machines and processes.
Edwards Deming, the American quality guru, when he was very old. ” Rachel had reintroduced Deming’s thinking when she became senior VP two years ago: Plan-do-check-adjust; control defects at the source; understand variation; and so on. We’d heard it all before in the 1980s, but it didn’t really take. The move-the-metal attitude was too strongly ingrained. Rachel had also told us that Toyota would be our benchmark. “They’ve extended and deepened Deming’s teaching. ” This caused a lot of grumbling.
Mr. Saito,” Fred asked, “we already record some of this data in our computer system. ” “For visual management, Fred-san. The computer is a good tool, but only one person can see the screen. Every team member must be able to see the current condition. ” None of us had heard of it. Andy drew it out.