Seeing a Better Way to Apply TPS

As a result of this unique experience (you'll find out what happened to the factory at the end of the book), the way to a waste-free factory became clear to me. Most important was the realization that a means existed to change a factory from conventional batch manufacturing to world class in a short period of time without:

1. Changing existing MRP and/or other business systems.

2. Huge capital investments in equipment and facilities.

3. Increases in the salaried work force (in fact, with reductions).

Again, the key was understanding the guiding principles Toyota used in bringing about the type of substantial improvements it made over the years, as opposed to the conventional and supposedly tried-and-true mass method of operation most industries around the world were using at the time. I then followed up on this by structuring a new approach that indeed calls for using the tools applied by Toyota, but with priority-based management inserted into the decision-making process. Put another way, first understand what the ultimate objective for a tool is, then understand how this fits on a priority basis with the particular wastes that need to be driven out.

For example, SMED (single-minute exchange of dies) is a tool invented by Toyota that stands high on their list of things to concentrate on. Under the Toyota Production System (and with regard to how most consulting firms approach the matter of training and implementation), SMED would be something the work force not only...