Understanding A3 Thinking

A Critical Component of Toyota's PDCA Management System

Author: Durward K. Sobek II.,Art Smalley

Publisher: CRC Press

ISBN: 1439885877

Category: Business & Economics

Page: 184

View: 1490

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Winner of a 2009 Shingo Research and Professional Publication Prize. Notably flexible and brief, the A3 report has proven to be a key tool In Toyota’s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports.

Understanding A3 Thinking

A Critical Component of Toyota's PDCA Management System

Author: Durward K. Sobek II.,Art Smalley

Publisher: CRC Press

ISBN: 1439814058

Category: Business & Economics

Page: 184

View: 9875

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Winner of a 2009 Shingo Research and Professional Publication Prize. Notably flexible and brief, the A3 report has proven to be a key tool In Toyota’s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports.

Understanding A3 Thinking

A Critical Component of Toyota's PDCA Management System

Author: Durward K. Sobek II.,Art Smalley

Publisher: Productivity Press

ISBN: 9781563273605

Category: Business & Economics

Page: 184

View: 4437

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Winner of a 2009 Shingo Research and Professional Publication Prize. Notably flexible and brief, the A3 report has proven to be a key tool In Toyota’s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports.

Understanding A3 Thinking

A Critical Component of Toyota's PDCA Management System

Author: Durward K. Sobek II.,Art Smalley

Publisher: CRC Press

ISBN: 1439885877

Category: Business & Economics

Page: 184

View: 7861

DOWNLOAD NOW »
Winner of a 2009 Shingo Research and Professional Publication Prize. Notably flexible and brief, the A3 report has proven to be a key tool In Toyota’s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports.

Toyota Kaizen Methods

Six Steps to Improvement

Author: Isao Kato,Art Smalley

Publisher: CRC Press

ISBN: 1439884005

Category: Business & Economics

Page: 156

View: 5538

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Toyota Kaizen Methods: Six Steps to Improvement focuses on the skills and techniques practiced inside Toyota Motor Corporation during the past decades. This workbook focuses on the actual training course concepts and methods used by Toyota to develop employee skill level, a core element of Toyota’s success. It is not a book about holding Western-style five-day Kaizen events, which were in reality quite rare during the development of Toyota’s production system and are virtually nonexistent today inside Toyota. Written by two of Toyota’s most revered and experienced trainers, the book — Traces the origins of Kaizen since the inception of Toyota Motor Corporation Articulates the basic six-step Kaizen improvement skills pattern taught inside Toyota Helps practitioners of Kaizen improve their own skill level and confidence by simplifying concepts and removing any mystery in the process Provides homework assignments and a wealth of forms for analyzing work processes If you take the time to study the concepts detailed here, you will be reviewing the same methods and techniques that were harnessed by generations of Toyota supervisors, managers, and engineers. These techniques are not the secret ingredient of Lean manufacturing; however, mastery of these timeless techniques will improve your ability to conduct improvement in almost any setting and generate improvement results for your organization.

Managing to Learn

Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead

Author: John Shook

Publisher: Lean Enterprise Institute

ISBN: 1934109207

Category: Business & Economics

Page: 138

View: 7043

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Senior experts within the Toyota Production System often draw simple maps when on the shop floor. These maps show the current physical flow of a product family and the information flow for that product family as the wind through a complex facility making many products. Much more important, these simple maps - often drawn on scrap paper - show where steps can be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family. In 1998 John Shook and Mike Rother of the University of Michigan wrote down Toyota's mapping methodology for the first time in Learning to See. This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. In plain language and with detailed drawings, this workbook explains everything you will need to create accurate current state and future state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.

Getting the Right Things Done

A Leader's Guide to Planning and Execution

Author: Pascal Dennis

Publisher: Lean Enterprise Institute

ISBN: 0976315262

Category: Business & Economics

Page: 232

View: 6701

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For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: * What kind of planning system is required to inspire meaningful company-wide continuous improvement? * How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. It tells the story of a fictional (yet very real) midsized company, Atlas Industries that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse

The A3 Workbook

Unlock Your Problem-Solving Mind

Author: Daniel D. Matthews

Publisher: CRC Press

ISBN: 1439834903

Category: Business & Economics

Page: 183

View: 9627

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Encouraging efficiency, clarity, and disciplined thinking, A3 Problem Solving identifies a problem, describes the objective, and summarizes fact finding and action steps, all on a single A3-sized piece of paper. This approach provides all employees at all levels with a method to quickly identify a problem, analyze it to root cause, select appropriate countermeasures, and communicate necessary actions to decision makers. The A3 Workbook: Unlock Your Problem-Solving Mind is designed to teach A3 Problem Solving to workers at every level of an organization. Uniquely qualified to author this workbook, Daniel Matthews is an expert trainer with 30 years of training experience including Lean implementation and Training within Industry (TWI). Fourteen of those years he spent with the Toyota Company, which created and made use of the A3 as a core component of continuous quality improvement. This workbook provides a practical tool for solving specific problems or for making a specific proposal, while also encouraging the development of a corporate culture that empowers all employees to support continuous improvement. The workbook follows the progression of a basic A3 Problem Solving format, offering instructions every step of the way. To reinforce learning, it includes — Case studies that readers can use to complete A3s Tips on how to improve the readability of A3s Examples of Problem Solving A3s, and a Proposal A3 Exercises to reinforce what’s learned Worksheet templates that can be reproduced for future problem solving An effective problem-solving process is a critical part of implementing efficient business practices and a problem-solving culture is a fundamental component of empowering employees to support business improvements. Both of these components, taken together, can help any organization make continuous improvements on the long journey to creating a more productive and profitable business.

A3 Problem Solving for Healthcare

A Practical Method for Eliminating Waste

Author: Cindy Jimmerson

Publisher: Productivity Press

ISBN: 1563273586

Category: Business & Economics

Page: 176

View: 4566

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The A3 process is a way to look with "new eyes" at a specific problem identified by direct observation or experience. It offers a structure that begins by always defining the issue through the eyes of the customer. In A3 Problem Solving for Healthcare Cindy Jimmerson explains an essential tool borrowed from the Toyota Production System, which is an extension of work identified with the well-known Value Stream Map. She offers an easy-to-learn problem-solving method that can be used in every aspect of healthcare to identify, understand, and improve processes that don't support workers in doing their good work. In this compelling book you get: The expertise of a recognized industry expert in Lean principles A practical, easy-to-use workbook Concepts illustrated with numerous A3s in various stages of development Explanation of how to extend the VSM philosophy to a more focused perspective An extensive exploration of the A3 problem-solving tool in healthcare—the first book to do so Through case studies and actual A3s, this book illustrates the simplicity and completeness of the A3 tool and its applications to regulatory documentation as well as activities of daily work.

Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results

Author: Mike Rother

Publisher: McGraw Hill Professional

ISBN: 9780071639859

Category: Business & Economics

Page: 400

View: 6337

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"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture." —Jeffrey K. Liker, bestselling author of The Toyota Way "[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking." —The Systems Thinker "How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way." —James P. Womack, Chairman and Founder, Lean Enterprise Institute "Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization." —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.

Innovation Leaders

How Senior Executives Stimulate, Steer and Sustain Innovation

Author: Jean-Philippe Deschamps

Publisher: John Wiley & Sons

ISBN: 9780470687352

Category: Business & Economics

Page: 456

View: 9842

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Innovation leaders promote and address the innovation agenda in their company. Through personal conviction or competitive necessity they are obsessed with providing superior value to customers through innovation. They know how to mobilize their staff behind concrete innovation initiatives and do not hesitate to personally coach innovation teams. For innovation to occur leadership has to be collective. To create a momentum for innovation in their company, leaders from different functions need to team up, to build innovation networks. Innovation leadership is not just an innate talent that can be selected at the hiring level. It can be developed within an appropriate company culture through careful leadership development, typically achieved through career management and coaching. Innovation leaders also need to stay on board and it is the responsibility of the top management team to create an attractive climate to develop and keep its innovation leaders. There are plenty of books that deal with innovation, or with new product development, or with leadership; this is different in its focus on the specifics of innovation leadership – that particular form of leadership that stimulates and sustains innovation. This book maps the broad territory of innovation leadership and contributes new thinking on the focus of the emerging leadership role of the CTO; distinction between ‘front end’ and ‘back end’ innovation leaders; the concept of aligning leadership styles with strategy; and the chain of leadership concept. Combining practice-based and empirical research-based observations with simple conceptual frameworks, illustrated by many company examples and case stories from a broad range of industries in the US and Europe, this is a systematic presentation of innovation drivers and their implications in terms of what leaders need to do to make it work.

Taiichi Ohnos Workplace Management

Special 100th Birthday Edition

Author: Taiichi Ohno

Publisher: McGraw Hill Professional

ISBN: 0071808027

Category: Business & Economics

Page: 208

View: 3470

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COMMEMORATING THE 100th BIRTHDAY OF TAIICHI OHNO Businesses worldwide are successfully implementing the Toyota Production System to speed up processes, reduce waste, improve quality, and cut costs. While there is widespread adoption of TPS, there is still much to be learned about its fundamental principles. This unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, Taiicho Ohno, published to mark what would have been his 100th birthday. Filled with insightful new commentary from global quality visionaries, Taiichi Ohno’s Workplace Management is a classic that shows how Toyota managers were taught to think. Based on a series of interviews with Ohno himself, this timeless work is a tribute to his genius and to the core values that have made, and continue to make, Toyota one of the most successful manufacturers in the world. "Whatever name you may give our system, there are parts of it that are so far removed from generally accepted ideas (common sense) that if you do it only half way, it can actually make things worse." "If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things." -- Taiichi Ohno "This book brings to us Taiichi Ohno's philosophy of workplace management--the thinking behind the Toyota Production System. I personally get a thrill down my spine to read these thoughts in Ohno’s own words." -- Dr. Jeffrey Liker, Director, Japan Technology Management Program, University of Michigan, and Author, The Toyota Way Based on a series of interviews with Taiicho Ohno, this unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, published to mark what would have been his 100th birthday. INCLUDES INSIGHTFUL NEW COMMENTARY FROM: Fujio Cho, Chairman of Toyota Corporation Masaaki Imai, Founder of the Kaizen Institute Dr. Jeffrey Liker, Director, Japan Technology Management Program, University of Michigan, and author John Shook, Chairman and CEO of the Lean Enterprise Institute Bob Emiliani, Professor, School of Engineering and Technology, Connecticut State University Jon Miller, CEO of the Kaizen Institute

Creating Level Pull

A Lean Production-system Improvement Guide for Production-control, Operations, and Engineering Professionals

Author: Art Smalley

Publisher: Lean Enterprise Institute

ISBN: 0974322504

Category: Education

Page: 114

View: 1789

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The Creating Level Pull workbook shows you how to advance a lean transformation from a focus on isolated improvements to improving the entire plantwide production system by implementing a lean production control system. "The workbook is unique because it is a step-by-step case study on how to implement a level, pull-based production control system," said author Art Smalley. This is a new step towards 'system kaizen that is not yet well understood outside of Toyota.The lean efforts at most companies focus on "point kaizen" (e.g., reducing set up times, implementing 5S, etc.) that improves a small portion of the value stream running from raw materials to finished products. Or they focus on "flow kaizen" that improves the entire value stream for one product family. Creating Level Pull shows how companies can make the leap to "system kaizen" by introducing a lean production control system that ties together the flows of information and materials supporting every product family in a facility. With this system in place, each production activity requests precisely the materials it needs from the previous activity and demand from the customer is levelled to smooth production activities throughout the plant.[Source : 4e de couv.].

Toyota's 8-Steps to Problem Solving

Author: Robert H. Goldsmith

Publisher: CreateSpace

ISBN: 9781499260663

Category: Business & Economics

Page: 102

View: 7164

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Toyota's 8 Steps to Problem-Solving is a how to book. The content explains Toyota's methodology for problem-solving that has been proven as a very effective approach.The book not only lays out Toyota's 8 steps to problem-solving, it also describes specific tools and how to utilize them in a problem-solving initiatives.The book also includes an easy find reference section to “mentally prompt or remind” the reader on the correct steps and tools recommended.The intent for this book is to inspire the reader to incorporate the Toyota 8-step A3 thinking methodology into their business processes to take their organization to the next level.

The Work of Management

A Daily Path to Sustainable Improvement

Author: Jim Lancaster

Publisher: Lean Enterprise Institute Inc.

ISBN: 1934109541

Category: Business & Economics

Page: 171

View: 2897

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Lean Production Simplified, Second Edition

A Plain-Language Guide to the World's Most Powerful Production System

Author: Pascal Dennis

Publisher: Productivity Press

ISBN: 9781563273568

Category: Business & Economics

Page: 176

View: 9734

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Written for the practitioner by a practitioner, this plain-language guide to the lean production system delivers a comprehensive insider's view of lean manufacturing. The second edition has been updated with expanded information on the Lean Improvement Process.

Toyota by Toyota

Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry

Author: Samuel Obara,Darril Wilburn

Publisher: CRC Press

ISBN: 1466562277

Category: Business & Economics

Page: 240

View: 8616

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Written by former Toyota associates, Toyota By Toyota: Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry focuses on the purpose of Lean methodologies, techniques, and principles. It compiles more than a century of combined experience from management-level employees who supply little-known insights about the Toyota Production System (TPS)—featuring many who worked directly with Taiichi Ohno. The book illustrates experiences at Toyota locations around the world, including the United States, Brazil, Venezuela, Europe, and Japan. Associates from various divisions, including sales, training, logistics, manufacturing, and human resources, provide diverse points of view regarding the application of the Lean principles discussed. In each chapter, TPS experts: Share their story about when and how they learned the specific Lean technique, methodology, or concept Describe the Lean technique, along with its benefits and pitfalls Supply helpful implementation tips A common thread that weaves these stories together is that each contributor had to learn their lessons the hard way. Although there is no magical, painless way to learn Lean, the authors hope that by sharing their experiences and struggles, you can avoid having to struggle through the same lessons. Readers will benefit from seeing the various approaches used to teach, as well as the unique way these authors translate that learning to the reader.

The Toyota Way Fieldbook

Author: Jeffrey K. Liker,David Meier

Publisher: McGraw Hill Professional

ISBN: 9780071502115

Category: Business & Economics

Page: 288

View: 1744

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The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.

The Lean 3P Advantage

A Practitioner's Guide to the Production Preparation Process

Author: Allan R. Coletta

Publisher: CRC Press

ISBN: 1466559233

Category: Business & Economics

Page: 336

View: 8628

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How do you take talented engineers and surround them with the elements needed to create brilliant designs that lead to market-changing products? Lean 3P is how. Winner of a 2013 Shingo Research and Professional Publication Award ! Written from an operations perspective, The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process explains how to build collaborative thinking and innovation into the front end of the design process. Describing how to develop successful new products concurrently with new operations, the book illustrates real-world scenarios with numerous examples and case studies to help newcomers succeed the first time around. For those familiar with 3P, the book supplies the basis to explore Evergreen 3P—a process for applying 3P to small-scale design projects for similar benefits. Details the 3P Lean Design process, explaining how and why it works so effectively Includes case studies and examples of real-world applications Presents time-tested methods based on the combined experience of numerous practicing companies Coverage includes product planning and evaluation criteria, selection of alternatives, timing considerations, construction of prototypes, and measuring effectiveness. This book will help you and your team develop holistic designs that foster innovation and deliver products and production operations that effectively utilize people and exceed the expectations of all stakeholders.

Visible Knowledge for Flawless Design

The Secret Behind Lean Product Development

Author: Allen C. Ward,Dantar P. Oosterwal,Durward K. Sobek II

Publisher: Taylor & Francis

ISBN: 1351266756

Category: Business & Economics

Page: 116

View: 7885

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Visible knowledge is a tool nearly lost in the West, but it has been used to great effect by Toyota in its 50-year march from noncompetitiveness to its current status as the second largest automobile company in the world. It is key for the 50% growth in market share Toyota plans for this decade despite worldwide overcapacity in the auto business. This book presents the reader with a systematic approach to create, capture, and display knowledge in a way that allows development teams to optimize the design of their products and production processes. Visible knowledge not only applies to knowledge management, but provides a means of collaboration to facilitate better decision-making in the development process. This book has evolved out of a manuscript that Allen Ward, the foremost U.S. expert on lean product development, was writing at the time of his untimely death. It is not intended to be a treatise of Lean product development methods. Quite the opposite—it is focused on one small piece, "visible knowledge." It is, however, one technique that Dantar Oosterwal and Durward Sobek have found to be very effective at Harley-Davidson and other places, and a tool that can make a difference whether used by itself or as a starting point for a larger journey into Lean product development. In completing this work, Oosterwal and Sobek kept the aim true to Allen’s original intent. The preface and first three chapters are essentially Allen’s original intellectual contribution. They have made editorial changes to improve readability and clarity of explanation. Throughout, they have attempted to preserve Allen’s voice in the writing, even keeping the narrative in first person as it was originally written. They have also added a fourth chapter that highlights some practical ways to apply the ideas presented in earlier chapters, illustrated with case examples from their experience.