 "Understanding Different Forklift Types and Their Applications")
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Creating a Lean Environment
Why Choose Toyota Lean Management?
Toyota Lean Management draws on practices of standardized process, visual management, unified objective-setting, and continuous improvement to deliver business successes including:
- Improved quality
- Shortened cycle times
- Higher throughput
- Better delivery-times
- Enhanced efficiency
- Reinforced company culture
Work with a Toyota Lean Management Advisor
Integrating TLM
Building Successful Infrastructure
Toyota Lean Management is aimed at the total elimination of waste and is best achieved by constructing your operation with a firm commitment to sustainable processes. It’s like building a house situated on a firm bedrock of core values. On that bedrock are the repeatable management practices of Toyota Lean Management, including 5s, standardized work, and other valuable management techniques that uphold successful elimination of waste.
When you work with Toyota to install Toyota Lean Management as your business management practice, you’ll get a firm understanding of both the concept and execution of these techniques – all engineered to place you on a path to sustained success.
5s to Reduce Waste
Toyota Lean Management rests on a foundation of waste reduction techniques known as 5S, a commonly used practice that Toyota has ingrained as part of the core reasons we continue to be successful, year after year. Each practice in 5S, when repeated and applied continuously, can help to enhance your business efficiency and the quality of your product or activity.
- Sort
- Systematize
- Shine
- Standardize
- Sustain
Sort
Sorting means removing all unnecessary items from the work area, and it can be applied in any business setting. While it may be tools in a shop, it can also mean eliminating unnecessary data points or reports.
Empowering People, Solving Processes
The distinction between Toyota Lean Management and other forms of management is its focus of the growth and empowerment of people. Once a good process is established, it’s imperative you give associates the opportunity to recognize abnormalities and fix them. One way to do so, is through the practice “Stop. Call. Wait”:
Stop – Associates are required to stop a process when they notice an abnormality.
Call – Associatesare required to call for help in resolving the issue.
Wait – Associates are required to wait on supervisor assistance before proceeding.
Ingrain this in your operation and culture: I will not accept bad quality. I will not create bad quality. I will not pass on bad quality.
