By Pascal Dennis
2006 SHINGO PRIZE for EXCELLENCE in production RESEARCH
Based at the author's own event with Toyota’s grasp lecturers and with businesses in the middle of nice switch, Andy & Me is a enterprise novel set in a failing New Jersey car plant targeting the tribulations of Tom Pappas, the plant supervisor. The occasions, characters and plant politics will ring real with many readers.
In a funky, readable kind, Andy & Me follows Tom's dating with Andy Saito, a reclusive, retired Toyota guru whom Tom persuades to assist shop his plant throughout the instructing of the mythical Toyota creation method (TPS).
On this trip, the reader learns that TPS is greater than only a selection of instruments; it includes a brand new state of mind and behaving. notwithstanding Tom unearths luck ― either in his plant and in his own lifestyles ― 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
Rail cars bring coils of sheet metal to the Stamping or Press shop. Blanking machines cut it into rectangular blanks, which are fed into our presses. These bring matching upper and lower dies together to create doors, hoods, floor panels, and other parts. © 2011 by Taylor & Francis Group, LLC 31 32 • Andy & Me Dies can weigh 30,000 pounds. Billy Taylor, one of our veterans, has only half of a left hand. Twenty years ago he got it caught between a die and the wall. “My hand just vaporized,” he says.
Assembly is full of parts and garbage: parts in front of each workstation; garbage everywhere else. We’ve launched countless housekeeping campaigns, to no avail. Andy stopped every few yards to pick up stuff. Jeff and I felt embarrassed, so we did the same. We all eventually stopped; there was just too much of it. We walked over to the trim lines where the process begins. We put the taillights on first. Then we remove the doors, which © 2011 by Taylor & Francis Group, LLC 40 • Andy & Me we reinstall after we’ve added window glass, hardware, and trim.
Bill, Andy, and I agreed on the following targets to be achieved by year end: • 20% improvement in our main safety, quality, delivery, and cost indicators. • 25% reduction in ergonomic burden (whatever that is). “If we meet these targets, we should be okay,” said Bill. It was late January. We had 11 months. We clinched the deal over bourbon at the Iron Horse, a joint a few blocks from the plant. Andy ordered Maker’s Mark bourbon. He said he learned to drink it in Kentucky. I poured two fingers of water into mine.