Loading in 2 Seconds...
Loading in 2 Seconds...
The 14 Principles of the Toyota Way adapted to the Engineering Design Process for EPC Subtitle: “ An Tribute to Anchor Bolts ”. The Toyota Way can become a “new way of thinking” about creating continuous improvements within an organization.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
This presentation is adapted from The Toyota Way by Jeffery Liker, with examples primarily in the domain of structural engineering and design drawings
Reflection: Thinking about anchor bolts is used to show how a common, everyday E-P-C item can be used to contribute to a project improvement process. Toyota Production System (TPS) is sometimes the“Thinking” Production System.
looking at the world (problem-solving)
(Reflection: The paradox of productivity vs. utilization)
by Thomas W. Hartmann, P.E.
The principles are set out and briefly described following:
Mission (The 4 P’s of the Toyota Way)
The eight types of waste, applied to anchor bolts, are:
Use "pull" systems to avoid overproduction.
Work like the ( tortoise, not the hare).
Shine: Keep the area clean
Standardize: Create rules and standard operating procedures
Sustain: Maintain the system and continue to improve it
1. Always keep the final target in mind.
2. Clearly assign tasks to yourself and others.
3. Think and speak on verified, proven information and data.
4. Take full advantage of the wisdom and experiences of others to send, gather or discuss information.
6. Always report, inform and consult in a timely manner.
7. Analyze and understand shortcomings in your capabilities in a measurable way.
8. Relentlessly strive to conduct kaizen activities.
9. Think "outside (beyond) the box," or beyond common sense and standard rules.
10. Always be mindful of protecting your safety and health.
1. Find what is really going on (go-and-see) to test
2. Determine the underlying cause
3. Consider a broad range of alternatives
4. Build consensus on the resolution
5. Use efficient communication tools
1. Initial problem perception: Anchor bolts are often mis-set
2. Clarify the problem: One in 100 bolt sets is wrong (1%)
3. Locate area/point(s) of cause: Many layout configurations, many bolts sizes, vendor requirements, etc.
4. Investigate root cause (5 whys)
6. Evaluate: One in 1000 bolt sets is wrong (0.1%)
7. Standardize: What could AB-1-24+6(36) mean?
Reflection: Anchor bolts add a trivial cost on most projects. How much is the cost of missing a schedule because the anchor bolts took six to 10 weeks to fabricate?