Automotive Engineering

Toyota Way Field Book

Part I. Learning from Toyota

1. Background to the Fieldbook Why The Toyota Way Fieldbook? How the Book Is Organized Overview of the Toyota Way Principles How to Use This Book Part II. Why Does Your Company Exist?

2. Define Your Corporate Philosophy and Begin to Live It

What Is Your Company Philosophy? A Sense of Purpose Inside and Out Creating Your Philosophy Living Your Philosophy Making a Social Pact with Employees and Partners Maintaining Continuity of Purpose Part III. Creating Lean Processes Throughout Your Enterprise

3. Starting the Journey of Waste Reduction

Lean Means Eliminating Waste Developing a Long-Term Philosophy of Waste Reduction Value Stream Mapping Approach Benefits of the Value Stream Mapping Approach Developing a Current State Map Understand Your Objectives When Mapping the Current State Limitations of the Value Stream Mapping Approach Creating Flow Step by Step Sequential and Concurrent Continuous Improvement

4. Create Initial Process Stability

First Get to Basic Stability Indicators of Instability Clearing the Clouds Objectives of Stability Strategies to Create Stability Identify and Eliminate Large Waste Standing in the Circle Exercise Standardized Work as a Tool to Identify and Eliminate Waste 5S and Workplace Organization Consolidate Waste Activities to Capture Benefits Improve Operational Availability Reduce Variability by Isolating It Level the Workload to Create a Foundation for Flow and Standardization

5. Create Connected Process Flow

One-Piece Flow Is the Ideal Why Flow? Less Is More: Reduce Waste by Controlling Overproduction Strategies to Create Connected Process Flow Single-Piece Flow Key Criteria for Achieving Flow Pull Complex Flow Situations Pull in a Custom Manufacturing Environment Creating Pull Between Separate Operations Flow, Pull, and Eliminate Waste

6. Establish Standardized Processes and Procedures

Is Standardization Coercive? Standardized Work or Work Standards? Objective of Standardization Strategies to Establish Standardized Processes and Procedures Types of Standardization Quality, Safety, and Environmental Standards Standard Specifications Standard Procedures Myths of Standardized Work Standardized Work Standardized Work Documents Some Challenges of Developing Standardized Work Auditing the Standardized Work Standardized Work as a Baseline for Continuous Improvement Takt Time as a Design Parameter Importance of Visual Controls Standardization Is a Waste Elimination Tool

7. Leveling: Be More Like the Tortoise Than the Hare

The Leveling Paradox Heijunka Provides a Standardized Core for Resource Planning Why Do This to Yourself? Smoothing Demand for Upstream Processes How to Establish a Basic Leveled Schedule Incremental Leveling and Advanced Heijunka Incremental Leveling Points of Control Point of Control for Managing Inventory A Leveled Schedule Dictates Replenishment Slice and Dice When Product Variety Is High Leveling Is an Enterprisewide Process

8. Build a Culture That Stops to Fix Problems

Developing the Culture The Role of Jidoka: Self-Monitoring Machines The Problem-Resolution Cycle Minimizing Line Stop Time Build Quality Inspections into Every Job Poka Yoke Creating a Support Structure

9. Make Technology Fit with People and Lean Processes

Back to the Abacus? What Do You Believe About Technology, People, and Processes? Tailor Technology to Fit Your People and Operating Philosophy Contrasting Models of Technology Adoption Keep Technology in Perspective Part IV. Develop Exceptional People and Partners

10. Develop Leaders Who Live Your System and Culture from Top to Bottom

Success Starts with Leadership Importance of Leadership Within Toyota Toyota Georgetown Production Leadership Structure Toyota Georgetown Staff Leadership Structure Requirements for Leaders Group Leader Responsibilities on a Typical Workday Creating a Production Leadership Structure Selecting Leaders Developing Leaders Succession Plan for Leaders

11. Develop Exceptional Team Associates

“We Don’t Just Build Cars, We Build People” Start by Selecting the Right People Assimilating Team Associates into Your Culture Job Instruction Training: The Key to Developing Exceptional Skill Levels Making a Training Plan and Tracking Performance Building Team Associates for the Long Term Quality Circles Toyota Suggestion Program Developing Team Associates for Leadership Roles Personal Touch Creates Stronger Bonds Invest in Skill in All Areas of the Company

12. Develop Suppliers and Partners as Extensions of the Enterprise

Supplier Partners in a Globally Competitive World Short-Term Cost Savings vs. Long-Term Partnerships Supplier Partnering the Toyota Way Seven Characteristics of Supplier Partnering Building a Lean Extended Enterprise Traditional vs. Lean Models of Supplier Management Part V. Root Cause Problem Solving for Continuous Learning

13. Problem Solving the Toyota Way

More Than Solving Problems Every Problem Is an Improvement Opportunity Telling the Problem-Solving Story

14. Develop a Thorough Understanding of the Situation and Define the Problem

Carefully Aim Before Firing Find the True Problem to Get the Most Significant Results Examining a Problem in Reverse Defining the Problem Building a Strong Supporting Argument

15. Complete a Thorough Root Cause Analysis

Principles of Effective Analysis Seeking Problem Causes That Are Solvable Distill Root Cause Analysis to Simplest Terms A Picture Is Worth a Thousand Words Putting It All Together: The A3 One-Page Report Dig Deeply into Possible Causes

16. Consider Alternative Solutions While Building Consensus

Broadly Consider All Possibilities Simplicity, Cost, Area of Control, and the Ability to Implement Quickly Develop Consensus Test Ideas for Effectiveness Select the Best Solution Define the Right Problem and the Solution Will Follow

17. Plan-Do-Check-Act

Plan: Develop an Action Plan Do: Implement Solutions Check: Verify Results Act: Make Necessary Adjustments to Solutions and to the Action Plans Act: Identify Future Steps Finally Some Action

18. Telling the Story Using an A3 Report

Less Can Be More in Report Writing Determining How to Use an A3 The A3 Problem-Solving Report Process Outline for an A3 Formatting Tips Final A3 Version of Problem-Solving Story Final Comments on A3s Part VI. Managing the Change

19. Lean Implementation Strategies and Tactics

Where Should You Start? Lean Implementation Levels, Strategies, and Tools Having the Patience to Do It Right

20. Leading the Change

Can We Avoid Politics in Lean Transformation? Leadership from the Top, Middle, and Bottom Can You Metric Your Way to Lean? Changing Behavior to Change Culture Spreading Your Learning to Partners Now Please Try and Do Your Best

2004 COROLLA ELECTRICAL WIRING DIAGRAM - Toyota

INTRODUCTION

HOW TO USE THIS MANUAL TROUBLESHOOTING ABBREVIATIONS GLOSSARY OF TERMS AND SYMBOLS RELAY LOCATIONS

ELECTRICAL WIRING ROUTING

SYSTEM CIRCUITS

GROUND POINT

POWER SOURCE (Current Flow Chart)

CONNECTOR LIST

PART NUMBER OF CONNECTORS

OVERALL ELECTRICAL WIRING DIAGRAM