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break-in period is OVER
Yesterday hit a milestone...never driven the car past 4000rpm...Let the fun begin
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time to go to a track or autocross.
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I never had a break-in period.
I've Driven Mine Like I Stole It From Day One.
Oh zero mechanical problems and the car is now 4 years old.
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I skipped the break in! Oops
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Read a lot of mixed things about the car not really even having a break-in period, but hey nothing wrong with following the manual and avoiding any potential mishaps
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Originally Posted by Kiibiiin
Read a lot of mixed things about the car not really even having a break-in period, but hey nothing wrong with following the manual and avoiding any potential mishaps
I'm on my 4th FR-S not one of them had a &Break-in-period& the only reason I've owned 4 of them is I kept upgrading to the new model.
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Originally Posted by Kiibiiin
Read a lot of mixed things about the car not really even having a break-in period, but hey nothing wrong with following the manual and avoiding any potential mishaps
You done good -
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Originally Posted by TRD-X
I'm on my 4th FR-S not one of them had a &Break-in-period& the only reason I've owned 4 of them is I kept upgrading to the new model.
Maybe you didn't keep any one of them long to mess up the engine -
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The most important part of break-in isn't the RPM limit. It's avoiding cruise control and varying the RPM. Breaking it in on the highway at constant RPM can reduce the engine's ability to develop its full power later on.
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Originally Posted by extrashaky
The most important part of break-in isn't the RPM limit. It's avoiding cruise control and varying the RPM. Breaking it in on the highway at constant RPM can reduce the engine's ability to develop its full power later on.
Which is also in the manual! Honestly this is kind of an impossible situation for me as my drive to and from work consists of a city drive and passing by 3 which in the morning well, we all know how that goes. :P
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Originally Posted by humfrz
Maybe you didn't keep any one of them long to mess up the engine -
No..... the owner of my 2013 FR-S is still driving the car with no problems.
@ if something breaks that's why the car has a warranty.
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Now the fun begins! I wasn't as restrained as you as I had to redline mine at least once (driving it home from the dealer lol), and I touched 5K a few times as well. But I ever since I finished break in I have been wringing its neck, which IMO is the whole point of these cars
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I drove 500 miles gently per manual.
Then couldn't take it any more and then just drove it like I stole it.
But hey, at least I made it to 500 gentle miles...
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There are massive debates whether break in is needed or not, apparently especially in the motorcycle communities.
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by Drive Thru Online, Inc.《Toyota Talent: Developing Your People the Toyota Way》 Jeffrey Liker【摘要 书评 试读】图书
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Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications. David P. Meier is coauthor (with Liker) of The Toyota Way Fieldbook, and is President of Lean Associates, Inc., a consulting company dedicated to supporting other organizations in their efforts to learn from the Toyota Way. David was a group leader for Toyota Motor Manufacturing for ten years.
4 星4 星 (0%)0%3 星3 星 (0%)0%2 星2 星 (0%)0%1 星1 星 (0%)0%与其他买家分享您的想法版本: 精装已确认购买很多概念可以引起你对现实操作的反思
Bas Vodde4.0 颗星，最多 5 颗星Excellent description of Toyota's training method -
已在美国亚马逊上发表版本: 精装已确认购买Liker and Meier did it again and wrote again an excellent book. This time it's the first in a new series about Toyota. I cannot wait for the next ones to be released.Toyota Talent's main content is the training methods used by Toyota which originates from the Training Within Industry, Job Instruction module. Training within Industry was a US program to help the war effort. After the war, they send the trainers to Japan to help the Japanese industry. The TWI material made it in Toyota and they improved it and started using it.I was aware of the TWI JI module before reading this book. I always found it interesting, however, my main job has always been in product development. So, before reading this book, I was quite biased that "it will not work for product development".Liker and Meier gradually tackled my bias. In chapter 5 they introduce the excellent task variety table. This makes a distinction between the different type of tasks, from routine to nonroutine. Then they continue describing that every job consists of all the different types of tasks. More mechanical jobs contain more routine tasks, more engineering will contain more craft tasks. I slowly move over my prejudice and start to see that even my own job has a whole bunch of routine tasks. Doing this in the beginning of the book made me more open towards reading the rest.After this Meier and Liker go into very much detail on how to standardize work, break it down and how to train it to other people. The descriptions are incredibly detailed, concrete and clear.In the end, it shortly talks about the talent development approach to nonroutine work, but unfortunately this was only 3 or 4 pages. The books could have included more on that subject also still.Anyways, I learned a lot. I don't know yet how to apply this knowledge in real life, but I'm sure, somehow I will and this book will be very beneficial. Great work.
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Michael Balle5.0 颗星，最多 5 颗星A must read for any lean practictioner -
已在美国亚马逊上发表版本: 精装已确认购买Seriously, if you don't read this, you'll never get any lean effort to stick. Liker and Meier are uncovering yet another huge part of the Toyota Production System: its base! Ultimately, Toyota did not invent the Toyota Production System to have a nice lean method, but to build (and sell!) better cars by developing better thinking, ie competence and judgement in all its employees - "making things is about making people" in TPS parlance. Although this aspect of TPS is oft mentioned, never has it been systematically detailed clearly as in Liker and Meier's book. We can see the effort and application Toyota brings to training and developing its people, operators and management alike.Why is this so important to lean implementation? Without it the results simply don't sustain themselves. Whereas the kaizen workshops and cost reduction efforts are the bricks that can build a budget, on-the-job training of standard work is the mortar that holds the bricks together. There is no point in improving quality or reducing the cost in a cell by going to single-piece-flow if the team members can't keep up the new standards or if the team members, team leaders and supervisors can't solve all the problems which appear in striving to work at standard.Toyota Talent shows to what extend and in what level of detail Toyota is interested in analyzing work to sustain standards and look for waste to eliminate. It also give a good idea of how to build a training program to start building on people rather than continuously building on sand. Finally, it gives detailed guidance on how to conduct on-the-job training, and how to train the supervisors to do so.Experience of working with Toyota engineers and operators is that they simply "know more" about the job at hand. This obvious but crucial factor is a definite (and hard to reproduce) competitive edge which underlies every aspect of Toyota's success with lean, and why so few companies succeed in reproducing it fully. It is no accident that standardized work & kaizen form the basis of the "TPS temple". Toyota Talent describes the foundations of TPS and sheds the light on how Toyota works hard at developing people who simply "know more."If you're a lean person, drop everything you're doing until you've read this book - it will shine a different light on the way you were going about implementing lean up to now - and open new avenues for thought and action. If you've not discovered lean yet, this book will remind you how the people side of enterprise, no matter how obvious and crucial, is currently largely absent from the business discourse (although alive and well at Toyota). We hear little these days about empowerment, participation, training and so on. This book will remind you that indeed, people are a company's most precious asset, and there is a tried and tested method to develop them. Read the book.
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David E. Mcgan5.0 颗星，最多 5 颗星Doing Training Right -
已在美国亚马逊上发表版本: 精装已确认购买There have been a number of pundit opinions as to why Toyota has been so successful.
This book perhaps gives one of the best explanations -- well-trained and engaged workers.
Training is usually something that has been of a secondary thought in many companies.
While the pressing need for a "body" says that a worker needs to get to the line as soon as possible, there isn't time to properly train.
But there's always time to correct the errors of a poorly-trained worker.If you want to know the mechanics of Toyota's method, this is a very good place to get it.
And you'll find -- once again -- that Toyota didn't invent it.
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Aaron Cook5.0 颗星，最多 5 颗星This book adds to the well rounded selection of the ... -
已在美国亚马逊上发表版本: 精装已确认购买This book adds to the well rounded selection of the Toyota way. Try out the Continuous Improvement and Lean Leadership one for a wholistic view and more tools to complement each these!Vladimir Wolfe5.0 颗星，最多 5 颗星Must read -
已在美国亚马逊上发表版本: 精装已确认购买You cannot be in business without reading this book. If you care at all about operational effectiveness, you need to own a copy of this book. Once you read it, buy all of Liker's other books, too -- you will not regret it. Also get a copy of Toyota Kata by Rother.
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