Toyota Production System

After the 70¿s, the american-european supremacy in the industrial world has been challenged by the Japan rising economy. It is said that this fact is dose linked to the production methods and work organization dominant in the companies of industrialized western countries. This paper will investigate tree aspects of the question: the rise and fall of the mass production - the `Fordist System¿; the birth and characteristics of the `Toyota System¿ and the emergence of the `Volvo System¿. It is intended, at the end of the work, to produce a general view of the transformation process and the restructuring of industry over this century.

The evolution of continuous improvement methodologies is evident in the formalisation of activities, their spread across disciplines, and the formation of hybrid methodologies. This study focuses on hybrid methodology formation, and specifically on lean and value engineering. It is proposed that hybrid methodologies be implemented using interchangeable use, concurrent use, and integrated use models; however, the literature does not provide distinct model definitions nor a formal framework to guide model selection. This study uses a systematic literature review to establish a model selection framework based on distinct model definitions. The aim of this framework is to support implementation and to create a standardised platform for future development, ultimately leading to improved and more sustainable success in implementation. OPSOMMING Die ontstaan van kontinue verbeteringsmetodologieë is duidelik in die formalisering van aktiwiteite, die verspreiding daarvan oor dissiplines en die samevoeging van hibriede metodologieë. Hierdie studie fokus op hibriede metodologie formasie, en spesifiek op lenige-en waarde-ingenieurswese. Die voorstel is dat hibriede metodologieë implementeer word deur middel van verwisselbare-gebruik modelle, konkurente-gebruik modelle en geïntegreerde-gebruik modelle. Die literatuur verskaf egter nie duidelike definisies vir ʼn formele raamwerk om model seleksie te lei nie. Hierdie studie gebruik ʼn sistematiese literatuurstudie om ʼn model-seleksie raamwerk te ontwikkel wat op duidelike model definisies geskoei is. Die doel van hierdie raamwerk is om die implementering te ondersteun en om ʼn gestandardiseerde platform vir toekomstige ontwikkeling te skep. Dit sal uiteindelik lei tot verbeterde en meer volhoubare sukses in implementering.

Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers—not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality—and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

Download: https://doi.org/10.2307/j.ctv5cg94w
The automotive sector represents more than a simple industry. Since the late nineteenth century, it has embodied the economic and technological power of nations, the lifestyle, the dynamics of urban and territorial development, and it has acted as a national barometer of economic success and failure. This book explains how the car industry works and analyses the challenges both for the sector and for the economies that rely on the industry for jobs, growth, and innovation. It explores an industry that has been under severe pressure in industrialized countries for many years—factories have shut down, jobs have gone, and brands have disappeared—yet world production has never been so high, reaching new peaks annually. Fabio Cassia and Matteo Ferrazzi investigate as well the new trends of urban mobility and the characteristic of " car of the future " : the traditional landscape of car production and usage will be driven by technological advances, connectivity, car sharing, and by one the most fascinating advances, the self-driving car. How different will be the automotive sector in a decade? Will the traditional players be challenged by new entrants such as Google, Apple, Uber?

First chapter download: https://agendapub.com/images/pdfs/chapters/9781911116721_chp.pdf

Globalization rolls out the speed of market evolution is growing along with the severity of competition. New products appear daily. Retail and distribution are shifting to e-commerce. Changing market conditions impose increasingly stringent requirements on companies' business processes-speed and quality of execution, manageability, and adaptability. Realizing that corporations from the beginning of the century are constantly increasing IT investments. On a daily basis there's news on huge investments. Though there's a lack of reports on the success of these investments. Why is that? A long chain of sad accidents or an unknown pattern? On their way to the answer the authors use a new approach of social cybernetics to analyse problems of managing business processes of organizations. The fundamental limitation of modern approaches to the management and automation of business processes discovered as part of theoretical analysis. Further progress in enterprise IT requires a paradigm shift, and a return to a systematic, scientific approach which is opposed to the reliance on individual ingenious software developers.

RESUMEN El TPS-Sistema de Producción Toyota primero conocido mundialmente como como Justo A Tiempo (JIT-Just in Time), luego como Producción Lean (Producción Esbelta), sin embargo como afirma Toyota ambos nombres no comunican ni captura completamente el espíritu del TPS, generándose distorsiones en las implementaciones. En ese sentido un nombre más descriptivo y acorde con el TPS podría ser Filosofía Lean para la innovación de los procesos y mejoramiento de la gestión de las operaciones en producción y generación de valor. ABSTRACT The TPS-Toyota Production System first known worldwide as Just In Time (JIT), then as Lean Production, however, as Toyota claims, both names do not communicate nor completely capture the spirit of the TPS, generating Distortions in implementations. In that sense a more descriptive name and in accordance with the TPS could be Lean Philosophy for the innovation of the processes and improvement of the management of the operations in production and generation of value. INTRODUCCIÓN La popularidad de la producción Lean, por el éxito de Toyota es innegable, producen tantos vehículos como GM el líder tradicional, pero con utilidades netas mientras GM registra pérdidas, así como las ventas de Toyota ha sido un 70% más alta que el promedio de la industria, en los últimos cinco años. El éxito se atribuye completamente al Sistema de Producción Toyota (TPS: Toyota Production System), y es la creencia de la gerencia de Toyota, quienes han manifestado que el reto número uno de Toyota es entregar (su ADN) el TPS a la siguiente generación. Se esperaría que LEAN estuviera implementado ampliamente en el Japón, siendo Toyota es el abanderado de la industria japonesa. ¿Cómo puede ser que menos del 20% de empresas manufactureras en Japón hayan implementado LEAN?, es un hecho reconocido que sorprende. Si bien muchas empresas en el Japón han realizado serios esfuerzos para implementar LEAN, pero han fallado. Un ejemplo es Hitachi Tool Engineering Ltd empresa que intentó repetidamente implementar LEAN, pero la caída en el desempeño de la producción los obligó a volver a formas más tradicionales. Que la mayoría de la industria japonesa no haya implementado LEAN no puede atribuirse a la falta de conocimiento suficiente. Toyota ha sido más que generosa en compartir su conocimiento, colocando todo su conocimiento del TPS en el dominio público, incluso invitar a competidores directos a que visiten sus plantas.

Lean main highlight is to remove any wastage and add value to each of its level of operations or practices. It was originally aimed to maximize its functions or values for the end-of the products and eliminate any activities that does not add any values. Some researchers even argued that the Toyota Production System's primary aim was to meet customer satisfaction and service level rather than merely cutting costs (Zokaei, Hines, & Peter, 2007). Similarly, Tesco's core purpose is to create value for customers to earn their lifetime loyalty. In lean manufacturing, the companies often finding ways to reduce these 3Ms which are Muda, Mura and Muri. Waste is also called as 'muda' in Japanese which is the one TESCO has been focusing on. Muda is then categorised into 7 main types which comprises of defects, waiting, extra motion, excess inventory, overproduction , extra processing, and unnecessary transportation. The eight waste, unutilized skills or talent was often added to them too. In addition, mura is known as unevenness in production while muri defined as overburden of people or the equipment (Lean Manufacturing, 2016). Lean practices have been adopted by many companies as well as Tesco's competitors to cut costs and serve customers' demands and needs. As tesco practiced lean, its obvious result was the increased in net profits which is 16, 452 millions in 1998 to 37, 070 millions in 2005. This is mainly because of the innovation made towards its supply chain operations such as continued replenishment based on the checkout counters, primary distribution, cross dock distribution and the use of single vehicle to serve several stores. As a result, Tesco has improved in terms of (1) better relationship with customers (CRM) and suppliers, (2) efficient use of transportation assets, (3) reduced inventory costs, (4) lower lead time and (5) reduced replenishment time in-store. Without any doubt, applying lean practices enable Tesco to have (1) better relationship with both, customers (CRM) and suppliers. Tesco wants to improve their availability of products by reducing the time for products replenishment. Customers would surely be annoyed as they find their wanted products are not in the shelf as the promotions held. As example in United Kingdom, as the sales density are higher, the shelves which are fully stocked in morning needs to be replenished again in noon and oftenly. This is when the availability of products is the main focus between customers and retailers that influence Tesco to come up with an idea of e-procurement programme. It is also known as The Tesco Information Exchange programme (TIE). This TIE programme links all Tesco stores with the suppliers, including the farmers. Thus, if there is any high demand for the fresh products, the information goes directly to the farmers. In another perspective, if Tesco able to satisfy the cutomers' needs, this would lead to customer loyalty which are not easy to gain. As of the suppliers, they will be at ease since the products are being taken good care of with the development of RFID technology or radio bar codes back in 2003. This technology does not just promote faster supply chain but also prevent the products from being stolen. Any products that are not yet paid will get to be identified at the exit scanners. Suppliers can also get the information of products needed from the stores accurately which synchronize its orders and deliveries time. There is also an influenced of Just-in-time (JIT) implementation to this benefit. Just-in-time in retail, specifically Tesco has been applied with the technology as its surfaces to let retailer and supplier know the demand of customers. Indirectly, it can be obtained through checkout counters or scanners. JIT also famously known as providing what customers need just the amount needed, at the right place and the right time.

During the 2003-2008 energy crisis, the automotive industry was weakened by a substantial increase in the prices of automotive fuels. Somehow, this event may have discouraged purchases of sport utility vehicles (SUVs) and pickup trucks which have low fuel economy. North American consumers may have then turned to smaller, cheaper, more fuel-efficient vehicles.
Apparently, in the case of Toyota, this period (2003-2007) was the most profitable five years in the company’s history but not until 2008 when the recession finally made it to their shores. But this may leave you asking these questions:
Why was the effect of recession somewhat delayed for Toyota while the “Detroit Three” (General Motors, Ford, Chrysler) were already in full panic?
Not only was it delayed, but this also was their history’s most profitable years. What made Toyota highly profitable during these years?
On December 22, 2008, Toyota declared that it expected the first time loss in 70 years in its core vehicle-making business. Loss of $1.7 billion, in its group operating revenue, would be its first operating loss since 1938 (Company was founded in 1937). Toyota saw its sales drop 33.9 percent.
Within the duration of this recession, how did the “Toyota way” bring this company back to profitability?

ABSTRACT

This paper aims to focus on the decision making procedure “Ringi System” of Japanese Management Process. It is a decision making process termed “Ringi” with a bottom up approach to overcome the traditional autocratic decision making practice. The paper aims at the characteristics of decision making procedure and its influence on the management style in Japan.  This paper gives a detailed description of “Ringi” system as one of the important decision making processes prevalent in contemporary management practices to succeed in the global markets.  Even though the “Ringi” process is viewed as time consuming by inviting more members of the organization to endorse on a decision, it still ranks high in appreciation for its nature of participatory management with collective decision making process in an organization. 
Key Words:   
Ringi / Ringiseido, Japanese Management System, Decision Making, Consensus, Upward Communication

This article provides a comprehensive introduction about the Lean Manufacturing Systems or also known as Toyota Production System in Japan. First, the paper gives an introduction to TPS, followed by a brief Literatures Review on all the papers referred for the conception of this paper. The two fundamental pillars of TPS are discussed later on with a description of each pillars in depth. The next section deals with the 7 wastes of lean followed by the benefits of implementing TPS and the barriers to successful TPS implementation. The literature review framework in this paper provides a clear overview of the To0yota Production System, which can be used as a starting point for further research work.

İdeal sistemin ne olduğu sanayi devriminden bugüne cevabı aranan temel bir sorudur. Dünün doğru sistem, yöntem, metot ve araçları bugünün şartlarında hâlâ geçerliliğini koruyor mu acaba? Farklı sektörlerde yer alan birçok şirket ve kurum günümüz şartlarına ve ihtiyaçlarına cevap veren doğru sistemi artık Yalın Düşünce’de buluyor ve kurtuluşu Yalın Dönüşüm’de görüyor.

Yalın üretimin ilk ve en iyi uygulayıcısı TOYOTA’dır. Bu yaklaşımın temeli Toyota üretim sistemine temel oluşturan Taiichi Ohno’nun Toyota yöneticileriyle birlikte yaptığı Amerika gezisinde ortaya çıkmıştır. Amaçları Amerikalı firmalarla rekabet edebilecek üretim sistemleri geliştirmekti. O zamanlar Amerikada Henry Ford tarafından geliştirilen ve günümüzde hala kullanılan kitle üretim sistemleri vardı. Bu sistem yığınlar halinde tahmine göre üretim yapıp, üretimden sonra kalite kontrolü yapılması esasına dayanmaktaydı.

Bu sistem Taiichi Ohno tarafından benimsenmemiştir. Bunun yerine Toyota Üretim Sistemi denilen çalışmalara başlamışlardır. Toyota bu sistemle büyük bir başarı yakalamıştır. Şöyle ki 1950 yıllarında dünyanın en büyük şirketleri arasında TOYOTA’nın ismi listelerde yer almazken, 1970 yılında 6. sırada, 1990 yılında 3. sırada 2003 yılında General Motors’un ardından 2. sırada gelmiştir. Bu yükselmeyi rakiplerine göre 10 kat daha az işgücü, daha az işçilik saati (31 saate karşılık 16 saat), daha az hata (yüz otomobilde 145 hataya karşılık 45 hata) ve büyük preslerde kalıp değiştirme süresini 8 saatten 3 dakikaya indirerek sağlamıştır.

Sistemin temelinde işlerin basitleştirilmesi, hataların önlenmesi ve maliyetlerin azaltılması adına sorgulama esastır. Kendi kendimizi sorgularken en az 5 kez neden sorusunu sormamızı ve bu sorulara cevap vermemizi istemektedir. Böylece sorunun temeline inilerek kesin çözümler sağlanır. 1940’larda Toyota Amerikan otomobil firmalarıyla rekabet etmeyi düşünürken 1980’lerden sonra Amerika Japonlarla rekabet etmeye başlamıştır. Yapılan çalışmaların sonucunda “Dünyayı Değiştiren Makine” isimli kitap yayımlandı. Bu da Amerika’daki yalın üretim çalışmalarının temeli oldu (Çakır, 2013).

Scrum ist der De-facto-Standard in der agilen Softwareentwicklung. Mit Scrum werden Prinzipien aus dem Knowledgemanagement und dem Toyota Production System in das Managen von Softwareentwicklung eingeführt. Der Artikel stellt den Scrum-Flow und die Rollen kurz vor.

The purpose of this report is to analyze the National cultural difference between Japan and Germany and find the similarities and differences in the managerial processes and organizational culture, which can be faced by an international manager working in any or both of the country. Some of the factors that can influence a managerial system or the organizational culture will be discussed. At the end of the report, there will be a short comparison of Toyota Motors and Audi to formulate the fact that different cultures have different ways of working.

This chapter calls attention to some questions connected to the analysis of conditions within the Japanese auto industry.1 The point of departure derives from the observation that there are presently several developments within this industry and that there is a probable mismatch between the developing patterns and concepts developed within studies of the Japanese labour  process.  Several significant organizational developments have occured, such as: the reorganization of the corporations, the reform of personnel management institutions, internationalization and diversification. In addition, there is a discrepancy between the relatively medium-tech process depicted in the theories and the fact that some of the experiments now being proposed
actually are relatively high-tech.

Abstract- During the last decade, the advancement in production and management systems has revolutionized the automobile industry. The industry has witnessed the opening up and growth of several emerging markets. The automotive industry is now facing new and pressing challenges. Globalization, digitalization and increasing competition in the market are changing the face of the industry. Size of the organization is no longer a guarantee of success. Only those companies that find new innovative techniques to create value can prosper in the future. The purpose of this paper is to present a short overview of the automotive industry today and highlight challenges that are faced the industry. We are also going to overview Toyota’s dominance in the US market, strategies used by them and how they were able to overcome the challenges and competition they faced in a foreign market, and how upcoming automobile companies can use Toyota’s strategies to grow in the current market.

Keywords- Automobile Industry, Industry analysis,Toyota

Teamwork in the automotive industry varies significantly from plant to plant. This book compares teamwork in four final assembly plants in Germany and the UK: the Opel Eisenach and a Mercedes factory in Germany, and the Vauxhall Luton and Nissan Sunderland plants in the UK. The plants in Eisenach and Sunderland are relatively new, and were from the outset organised around the principles of Lean Production.
The book addresses two questions: Firstly, can different models of teamwork be conceptualised with a simple, bi-polar model of teamwork, showing either innovative or structurally conservative characteristics? Secondly, do current models of teamwork signify a development towards post-fordism, as suggested by some researchers, or are they merely part of a neo-fordist rationalisation of production?
The following answers are suggested: Firstly, teamwork in different motor-car plants cannot be categorised in a bi-polar model; these different models of teamwork rather represent a continuum. Secondly, while teamwork moves manufacturing away from traditional taylorist models of production, it does not overcome Taylorism altogether.

Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

This paper discusses Japanese motor vehicle manufacturing investment and state intervention measures in the Australian market. Australia’s auto industry is an extension of global motor vehicle manufacturers with a small number of domestic manufacturing firms that form a part of the global supply chain.  Toyota Motor Corporation, Mitsubishi Motor Corporation, General Motors Corporation and Ford Motor Company all have had extensive investments in the Australian market.  In the past, the Australian market was also a host to investments from Volkswagen AG, Chrysler LLC, Nissan Motor Company Limited and British Leyland Motor Corporation.  The size of the industry has shrunk recently with the March 2008 shut down of manufacturing by Mitsubishi Motors Australia Limited (MMAL), not long after the company’s emergence from a long and significant restructuring.  Still, the auto industry remains the largest single manufacturing sector in Australia both in terms of investment levels and the number of people employed.  Thus, Japanese auto manufacturing investment in Australia require an evaluation, now that the federal government has completed the 2008 ‘Review of Australia’s Automotive Industry’.  The paper focuses on Toyota Motor Corporation Australia (TMC Australia) in Victoria and (the recently shut down) MMAL in South Australia.

One of lean manufacturing’s most important calculations is takt time, or the rate of customer demand for a group or family of products produced by one process. This paper provide quick guide for these principles: Takt Time calculation, machine Cycle Time, One-Piece Flow Cell, and production leveling (Hejunka).

INTRODUCTION
Quality improvement (QI) methods have
been introduced to healthcare to support
the delivery of care that is safe, timely,
effective, efficient, equitable and cost
effective. Of the many QI tools and
methods, the Plan-Do-Study-Act (PDSA)
cycle is one of the few that focuses on
the crux of change, the translation of
ideas and intentions into action. As such,
the PDSA cycle and the concept of iterative
tests of change are central to many
QI approaches, including the model for
improvement,1 lean,2 six sigma3 and total
quality management.4

PDSA provides a structured experimental
learning approach to testing changes.
Previously, concerns have been raised
regarding the fidelity of application of
PDSA method, which may undermine
learning efforts,5 the complexity of its
use in practice5 6 and as to the appropriateness
of the PDSA method to address
the significant challenges of healthcare
improvement.7

This article presents our reflections on
the full potential of using PDSA in
healthcare, but in doing so we explore
the inherent complexity and multiple
challenges of executing PDSA well.
Ultimately, we argue that the problem
with PDSA is the oversimplification of
the method as it has been translated into
healthcare and the failure to invest in a
rigorous and tailored application of the
approach.

We are living through testing times… Our governments are being tested as they try to enact programs to instill confidence in the economy and their constituents. Companies are being tested as they are forced to react to dramatic challenges in the marketplace that have seemingly materialized overnight and without warning. Individuals are being tested in the security of themselves and their families. Although not a perfect gauge for the state of the economy, the Dow Jones industrial average has dropped from a high of just over 14,000 in the beginning of October 2007 to a low of just under 8,400 in October of 2008. In fact, the Dow was at just over 13,000 in the middle of May. How can one rationally explain such a precipitous fall in such a short time?

One of lean manufacturing’s most important calculations is takt time, or the rate of customer demand for a group or family of products produced by one process. This book provide quick guide for Takt Time calculation, machine Cycle Time and One-Piece Flow Cell.

Frases célebres MI-OS: "Sin el compromiso de la alta dirección nuestro trabajo es inútil", "el sistema de gestión somos todos", "junta sin minuta nunca se realizó", "a las palabras se las lleva el viento", responsabilidad sin autoridad es un mal negocio", Roma no se hizo en un día pero se hizo", "quién no aprende de sus errores está condenado a repetirlos", "sin el estricto respeto de la ley no hay control".

5S is not just about a clean and shiny workplace. Its a strategy for removing wastes and improving productivity. This is how Toyota utilize the tool to improve workplace productivity.

This book provide a comprehensive guide about the tool. How to plan, execute and sustain. This book is a practical guide with many examples, photos and presentations.

Questa è la traduzione di un saggio breve di P. S. Adler sul caso significativo della NUMMI, la joint-venture fra Toyota e General Motors sul suolo americano. La commistione del modello giapponese e l'influenza sindacale hanno dato vita a un caso organizzativo singolare estremamente efficace, come viene presentato dall'autore.

Die deutsche Automobilindustrie ist nicht nur eine der Stützen des deutschen Exportsektors, sie ist auch ein Indikator für Veränderungen im deutschen Produktionsmodell. Seit Beginn der achtziger Jahre hatten sich hier entscheidende Veränderungen ab-gespielt, die zum großen Teil durch die „Lean Production“ Debatte (Womack/Jones/Roos 1990) beeinflußt waren.

Just-in-time inventories have been portrayed as the centerpiece of the flexible production system developed by Toyota, and the key element in outperforming the mass production systems utilized in the United States.  We demonstrate that just-in-time inventories--and other elements of flexible production--were pioneered by the US auto industry in the first part of the 20th century; were the key elements in making Detroit the global capital of auto production, and were abandoned by Detroit just as Toyota was copying the system in Japan.