Why Continuous Improvement Program Fails—Lessons from the Toyota Production System

2015 ◽  
pp. 893-904
Author(s):  
Peng Wu ◽  
Yingbin Feng ◽  
Xiaohua Jin
Keyword(s):  
Continuous Improvement ◽  
Production System ◽  
Toyota Production System ◽  
Improvement Program

Continuous Improvement Philosophy in Higher Education

2020 ◽  
pp. 91-109
Author(s):  
Parminder Singh Kang ◽  
Rajbir Bhatti ◽  
Gurinder Pal Singh
Keyword(s):  
Higher Education ◽  
Continuous Improvement ◽  
Production System ◽  
Value Added ◽  
Course Delivery ◽  
Shop Floor ◽  
Toyota Production System ◽  
Program Delivery ◽  
Lean Principles ◽  
Root Cause

This chapter explores the unspoken roles of Toyota production system in the context of program/course delivery process. These rules are; how people work, how people connect, how the workflow is organized, how to improve and who does the improvements. These four unspoken rules of Toyota production system are strict guidelines from the shop floor to the top-level management. Toyota production system emphasizes learner's philosophy to improve the value-added activities by understanding the root cause of a given problem. Under these four rules, further, this chapter will look into the different tools that could be applied for the continuous improvement in course/program delivery process. This paper will define the lean principles and waste in the context of the delivery process.

scholarly journals Application of Toyota Way Incorporating Kaizen, Kaikaku and 5S in Agricultural Sector

2021 ◽  
Vol 9 (10) ◽  
pp. 1565-1579
Author(s):  
Wong Ai Moi
Keyword(s):  
Case Studies ◽  
Continuous Improvement ◽  
Production System ◽  
Agricultural Sector ◽  
Health And Safety ◽  
Toyota Production System ◽  
Process Standardization ◽  
Framework Model ◽  
Operational Processes ◽  
Work Method

Abstract: A noble operational framework – 2K5S, a modified form of Toyota production system (TPS) incorporating Kaizen, Kaikaku and 5S is introduced in this paper. Kaizen is continuous improvement concept implementing a small step at a time to produce a small or moderate improvement in productivity. Kaikaku is a moderate innovative approach implementing new work method or means to produce a drastic improvement in productivity by eliminating wastes at the same time. The 2K5S is then implemented in the operations of a pineapple farm and a series of case studies are conducted. The outcomes of the case studies have revealed that through the introduction and implementation of the 2K5S operational framework, some significant organisational improvements have been witnessed. Apart from significantly increment in productivity, other advantages achieved including increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved operational health and safety and morale of the workers, improved housekeeping, waste elimination and process standardization. The outcomes of this study have demonstrated that 2K5S is a powerful and practical operational framework model which is applicable for agricultural organisation. Keywords: Toyota production system (TPS), 2K5S, Kaizen, Kaikaku, 5S, continuous improvement, agricultural sector.

QS-9000 – Using the Automotive Requirements to Improve Existing ISO 9000 Systems

1998 ◽  
Author(s):  
J.F. Young
Keyword(s):  
Continuous Improvement ◽  
Cost Effective ◽  
Iso 9000 ◽  
The United States ◽  
Quality System ◽  
General Motors ◽  
Improvement Program ◽  
Quality Initiatives ◽  
Cost Of Quality ◽  
Improvement Programs

Abstract In this paper, we will discuss how to incorporate several of the QS-9000 quality system requirements into an existing ISO 9000 quality system. This expansion of the existing quality system will be cost effective and ensure that the continuous improvement program will meet its goals. The QS-9000 quality system was developed in 1994 by the "Big Three" automotive and truck producers in Detroit, Michigan. This document, originated in the United States, is based upon the International Standard: ISO 9001-94. It is mandatory that any supplier of goods and/or services to either Chrysler, Ford or General Motors must have their quality system registered to the QS-9000 standard. We believe that there can be benefits to non-automotive organizations if they will incorporate some of the QS-9000 clauses into their current ISO 9000 quality systems. We will discuss actual cases in the following areas: purchasing, safety, process control, training, business management and continuous improvement. We will show how these examples of quality system enhancement are both effective and efficient ways of driving cost reduction and process improvement programs. Cost of quality initiatives can be better managed.

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