Enhancing Learning Through Continuous Improvement: Case Studies of the Toyota Production System in the Automotive Industry in South Africa

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.

Download Full-text

Continuous Improvement Philosophy in Higher Education

Quality Management Implementation in Higher Education - Advances in Higher Education and Professional Development ◽

10.4018/978-1-5225-9829-9.ch005 ◽

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.

Download Full-text

Multinational strategies, local human capital, and global innovation networks in the automotive industry: case studies from Germany and South Africa

Innovation and Development ◽

10.1080/2157930x.2012.713197 ◽

2012 ◽

Vol 2 (2) ◽

pp. 265-284 ◽

Cited By ~ 2

Author(s):

Jo Lorentzen ◽

Michael Gastrow

Keyword(s):

South Africa ◽

Human Capital ◽

Case Studies ◽

Automotive Industry ◽

Innovation Networks ◽

Global Innovation

Download Full-text

Kaizen: an innovative methodology in siderurgy

Revista Ibero-Americana de Estratégia ◽

10.5585/ijsm.v16i1.2442 ◽

2017 ◽

Vol 16 (1) ◽

pp. 99-118

Author(s):

Hericson Estanislau Prata ◽

Domingos Antônio Giroletti

Keyword(s):

Production Process ◽

Automotive Industry ◽

Industrial Production ◽

Production System ◽

Lean Production ◽

Toyota Production System ◽

Short Term ◽

Intensive Phase ◽

Innovative Methodology ◽

The World

The rationalization of the industrial production process, through the reduction of waste and the modernization of the production process, with the adoption of the Toyota Production System (Lean Production), has been adopted by an important part of the industries in the world. This article aim to describe this methodology used by the intensive phase improvement group adopted at Vallourec Tubos do Brasil S.A. As a result, the process used to implement short-term changes was the intensive week, also known as the Kaizen event in the automotive industry.

Download Full-text

Multinational strategies, local human capital, and global innovation networks in the automotive industry: case studies from Germany and South Africa: Jo Lorentzen and Michael Gastrow

Capability Building and Global Innovation Networks ◽

10.4324/9781315675961-13 ◽

2017 ◽

pp. 75-94

Keyword(s):

South Africa ◽

Human Capital ◽

Case Studies ◽

Automotive Industry ◽

Innovation Networks ◽

Global Innovation

Download Full-text

An improved lean assessment based on employee perception

Journal of Manufacturing Technology Management ◽

10.1108/jmtm-04-2020-0178 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Zhengyin Huang ◽

Gregory Harris ◽

Nicholas Loyd

Keyword(s):

Automotive Industry ◽

Production System ◽

Performance Metrics ◽

Assessment Instrument ◽

Equation Modeling ◽

Toyota Production System ◽

Employee Perception ◽

Lean Implementation ◽

Content Type ◽

Lean Assessment

PurposeThe Toyota Production System has been studied for its business success for several decades. Many companies have tried to imitate but have not achieved Toyota-like results. Failure in the ability to replicate Toyota's supportive culture has been suggested as a cause for the lack of success. Studies on lean implementation have been conducted from external views focusing on visible indicators, but few seek the employee's perception of lean initiatives. The authors propose a Toyota Production System – Toyota Way (TPS-TW) model approach using employee perception and quantitative performance metrics.Design/methodology/approachThis research represents an improvement of a lean assessment instrument using quantifiable performance metrics for validation and testing it in the Chinese automotive industry. A survey was developed and executed in the Chinese automotive industry with participants involved with lean implementation. Experts helped examine the content validity, and reliability analysis was used to study the structure of the assessment instrument and evaluate internal consistency. Confirmatory factor analysis and structured equation modeling were used to test the construct validity. Finally, survey results and actual performance were analyzed.FindingsThe results of this research validated the TPS-TW model and assessment instrument in the Chinese automotive industry.Originality/valueThis research validates an employee perception survey that can be utilized by organizations to understand the state of their lean implementation. The research supports the use of employee perception to reflect the reality of a lean initiative and proves the TPS-TW model is an effective theoretical framework for assessment.

Download Full-text