Lean production, Toyota Production System and Kaizen philosophy

2018 ◽  
Vol 30 (4) ◽  
pp. 425-438 ◽  
Author(s):  
Andrea Chiarini ◽  
Claudio Baccarani ◽  
Vittorio Mascherpa
Keyword(s):  
Production System ◽  
Zen Buddhism ◽  
Management Style ◽  
Japanese Culture ◽  
Just In Time ◽  
Toyota Production System ◽  
Lean Implementation ◽  
Content Type ◽  
Lessons Learnt ◽  
Soto Zen

Purpose The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures. Design/methodology/approach The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis. Findings The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork. Research limitations/implications Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized. Practical implications The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures. Originality/value This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.

An improved lean assessment based on employee perception

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.

DEMONSTRATIVE VERIFICATION STUDY FOR THE NEXT GENERATION PRODUCTION MODEL: APPLICATION OF THE ADVANCED TOYOTA PRODUCTION SYSTEM

2008 ◽  
Vol 07 (02) ◽  
pp. 195-219 ◽  
Author(s):  
HIROHISA SAKAI ◽  
KAKURO AMASAKA
Keyword(s):  
Production System ◽  
Production Management ◽  
Production Model ◽  
Just In Time ◽  
Toyota Production System ◽  
Global Business ◽  
Production Management System ◽  
Japanese Companies ◽  
Advanced Production ◽  
System Methodology

Traditional TPS (Toyota Production System), the foundation of JIT (Just in Time), has contributed to global business in the latter half of the 20th century as a Japanese production management system methodology. At present, Japanese companies are endeavoring to survive in a competitive market by expanding their global production, achieving globally consistent levels of quality, and carrying out simultaneous new model launches. An advanced production management principle, "Advanced TPS", has been proposed, involving the systematization of Japanese production management methodologies as a strategic tool for global production. The effectiveness of the proposed "Advanced TPS" was verified at Toyota Motor Corporation.

Development of a lean assessment tool and measuring the effect of culture from employee perception

2020 ◽  
Vol 31 (7) ◽  
pp. 1439-1456 ◽  
Author(s):  
Nicholas Loyd ◽  
Gregory Harris ◽  
Sampson Gholston ◽  
David Berkowitz
Keyword(s):  
Production System ◽  
Structural Equation ◽  
Assessment Tool ◽  
Lean Production ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Toyota Production System ◽  
Employee Perception ◽  
Content Type ◽  
Lean Assessment

PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.

scholarly journals IMPLEMENTATION OF JIT FOR ACHIEVING THE GOAL OF CUSTOMER SATISFACTION IN SERVICE PROCESSING AND DISTRIBUTION NETWORK

2015 ◽  
Vol 3 (8) ◽  
pp. 94-98
Author(s):  
Gaurav Sharma ◽  
Kamlesh Gangrade
Keyword(s):  
Customer Satisfaction ◽  
Production System ◽  
Distribution Network ◽  
Just In Time ◽  
Toyota Production System ◽  
World War ◽  
Manufacturing Management ◽  
Management Method ◽  
The Right

Just-in-time JIT, as the name implies, is to produce goods just-in-time for use or sale. It is a Japanese manufacturing management method developed by TaiichiOhno, father of Toyota production system in the 1970s which had its motivation in the Japanese urge to develop better and efficient technique capable of rebuilding their economy after the 2nd World War by focusing on elimination of waste in all forms. In the case of service processing distribution network the customers always needs the right material at right time in right quantity and in right quality for achieving this goal for customer satisfaction the service processing distributors always tries to perform better and better by using new methodology. In this research we will tries to find the role of JIT for achieving customer satisfaction in service processing and distribution network.

What is Lean Ship Construction and Repair?

2002 ◽  
Vol 18 (03) ◽  
pp. 121-142
Author(s):  
Jeffrey K. Liker ◽  
Thomas Lamb
Keyword(s):  
Production System ◽  
Lean Manufacturing ◽  
Just In Time ◽  
Product Cycle ◽  
Time Cost ◽  
Toyota Production System ◽  
Case Examples ◽  
Cost Competitiveness ◽  
Automobile Manufacturer ◽  
System Project

The success of the Toyota Production System is well known. Toyota is the most productive and innovative automobile manufacturer in the world. Directly or indirectly they have pioneered approaches and principles such as, among many others, just in time, one-piece flow, and "andon." The Toyota Production System was the basis for "lean manufacturing." The purpose of lean manufacturing is to improve product cycle time, cost competitiveness, and quality by eliminating any waste in the manufacturing process through continuous improvement by a motivated workforce. The authors, as part of the NASSCO shipbuilding production system project, were responsible for introducing lean manufacturing to the project team and developing a "Guide to Lean Shipbuilding." This paper first discusses what lean manufacturing is, and then reports on a benchmarking visit to Japanese shipyards. Finally, a description of lean shipbuilding and its implementation is presented with case examples of lean workshops.

Expected maintenance waste reduction benefits after implementation of Just in Time (JIT) philosophy in maintenance (a statistical analysis)

2019 ◽  
Vol 25 (1) ◽  
pp. 25-40 ◽  
Author(s):  
Sandeep Phogat ◽  
Anil Kumar Gupta
Keyword(s):  
Data Interpretation ◽  
General Information ◽  
Spare Parts ◽  
Waste Reduction ◽  
Maintenance Cost ◽  
Just In Time ◽  
Content Type ◽  
Great Saving ◽  
Research Findings ◽  
Structured Questionnaire

Purpose The maintenance department of today, like many other departments, is under sustained pressure to slash costs, show outcome and support the assignment of the organization, as it is a commonsensical prospect from the business perspective. The purpose of this paper is to examine expected maintenance waste reduction benefits in the maintenance of organizations after the implementation of just-in-time (JIT) managerial philosophy. For this, a structured questionnaire was designed and sent to the 421 industries in India. Design/methodology/approach The designed questionnaire was divided into two sections A and B to assist data interpretation. The aim of the section A was to build general information of participants, type of organization, number of employees, annual turnover of the organization, etc. Section B was also a structured questionnaire developed based on a five-point Likert scale. The identified critical elements of the JIT were included in the questionnaire to identify the maintenance waste reduction benefits in the maintenance of organizations. Findings On the basis of the 133 responses, hypothesis testing was done with the help of Z-test, and it was found out that in maintenance, we can reduce a large inventory of spare parts and also shorten the excessive maintenance activities due to the implementation of JIT philosophy. All the four wastes: waste of processing; waste of rejects/rework/scrap in case of poor maintenance; waste of the transport of spares, and waste of motion, have approximately equal weightage in their reduction. Waste of waiting for spares got the last rank, which showed that there are little bit chances in the reduction of waiting for spares after the implementation of JIT philosophy in maintenance. Practical implications The implication of the research findings for maintenance of organizations is that if maintenance practitioners implement elements of JIT philosophy in maintenance then there will be a great reduction in the maintenance wastes. Originality/value This paper will be abundantly useful for the maintenance professionals, researchers and others concerned with maintenance to understand the significance of JIT philosophy implementation to get the expected reduction benefits in maintenance wastes of organizations which will be helpful in the great saving of maintenance cost and time side by side great increment in the availability of machines.

Sign in / Sign up

Export Citation Format

Share Document