Celebrating the enigma: the continuing puzzle of the Toyota Production System

New, Steve

doi:10.1080/00207540701223386

Cited by 59 publications

(42 citation statements)

References 20 publications

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“…Toyota's business success and world-leading product quality is an established fact (Schonberger, 1996;Davis, 1999, 2000;Liker, 2004;New, 2007). Rother (2010) recently summarised Toyota's success into four key statistics: Toyota has shown sales growth for over 40 years (at the same time other car maker's sales reached a plateau or declined); Toyota's profit exceeds that of other car makers; Toyota's market capitalisation has for many years exceeded that of other car makers;…”

Section: Lean As a Generic Representation Of Toyota Production Systemmentioning

confidence: 99%

How did the publication of the bookThe Machine That Changed The Worldchange management thinking? Exploring 25 years of lean literature

Samuel¹,

Found

Williams

2015

International Journal of Operations &Amp; Production Management

132

127

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PurposeThe purpose of this paper is to take a critical, analytical approach to explore the growth and spread of Lean through the academic and practitioner community over the last twenty-five years to understand the impact of the book The Machine that Changed the World on management thinking. Design/methodology/approachA comprehensive and systematic review of the extant literature of lean was undertaken and analysed critically to observe patterns and trends that could explain the acceptance of Lean as an operations management philosophy. The review spans from 1987 to 2013. To enable us to effectively manage and understand the diffusion of this literature a database, the Lean Publications Database (LPD), was constructed. The number of publications has been adjusted to compensate for growth in the total number of articles published in the same period.

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Section: Lean As a Generic Representation Of Toyota Production Systemmentioning

confidence: 99%

How did the publication of the bookThe Machine That Changed The Worldchange management thinking? Exploring 25 years of lean literature

Samuel¹,

Found

Williams

2015

International Journal of Operations &Amp; Production Management

132

127

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“…Comenta sobre una serie de presuposiciones, las cuales se relacionan, entre otros, con: alistamiento de la producción, control estratégico de los inventarios y explotación de herramientas de ingeniería industrial, colocando esta disciplina como la clave para comprender el TPS. Por su parte, en [24] se presenta una recontextualización del TSP haciendo énfasis en: el creciente interés occidental por este sistema, la preocupación por las tecnologías de la información como soporte en los sistemas de producción, el diseño de puestos de trabajo, y la motivación de los trabajadores.…”

Section: Revisión De Literaturaunclassified

“…En términos generales, el enfoque metodológico propuesto en este artículo está centrado en motivar, capacitar, escuchar y dar participación activa al nivel operativo, como un elemento clave para la adaptación exitosa de los principios del TPS [15,21,24,26,32], considerando, como es sugerido, las particularidades de los ámbitos de aplicación [25].…”

Section: Centrounclassified

Identificación y caracterización de mudas de transporte, procesos, movimientos y tiempos de espera en nueve pymes manufactureras incorporando la perspectiva del nivel operativo

Rave

Rotta

Sánchez

et al. 2011

Ingeniare. Rev. chil. ing.

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Identificación y caracterización de mudas de transporte, procesos, movimientos y tiempos de espera en nueve pymes manufactureras incorporando la perspectiva del nivel operativoIdentifying and characterizing of wastes (Muda) RESUMENSe identifica y se caracteriza en términos de: cantidad, tipo, localización y manifestación, los transportes, tiempos de espera, movimientos y procesos innecesarios en nueve pymes manufactureras de la ciudad de Medellín. El procedimiento constó de las etapas: selección de procesos a estudiar (uno por empresa), capacitación al personal operativo (7 mudas, 5S y gerencia visual), sesión en profundidad con administración de formulario de identificación del muda, verificación en el gemba, y resultados y análisis. Consolidando los hallazgos para las nueve empresas, 151 trabajadores fueron capacitados, los cuales contribuyeron a identificar 1.085 actividades que no aportan valor al cliente, con un promedio de 121 por proceso-empresa, la mayoría fueron transportes (31%) y movimientos innecesarios (29%). Se brindan elementos metodológicos que facilitan la comunicación entre el nivel operativo y los demás, así como la capacitación y la participación activa del mismo, posibilitando identificar oportunidades de mejora para las empresas. Se ofrece información de interés para la academia, el gobierno, los centros de desarrollo tecnológico y el sector productivo.Palabras clave: Pymes, mudas de manufactura, Lean manufacturing, mejora continua. : quantity, type, location and expression, transportation, waiting times, movements, and unnecessary processes, in ABSTRACT Is identified and characterized in terms of

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“…Western companies were trying to emulate Toyota's success but were unsuccessful (Spear & Bowen, 1999;Spear, 2004;Turesky & Connel, 2010). Three decades later after the paper by (Sugimori et al, 1977), New (2007) published a paper indicating that the West was still struggling with the TPS implementation issues. Staats and Upton (2011) stated that TPS was the most important invention after Henry Ford's T-model but attempts to implement it proved to be frustratingly difficult.…”

Section: Literature Reviewmentioning

confidence: 99%

The Power of ROFO Principle Together with Companywide Training in Executing Lean Production Strategy

Goh

Chakpitak

Sureephong

2015

IES

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This paper reports the findings of the case study conducted at Schaffner Thailand (ST) factory regarding the application of the ROFO principle coupled with companywide training on the execution of Lean Production (LP) strategy. The case study was motivated by 3 main objectives: 1) to examine the effectiveness of the ROFO principle and companywide training on the execution of LP strategy, 2)to study whether there were significant improvements in productivities between periods I and II, and 3) to assess whether ROFO principle had influenced significantly in changing the mindset of the staff. Companywide training was carried out on 3 modules: the ROFO principle, 5S and Lean Production (LP) concepts. The training of the 3 modules was implemented in period II (2008 to 2012) but not in period I (2003 to 2007). The methods used were survey, interview, and observations. The findings fully support the 3 objectives. The results were encouraging as productivities were not only improved in period II but also the willingness mindset of the staff. This is the power of the ROFO principle as each cycle of the ROFO principle resulted in a chain of corrective actions and learning.

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Celebrating the enigma: the continuing puzzle of the Toyota Production System

Cited by 59 publications

References 20 publications

How did the publication of the bookThe Machine That Changed The Worldchange management thinking? Exploring 25 years of lean literature

How did the publication of the bookThe Machine That Changed The Worldchange management thinking? Exploring 25 years of lean literature

Identificación y caracterización de mudas de transporte, procesos, movimientos y tiempos de espera en nueve pymes manufactureras incorporando la perspectiva del nivel operativo

The Power of ROFO Principle Together with Companywide Training in Executing Lean Production Strategy

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