Looking beyond the obvious: Unraveling the Toyota production system

Performance management practices in lean manufacturing organizations: a systematic review of research evidence

“…Panizzolo et al (2012) show that synchronised scheduling of levelled production based on pull principles improves the effectiveness of operational processes. This is supported by Towill (2007) and Jayaram, Das, and Nicolae (2010) who highlight the importance of operational guidance and show that lean practices must be carefully calibrated to avoid detrimental effects on performance. Likewise, Shah and Ward (2007) define ten operational variables, show the synergistic interrelations between them, and explain how and why the pursuit of their goals and targets may depend on them.…”

“…Although lean represents a group-level intervention (De Treville and Antonakis 2006), it often requires a high degree of employee empowerment. Empowerment in turn promotes flexible and organic structures (Jayaram, Das, and Nicolae 2010;Alagaraja and Egan 2013) through a high degree of decentralisation and task autonomy often described as a sense of shop floor ownership (e.g. MoyanoFuentes and Sacristan-Diaz 2012).…”

“…Target setting rationale and methods for setting performance targets using 'pull' principles to synchronise scheduling of levelled production and calibrate lean practices (towill 2007;Jayaram, das, and nicolae 2010;Panizzolo et al 2012) identifying specific elements in lean production that can be linked to goals and targets (lander and liker 2007;Shah and Ward 2007;Bozarth et al 2009; Saurin, Marodin, and ribeiro 2011) using value stream maps for setting targets for resource scheduling, process planning, sales, and budgeting (Parry and turner 2006;li et al 2012;Belekoukias, garza-reyes, and Kumar 2014;Fullerton, Kennedy, and Widener 2014) Value stream costing at assembly (arbulo-lopez, Fortuny-Santos, and cuatrecasas-arbos 2013) cost-time Profile (rivera and chen 2007) inventory tracking (Meade, Kumar, and Houshyar 2006;demeter and Matyusz 2011;Eroglu and Hofer 2011; isaksson and Seifert 2014) lean-focused performance reporting structure (netland, Schloetzer, and Ferdows 2015) Reward systems Financial and non-financial rewards for meeting performance targets and penalties for failing to do so using reward systems to promote commitment (towill 2007;Scherrer-rathje, Boyle, and deflorin 2009;Moyano-Fuentes and Sacristan-diaz 2012;Panizzolo et al 2012;alagaraja and Egan 2013;lyons et al 2013) using employee engagement surveys and gaining buy-in from informal leaders as alternatives to reward systems (alagaraja and Egan 2013) (Continued) Parry and turner 2006;adamides et al 2008;Jeffers 2010;So and Sun 2010;cottyn et al 2011;Powell 2013;Powell, riezebos, and Strandhagen 2013;Powell, alfnes, et al 2013;ghobakhloo and Hong 2014;chiarini and Vagnoni 2015) information visualisation, performance indicators, horizontal decision-making procedures, and lean e...…”

Strategic Vehicles Import Supply Chain: A Paradigm Shift in Australian Automotive Industry

“…The JIT production is founded on three fundamental principles: waste elimination, continuous quality improvement, and worker participation incentives (Harber, Samson, Sohal, & Wirth, 1990). Automotive manufacturing, for example Toyota production system, strives to continuously shorten the cycle time (i.e., from the point of receiving customer order to the point of cash collection) by removing non-value added wastes (Jayaram, Das, & Nicolae, 2010;Womack & Jones, 1996). It is an intelligent approach to lean manufacturing that Toyota is known for decades (Li, 2013).…”

“…Considering JIT practices within the auto assembly and its end-to-end vehicles import supply chain, we believe in further investigation of JIT supply along the chain and its associated work pressure arising from tight lead time. While focusing on Toyota production system, Jayaram et al (2010) investigate the impact of lead time on assembly cycle time and delivery performance. However, the tight dispatch lead time with first tier suppliers has been an issue considering their location far away from second tier overseas suppliers.…”