Management directed kaizen: Toyota's Jishuken process for management development

Marksberry, Phillip; Badurdeen, Fazleena; Gregory, Bob; Kreafle, Ken

doi:10.1108/17410381011063987

Cited by 57 publications

(42 citation statements)

References 6 publications

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“…The primary difference between the so-called quality control (QC) circles and jishuken is that the former are focused on kaizen within single divisions, while the latter involve multiple corporations and divisions. The automakers assume a leadership role in jishuken; however, it is noteworthy that suppliers express opinions and ideas in the communication process (Marksberry et al, 2010). Study groups similar to jishuken can be found associated with automakers other than Toyota; however, Toyota's suppliers are known to be more committed compared to those of other automakers (Manabe, 2004).…”

Section: Information Gatheringmentioning

confidence: 97%

Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – An exploratory study of electric vehicles

Ishida

Magnusson

Nagahira

2017

Futures

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Section: Information Gatheringmentioning

confidence: 97%

Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – An exploratory study of electric vehicles

Ishida

Magnusson

Nagahira

2017

Futures

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“…In fact, available performance indicators have a critical role on lean practices. Continuous improvement initiatives often begin with information from key performance indicators (Marksberry et al, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

A case study of an integrated manufacturing performance measurement and meeting system

Olivella

Gregorio²

2015

Journal of Manufacturing Technology Management

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), states that there are a number of different methods by which shop-floor data collection can be performed. The simplest, and cheapest, is paper recording and manual storage. This method makes it fairly difficult to use and analyze the data; hence there is a greater probability that the data will not be used to improve the process, making the exercise pointless. The second method is paper recording and input into an MRP system. Although this is cheap to perform, it is labor intensive, resulting in a time lag, low accuracy and is also difficult to analyze. Finally, dedicated shop-floor data collection systems can be implemented that are very flexible, very accurate, and allow the possibility of providing information in real time. According to Jonsson and Lesshammar (1999) no matter what the objective of the system is, a complete MPMS needs to be comprehensive and cover the most critical performance dimensions of the organization.Within the lean manufacturing context a manufacturing measure is a standard that defines performance criteria for manufacturing processes so that everyone in the organization is working towards the same goal (Khadem et al., 2008). Lean advocates consider that organizations based on continuous flow should limit information needs to local communication between upstream and downstream production units and it is preferable for employees to search for the information they need. For this reason the application of information technology and lean principles have for a long time been seen as mutually exclusive, but both approaches are more and more claimed to be interdependent and complementary (Cottyn et al., 2011).

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“…Bhasin e Burcher (2006) acrescentam a necessidade de fomentar os princípios lean também por meio da cadeia de valor. Conforme Marksberry et al (2010), é importante entender porque a técnica existe, para, assim, definir a cultura organizacional necessária. Yamamoto e Bellgran (2010) sugerem que deve ser criado um ambiente que fomente a necessidade das melhorias decorrentes da implantação do sistema lean, para, desse modo, transpor barreiras à implantação da metodologia.…”

Section: Cultura Organizacionalunclassified

Proposição de um modelo para análise dos fatores de risco em projetos de implantação da metodologia lean

Scherer

Ribeiro

2013

Gest. Prod.

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Managing risks associated with lean methodology implementation is important in order to overcome the low success rate for such projects. This paper presents three main contributions to this subject: (i) identification of risk factors of lean methodology implementation projects, (ii) degree of relationship between the factors identified, and (iii) algorithm for estimating the probability of a successful lean methodology project implementation, considering the type of factors and the degree of relationship between them. The model proposed was based on literature review and views of experts from academia and industry. It uses principles of reliability, in which the risk factors are modeled as a series-parallel system. The model tested in three companies showed results consistent with the uncertainties and risks of such projects. In addition, it identified the project critical risk factors considering the synergy between the factors. Keywords: Lean manufacturing. Risk management.Resumo: A gestão dos riscos envolvidos em projetos de implantação da metodologia lean é importante para reverter o baixo percentual de sucesso encontrado em tais projetos. Este artigo apresenta três contribuições principais ao tema: (i) identificação dos fatores de risco em projetos de implantação da metodologia lean; (ii) levantamento da intensidade do relacionamento entre os fatores identificados; e (iii) algoritmo para a estimativa da probabilidade de sucesso da implantação, considerando a condição dos fatores e intensidade do relacionamento entre eles. O modelo proposto foi baseado na revisão da literatura e na opinião de especialistas da academia e da indústria. Ele utiliza preceitos de confiabilidade, em que os fatores de risco são modelados como um sistema série-paralelo. O modelo, testado em três empresas, apresentou resultados coerentes com as incertezas e riscos destes projetos. Identificou também os fatores de risco críticos para o projeto, considerando a sinergia entre os fatores. Palavras-chave:Produção enxuta. Gestão de riscos. Proposição de um modelo para análise dos fatores de risco em projetos de implantação da metodologia lean Proposition of a model for the evaluation of risk factors in lean methodology project implementation IntroduçãoA desaceleração da economia, o aumento da competição, a incapacidade de inovar e atender às necessidades dos clientes e a falha da tecnologia/ sistema estão entre os principais riscos que as empresas terão pela frente conforme Aon (2011). De acordo com FT (FINANCIAL..., 2010), 62% dos executivos consideraram suas empresas como não efetivas ou moderadamente efetivas em integrar informações de risco em suas decisões gerenciais, sendo que esse valor alcança 74% para a indústria manufatureira.Para Abt et al. (2010) e Aven e Kristensen (2005), a análise de risco deve prover suporte às decisões gerenciais. Deloitte (2009) verificou que 82% das empresas consideram que a área de gestão de riscos deveria formalmente aprovar novos produtos, e 64% das empresas consideram que essa área deveria...

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Management directed kaizen: Toyota's Jishuken process for management development

Cited by 57 publications

References 6 publications

Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – An exploratory study of electric vehicles

Factors influencing Japanese auto suppliers’ predictions about the future of new technologies – An exploratory study of electric vehicles

A case study of an integrated manufacturing performance measurement and meeting system

Proposição de um modelo para análise dos fatores de risco em projetos de implantação da metodologia lean

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