The Dilemma of Toyota Production System Implementation: A Case Study of Taiwan Machine Tool Industries

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

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Soft Lean Practices for Successful Lean Production System Implementation in Malaysia Automotive Smes: A Proposed Framework

Mamat

Deros

Rahman

et al. 2015

Jurnal Teknologi

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A Study of Using Simulation to Overcome Obstacles That Block the Implementation of Critical Chain Project Management to Project Management Environment

Huang¹,

Li²,

Tsai³

et al. 2014

IJARAFMS

Self Cite

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Since 1997, the Critical Chain Project Management (CCPM) method has received considerable attention. Hundreds of successful CCPM cases have achieved highly reliable on-time delivery (OTD) with short project lead-time (PLT) in multi-project environments. However, two obstacles have remained, blocking the implementation of CCPM to project management (PM) society. The first has been addressed by PM practitioners, who have been less than confident that OTD and PLT can be significantly improved by simply changing the way to manage multi-projects. The second is from academia: some scholars have claimed that the ideas of CCPM are not new and are of no substantial contribution to Project Management Body of Knowledge (PMBOK). In this study, we first used multi-project management games to overcome the first obstacle. A comparative study of CCPM and Program Evaluation and Review Technique/Critical Path Method (PERT/CPM) planning methods, excluding bad human behaviors, was then conducted to overcome the second obstacle. The simulation results show that: (1) the "mode of managing multi-projects" was the root cause, and changing the mode of managing multi-project could significantly improve OTD and PLT; (2) in terms of mean project time, CCPM is not significantly better than PERT/CPM. However, in terms of plan reliability, CCPM achieves higher than PERT and CPM. This is due to a CCPM logistical change that generates a more reasonable and reliable project plan than do the PERT/CPM methods.

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The Dilemma of Toyota Production System Implementation: A Case Study of Taiwan Machine Tool Industries

Abstract: Recently, many enterprises have implemented the Toyota production system (TPS) in order to improve their production performance and competitiveness. However, some of those enterprises which implemented TPS couldn't improve performance, even led to

Cited by 2 publications

References 10 publications

Soft Lean Practices for Successful Lean Production System Implementation in Malaysia Automotive Smes: A Proposed Framework

Soft Lean Practices for Successful Lean Production System Implementation in Malaysia Automotive Smes: A Proposed Framework

A Study of Using Simulation to Overcome Obstacles That Block the Implementation of Critical Chain Project Management to Project Management Environment

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