Toyota Production System (Adapted from Slack, et al. 2006) Seen as the leading practitioner and the main originator of the lean approach, the Toyota Motor Company has progressively synchronised all its processes simultaneously to give high quality, fast throughput and exceptional productivity. It has done this by developing a set of practices that has largely shaped what we now call ‘lean’ or ‘just-in-time’ but which Toyota calls the Toyota Production System (TPS). The TPS has two themes
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“Respect for People” principle is one of the two pillars of The Toyota Way; the other being “Continuous Improvement.” Toyota claims that respect for people is the foundation for continuous improvement. Many managers seem to think they know what this “Respect for People” principle implies, and they believe that they follow it. The reality is that most do not understand this concept outside of the Toyota management system. Toyota states, “Respect for people is the attitude that regards people’s
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cost, increases monetary profitability by sharing the purpose of customer satisfaction. 2. Just – in – Time (JIT): simply means getting the right quantity of goods at the right place and right time and it originated from Japan after World War II by Toyota Motor Company (Reid & Sanders, 2007). There are three elements of JIT which are: Just in time manufacturing, Total Quality Management and Respect for people. 3. Lean System: Also known as Just – in – Time. Lean simply means the elimination of waste
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finance improvement 9 Tata Steel non-finance improvement 9 Conclusion 11 Q2. Discuss various Supply chain activities (in relation to Lean Management) in a Toyota company in Danish Industries can learn and use for improved performance. 12 Introduction 12 What is Lean 13 Lean supply chain 14 Lean supply chain for Toyota Production System in Denmark 14 Value stream mapping 16 The VSM process 17 Performance improvement with implementation of VSM 17 Conclusion 19
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exists. In the first part of my essay I will present a brief history of lean production. This will be followed by the demonstration of main characteristics and the analysis of how lean production has impacted corporate competitiveness by utilizing Toyota as an example, which is the birthplace of lean production. Part three will spell out the limits of lean production as it dramatically increases the pressures of work. I will then make the conclusion of lean production is probably not the best for
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vehicles consistently rank near the top in third-party customer-satisfaction surveys. Being voted by many market research and surveys as the car of the year for several years it shows that, Toyota has a successful record worldwide. Because of the good quality Toyota’s success kept going, where in 1995, Toyota was the best car in the Middle East. Also, TMC has produce a good quality cars that are quit and do not emit unpleasant fumes, such as more than 40 emission-control systems and dozens of technologies
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consider the process and the results (not results-only) so that actions to achieve effects are surfaced; systemic thinking of the whole process and not just that immediately in view (i.e. big picture, not solely the narrow view) in order to avoid creating problems elsewhere in the process; and a learning, non-judgmental, non-blaming (because blaming is wasteful) approach and intent will allow the re-examination of the assumptions that resulted in the current process. Kaizen Definition
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สรุปประเด็นการบรรยาย เรื่อง “KAIZEN และ TOYOTA-WAY” โดย นายสุรศักดิ์ สุทองวัน รองผูอํานวยการฝายพัฒนาธุรกิจ บริษัท โตโยตา มอเตอร ประเทศไทย จํากัด ในโครงการเสริมสรางความรูเพื่อพัฒนาประสิทธิภาพการปฏิบัติราชการ ครั้งที่ 3 วันพุธที่ 14 กันยายน 2548 ณ หองประชุม 1 ชั้น 5 อาคารสถาบันดํารงราชานุภาพ ความเปนมาของบริษัท โตโยตา มอเตอร ประเทศไทย จํากัด บริษัท โตโยตา มอเตอร ประเทศไทย จํากัด กอตั้งเมื่อวันที่ 5 ตุลาคม 2505 มีเงินทุนจดทะเบียน เริ่มตน 11.8 ลานบาท และมีเงินทุนจดทะเบียนในปจจุบัน 7,520
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Kanban and respect for employees together with expedited problem solving approach (automated error correcting) has enabled the company to pursue lean innovations. Lean manufacturing has enabled Toyota to successfully develop its production systems to include new types of designs. The principles enables Toyota to manage its value stream, identify customer value, implement a “pull” approach that ropes the flow of scarce materials in operations and the overall development of production capability. The
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Introduced by Toyota, Lean is more than just a tool, but a philosophy that needs to be adopted and incorporated into the culture of the organization. It is very important that the organization can see that leadership have bought in to the approach and are willing to support Lean. Numerous examples exist that demonstrate failed attempts at implementing Lean. It is important that organizations appreciate that they cannot simply wake up one day and choose to introduce Lean. It took Toyota many years
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