Advantages Of Kaizen

TOYOTA PRODUCTION SYSTEM (TPS) The TPS model depends on its Human Infrastructure. The entire model is base on its PEOPLE & TEAMWORK being successful in doing their job and there buy in to the Key Elements of the TPS culture, which are as follows;  Selection  Ringi decision making  Common Goals  Cross-Trained TPS emphasize the point of its human infrastructure as a “COMMON GOAL” for all personnel in the corporation, which again is emphasize that its employees are its greatest assets as shown by the

As per the case Danaher Corp decided to develop and utilize Toyota Production System‘s Lean Manufacturing principles of Kaizen (Continuous Improvement) into corporate management. Danaher Corp screen industries to acquire

As Taiichi Ohno rightly says – “People don’t go to Toyota to ‘work’, they go there to think”. “where there is no standard, there can be no kaizen”, and “Improvement is endless and

For an effective workplace, teamwork is the primary need for business. A team can be trained to be efficient in a group to help each other and maximize the group's productivity. Hence, for a business's success, the teamwork plays a vital role in business and development of each of its employees. Such workplace discipline and teamwork are vital for a business and its success. Hence, an organization should encourage team growth in the business to bring out the best of people at work (Knell, 2011). Nevertheless, Teamwork suggests the following as well:

When developing effective work teams, it is crucial to know the difference between a mere group and an actual team. A work group exists simply for the members of the group to share information and help each other perform their own individual responsibilities. Work groups are all about individual contributions instead of team effort, and thus the group is no greater than each individual’s personal input. A work team, however, functioning through coordination and cooperation, has the ability to create a positive energy greater than sum of its member’s individual inputs. In effective work teams, productivity is greatly increased by an overall positive synergy, individual and

Another reason Toyota gained a significant advantage was also meeting another point of Deming’s 14 points which was 5. Improve constantly and forever the systems of production and services this was evident in Toyotas production system with adopting new production procedures through in-house development with developing the ‘lean manufacturing system’ which focused on more efficient working with focusing on the best quality, lowest cost and shortest lead time (institute, 2000b) this was achieved through eliminating waste. Toyota was able achieve this new line of production management with two concepts just in time management which focused on delivery inputs to Toyotas operation facilities just in time to be used which meant Toyota was successfully able to cut costs with storage or raw materials being waiting to be used (institute, 2000b) which allowed Toyota to meet one of the Lean manufacturing criteria of lowest cost, and jidoka was concept created on automatic looms which stopped the machine when the thread broke which maintained quality within the product this was implemented

Kaizen - is one of approaches for improving organization of performance. This term was coined in Japan and meant a system of interrelated activities which lead to the improvement of the quality of products, processes and management system. In the modern sense kaizen is a system of continuous quality improvement, technologies, processes, corporate culture, productivity, reliability, leadership and other aspects of the company.

At the beginning of eighteen century, high quality products of Japan started occupying the world market rapidly. The success story of Japanese companies made American companies surprise and curious, then American soon found that team work was one of the keys for Japanese companies’ success. For two hundred years, team work has been widely applied successfully in business and it is considered as an important element in helping companies to work more effectively. For this reason, team work at workplace has become a very significant topic in business research during the past time. Understanding the importance role of team work in

According to Kinlaw (1991), teamwork is the way in which people must work and cooperate together in order to produce products or services that could not be produced by a single individual. To this end, teams appear to have a synergy effect, which implies that the total outcome that is produced by the team is by far more than the equivalent result which the sum of the team’s part would have had. By and large, the formation of groups is very useful for the organization and its members, because they perform important tasks. Johnson, Kantner and Kikora (1990) support the rationale of forming groups through the following arguments:

Toyota 's Production System (TPS) is based upon “lean” principles that includes focusing on the customer, constant and recurrent improvement, and superiority through waste reduction, and combined upward and downward developments as part of a lean. “TPS is the foundation for what has become a global movement to “think lean”. Most manufacturing companies in the world have adopted some type of “lean initiative,” and this concept is now spreading to a diverse range of organizations, including the defense department, hospitals, financial institutions, and construction companies” (Liker & Morgan, 2006). Unlike like TPS, Lean is a business improvement idea that focuses on the true needs of the customer to help the business prevent waste from being built into the system. This paper will compare and contrast the concept of Lean and TPS used by Toyota.

Accomplishing tasks through small groups of people who are collectively responsible and whose work is interdependent requires teamwork competency (Hellriegel Jackson, Slocum Amos Klopper, Louw Oosthuizen, 2007, Page 15). A united nation is a winning nation; teamwork is about working together to achieve a certain goal. Communities work together for example to fight the socio-economic problem which is crime, in turn making it a safer environment. In the same sense businesses work as a team to improve efficiency in the working environment. When it comes to designing a team, team-building strategies work best, as the strategy brings employees together creating a close relationship amongst them and making them work as a more united team. Relating teamwork competency to the author, a negative result will be the outcomes, as the author believes that working alone is more effective, but people have different opinions on the subject.

From the founding of Toyoda Loom Works in the 1920s, to the creation of Toyota Motor Co. in the 1940s, its leaders believed that the key to success was investment in its people (Liker, 2004). The Toyota culture has evolved since the company 's founding and is the core competence of the company. It is the reason why operations are lean, cars hit the market on time and on budget, chief engineers developing cars deeply understand the customer, company executives anticipate long-term trends and have clear strategies, and every employee (called a team member) is vigorously working on achieving the annual plan of

Toyota 's Culture contemplate that every worker, from executive to shop floor, can have the possibility to use its initiative and creativity to experiment and learn. Each team member is a quality inspector, at any during the production process any of them who spot a problem can stop by pulling the “Andon Cord”, which stops the entire assembly line. They try to work with endlless creativity, inquisitiveness and pursuit of improvement, to be practical and avoid frivolity. They strongly believe in the concept of “Kaizen”, the importance of change and improvement, as well as “Keiretsu”, the japanese concept of keeping a close knit network of vendors that continuously learn, improve and

Kaizen is a Japanese word that means “improvement”. Therefore, when this is applied to business, it refers to activities that continuously improve functions within the business. These results come from the involvement of all employees, not just the managers (Imai, 1991). Kaizen promotes efficient running of businesses through standardized processes and activities. There are two Kaizen approaches which can be applied to business; Flow kaizen and process Kaizen (Misiurek, 2016)

Kaizen signifies small improvements made in current processes as a result of ongoing efforts; innovation on the other hand involves a drastic improvement in the status quo as a result of a large investment in new technology and/or equipment (Iman 6). Kaizen does not require large capital investments for implementation but involves persistent commitment and effort. With the use of the PDCA cycle resulting in standardization of processes, the cumulative effect of Kaizen is system efficiency, quality products as well as cost reduction.