Toyota Production System

only where there is efficiency”. Efficiency is the basis of all large production companies. They’re main goal is to be able to produce their product at a fast enough rate, whilst keeping the production costs at a minimum. Companies must take a lot of small factors in mind when it comes to production. Assessment of labour costs, material costs and time is key when it comes to figuring out how to minimize the cost of production. An oversimplified equation to represent efficiency is, Output ÷ Input

the Toyota production theory and the lean concept. The just-in-time (JIT) inventory management is the process of ordering and receiving inventory for production and customer sales only as it is needed and not before. This means that the company does not hold safety stock and operates with low inventory levels. This strategy helps companies lower their inventory carrying costs by increasing efficiency and decreasing waste. Waste is anything that does not add value. The Toyota Production System

productive and used 40 % less space in production plants, which meant a significant reduction in costs (Graves A. and Madigan, D., 2012). When the entire analysis process was completed, it was possible to identify how Toyota, having created the Lean Production method, had higher standards to any competitor in the industry. In this way, it began to replicate this method in many production plants in US and Europe. However, not only the comparative analysis of the production processes was made, but also extended

examines the Japanese automobile industry, using as example the case of Toyota in comparison with other automobile manufacturers and the way it has retain its competitive position as a multinational corporation in the international context. In order to do so, focus will be directed on management strategies, human resources, development of existing ideas, stability in the foreign market and the role of the government. About Toyota Toyota Motor Corporation was created in 1933 by Kiichiro Toyoda, after organizational

for week 8 topic, lean manufacturing. The first article, titled Lean Production Practices for Efficiency Kocakülâh, M. C., Austill, A. D., & Schenk, D. E, published in Cost Management 2011, details the multiple elements that make up lean programs. The second article, titled Manufacturing’s Oversized Claims McCullough, M, published in Canadian Business 2011, details some of the pitfalls and down side to Toyota Production System lean elements. Lean is the elimination of waste. Customers do not want

useful in practice or others. It is also a key concept in the Toyota Production System (TPS) and is one of the three types of waste (Muda, Mura, Muri) that it identifies. Mura signifies wastes due to unevenness and muri signifies wastes due to overburden. Waste as defined by Toyota’s president, Fujio Cho, is “anything other than the minimum amount of equipment, materials, parts and workers which are absolutely essential to production”. The seven types of wastes identified are 1. Overproduction –

(1912-1990) is best known not as a guru but a symbol of Japan’s manufacturing resurgence after World War II (Guide to Management Ideas and Gurus. 2008). Ohno worked in Toyota, a Japanese car company as a production engineer. At the end of second world war, when Toyota’s productivity was way below that of its competitors, the president of Toyota Motor Company highlighted that they “must catch up with America within three years. Otherwise, the automobile industry of Japan will not survive.” Ohno and his associates

they have achieved the necessary results within Toyota. Teamwork is the basis for Toyota with a set group number of 5 as it they have found it is easier to facilitate and easier to solve problems and build mutual trust amongst employees and managers Japan’s culture is identified as a Family culture type by Trompenaars (1997) which is highly centralised and highly formal where employees work around a central power. In Japanese culture and within Toyota there is a warm relationship between employees

COMMUNICATION AND LEAN PRODUCTION Truong Nguyen SCM 4307- Jonathan Davis   Abstract Countess firms have taken up lean production in their manufacturing process. This is because the process is known to have countless benefits when effectively implemented. For lean production to be effectively implemented, some principles have to be considered. These principles have been discussed in detail in this paper. The different principled in lean production as well as the different principles in effective business

sigma approaches have been important tools for continuous improvements used by many companies for more than two decades. The Lean manufacturing approach stresses that the key ‘thrust' is combining all the tools to generate an efficient, first-rate system that creates products at the demand of the consumers with minimal or no waste (Brady & Allen 2006, P 334). On the other hand, six sigma's groundwork is in statistical testing. In this vein, the basic evaluation index is defects per thousand opportunities