Structure of the Japanese Production System: Elusiveness and Reality

Abstract

Theories of the Japanese production system (JPS) recognize a definite commonality in the production practices of Japanese companies, with such matters as the quality and productivity of these practices often being explained in terms of the competitive strength of Japanese companies. Various arguments have cast doubt upon the validity of such notions. Toyota special theory argues that it is precisely this special element that is the essence of its own strength, and takes a negative view of JPS approaches that assume these production practices to be common to other Japanese companies. Since the emergence of lean production theories, there has been much keen debate on JPS from various viewpoints, each providing a significant contribution in its own right. However, in terms of a precise understanding of JPS in its entirety, lean production theories, Toyota special theory and indeed various other approaches have generally failed. By demonstrating this point, the present paper seeks to clarify such matters as the kind of production system in terms of which JPS should be understood, the reasons why JPS is difficult to grasp, and indeed whether there is any essential difference between JPS and the Toyota Production System.