Toyota Production System Research Articles

SISTEMA TOYOTA DE PRODUÇÃO

Although the Toyota System has many issues, it has still managed to establish itself by using a strategy to shorten production time and, more importantly, to be precise in terms of quantity while formulating a policy to prioritize waste reduction. In the Toyota Production System, its development is supported by two essential pillars in communication. Both systems are well-known and are called Just in Time and Autonomation, also known as Jidoka. The Toyota Production System developed a method for detecting seven types of waste that large industries face in the production system, which are Waiting, Defect, Transportation, Motion, Excess Inventory, Overproduction, and Over/Under Processing.

Integrating toyota production system for sustainability and competitive advantage in medical device software design

This research explores the integration of the Toyota Production System (TPS) and sustainability into the software design and development processes of a medium-sized medical device company dealing with resource constraints and evolving customer requirements. Through an analysis of TPS principles and how they relate to manufacturing and software development challenges, the research seeks to strengthen efficiency and competitiveness. It provides an adaptable implementation plan that fosters a competitive strategy and promotes sustainability through efficient software practices. The paper presents a roadmap for systematically integrating TPS and sustainability in alignment with international best practices, positioning the company to thrive in the expanding medical software market. This framework addresses immediate operational issues while laying the groundwork for long-term success and compliance with industry standards.

Human Resources Management and Lean Management Tolls

For more than two decades, Algeria has been seeking to diversify its economy through optimal exploitation of available resources and not relying on energy resources. Therefore, the human resources sector has recently received great attention in Algerian economic policies. This research paper aims to research and show the relationship between human resources management and lean management, by studying a sample of workers in the Aïn Témouchent- Algeria Telecom - that is active in the field of services. Lean management refers to a technology that has been developed with the aim of reducing waste from the production process and maximizing the value of the product or service to the customer, without sacrificing quality, Formulated by Toyota's production system, it is part of the distinct thinking, We used the questionnaire as a main tool for this study, as it was distributed to a random sample of 40 workers in the institution under study.At the conclusion of this study, we concluded that there is a positive and statistically significant relationship between training, motivation and lean management, while there is less statistically significant relationship between evaluation, leasing and lean management.

A Standard Approach to Project-Based Learning in a Clinical Informatics Fellowship.

The Accreditation Council for Graduate Medical Education suggests that Clinical Informatics (CI) fellowship programs foster broad skills, which include collaboration and project management. However, they do not dictate how to best accomplish these learning objectives. This study aimed to describe a standard approach to project-based learning for CI, to share its implementation, and to discuss lessons learned. We created a standard approach to project-based learning based on concepts from adult learning theory, the project life cycle framework, the Toyota Production System, and Improvement Science. With this standard approach in place, we learned how best to support fellows in its use. In addition to this approach to supporting needs assessment, risk/change management, implementation, and evaluation/improvement skills, we found the need to develop fellow skills in collaboration, leadership, and time management/managing up. Supported by project-based learning using this standard approach, and with targeted project selection to meet topic-based learning objectives, fellows reached the ability to practice independently in 15 to 21 months. Fellows are uniquely positioned to ensure the success of projects due to their increased availability and protected time compared with attendings. They are readily available for project teams to draw upon their expertise with clinical workflows and understanding of technological solutions. Project-based learning addressing organizational priorities complements fellow project management coursework and improves fellows' ability to function successfully in large, complex, and dynamic organizations. Exposing fellows to contemporary problems, then addressing them through projects, provides fellows with up-to-date applied informatics knowledge. Project-based learning can ensure that many general CI learning objectives are supported inherently. It reinforces project management teachings, while providing fellows with a marketable project portfolio to aid with future job applications. Having projects tightly aligned with organizational priorities supports ongoing investment in fellowship programs.

How Can the Toyota Production System Continue to be a Source of Competitive Advantage?

How Can the Toyota Production System Continue to be a Source of Competitive Advantage?

Replication in Knowledge Transfer within MNC Subsidiary Episodes

With the rise in multinational corporations (MNCs), there is a greater need than ever to comprehend how parent businesses oversee their subsidiaries' activities and impart knowledge to them. Japanese businesses have led the way in this area, implementing techniques like the Toyota Production System (TPS) to transfer the Japanese manufacturing ethos and uphold quality and control in their foreign operations. While there has been much discussion about the process of transferring Japanese manufacturing capabilities, little is known about how these methods are really acquired and integrated into the operations of the subsidiaries that are expected to employ them. This article looks at the parent company's perspective on the transfer of manufacturing knowledge to the subsidiary. Thus, a comprehensive qualitative study was conducted in the Japanese multinational's subsidiary, encompassing three major manufacturing initiatives (or philosophies): "TPS," "TPM," and "TS." Case data was gathered through 52 in-depth interviews with project participants, documentation, and moderate-participant observations. By using the subsidiary's procedures, the formation of the entire process, and most importantly the utilization and development of episodes in snapshots to understand the process adds to our understanding of knowledge transfer. This article further elaborates how replication is a major element in episodic knowledge transfer.

Using a lean management approach in acute ischemic stroke management: a systematic review.

Stroke is the second leading cause of death worldwide with an annual mortality rate of 6.55 million, which accounts for 11.6% of the total number of deaths. Early diagnosis is crucial for improving treatment outcomes. Lean management is an approach originating in the car manufacturing process derived from the Toyota Production System, which healthcare providers have recently adapted. The objective is to examine the use of lean practices in managing AIS in hospital settings. A systematic literature search was performed using MEDLINE and SCOPUS databases, including publications from 1st January 2000 to 20th September 2022. A total of 13 studies fulfilled the predefined inclusion criteria. The recombinant tissue plasminogen activator (rtPA) was used in 11 studies, in 2 studies in combination with mechanical thrombectomy (MT). MT alone was used in the other 2 studies. The value stream mapping was used in all included studies to analyze workflow in acute ischemic stroke (AIS) treatment. Outcome measures include mostly door-to-needle (DTN) time for rtPA treatment and door-to-puncture (DTP) time for mechanical thrombectomy. DTN time was assessed in nine studies and reached statistically significant results in five. DTP was examined in three studies; in two, statistically significant decreases in DTP were observed. Lean management can be a useful method for achieving key performance indicators in AIS, consistent with current guidelines. The results of this systematic literature review show that value stream mapping may improve the process of AIS treatment by reducing in-hospital delays. The field of research that focuses on implementing lean management tools in healthcare is increasing, with more publications appearing in recent years.

Developing a Cost-Effective Surgical Scheduling System Applying Lean Thinking and Toyota's Methods for Surgery-Related Big Data for Improved Data Use in Hospitals: User-Centered Design Approach.

Surgical scheduling is pivotal in managing daily surgical sequences, impacting patient experience and hospital resources significantly. With operating rooms costing approximately US $36 per minute, efficient scheduling is vital. However, global practices in surgical scheduling vary, largely due to challenges in predicting individual surgeon times for diverse patient conditions. Inspired by the Toyota Production System's efficiency in addressing similar logistical challenges, we applied its principles as detailed in the book "Lean Thinking" by Womack and Jones, which identifies processes that do not meet customer needs as wasteful. This insight is critical in health care, where waste can compromise patient safety and medical quality. This study aims to use lean thinking and Toyota methods to develop a more efficient surgical scheduling system that better aligns with user needs without additional financial burdens. We implemented the 5 principles of the Toyota system: specifying value, identifying the value stream, enabling flow, establishing pull, and pursuing perfection. Value was defined in terms of meeting the customer's needs, which in this context involved developing a responsive and efficient scheduling system. Our approach included 2 subsystems: one handling presurgery patient data and another for intraoperative and postoperative data. We identified inefficiencies in the presurgery data subsystem and responded by creating a comprehensive value stream map of the surgical process. We developed 2 Excel (Microsoft Corporation) macros using Visual Basic for Applications. The first calculated average surgery times from intra- or postoperative historic data, while the second estimated surgery durations and generated concise, visually engaging scheduling reports from presurgery data. We assessed the effectiveness of the new system by comparing task completion times and user satisfaction between the old and new systems. The implementation of the revised scheduling system significantly reduced the overall scheduling time from 301 seconds to 261 seconds (P=.02), with significant time reductions in the revised process from 99 seconds to 62 seconds (P<.001). Despite these improvements, approximately 21% of nurses preferred the older system for its familiarity. The new system protects patient data privacy and streamlines schedule dissemination through a secure LINE group (LY Corp), ensuring seamless flow. The design of the system allows for real-time updates and has been effectively monitoring surgical durations daily for over 3 years. The "pull" principle was demonstrated when an unplanned software issue prompted immediate, user-led troubleshooting, enhancing system reliability. Continuous improvement efforts are ongoing, except for the preoperative patient confirmation step, which requires further enhancement to ensure optimal patient safety. Lean principles and Toyota's methods, combined with computer programming, can revitalize surgical scheduling processes. They offer effective solutions for surgical scheduling challenges and enable the creation of a novel surgical scheduling system without incurring additional costs.

Industry 4.0 and Lean Manufacturing, using the MAUT Method

Industry 4.0 covers a wide range of areas, such as production processes, efficiency, data management, consumer relationships, and competitiveness. It is also becoming a topic of academic study, with researchers and scholars exploring various questions related to this revolution. Furthermore, the text mentions the Toyota Production System, which promotes efficiency and effective communication in production operations and introduces the concept of Lean Manufacturing, which aims to reduce costs and increase efficiency. The integration of Industry 4.0 with Lean Manufacturing is referred to as “Lean 4.0”. The method used in this article was a questionnaire sent to manufacturing companies in southern Brazil and analyzed the data obtained through the Multi-Attribute Utility Theory (MAUT), which is presented as a decision-making tool that allows comparing alternatives taking into account multiple criteria. The conclusions of this study show that both the views of senior management and those surveyed consider that the companies involved in this research will be in 5 years, with their Industry 4.0 well developed. On the Lean Manufacturing side, considering only the view of those surveyed, they consider that the companies involved in this study will be in 5 years, with Lean Manufacturing quite developed. The practical contribution of this study shows that the companies participating in the study are committed to adopting advanced manufacturing technologies and practices. This conclusion is important because it indicates that companies are aware of the opportunities and challenges of Industry 4.0 and Lean Manufacturing.

A bibliometric and visual analysis of lean manufacturing in medicine from 2009 to 2023

Lean (also referred to as the Toyota Production System, TPS) is considered to be a radical alternative to the traditional method of mass production and batching principles for maximising operational efficiency, quality, speed and cost. Many hospitals inspired from lean manufacturing to develop their process. They had many improvements in their process. Hospitals reduced their patient waiting times, defects, wastes related to inventory, staff movement and patient transportation by implementing. This study utilizes scientometric and bibliometric tools to analyze visually the literature published in the field of medical lean manufacturing from 2009 to 2023. The relevant articles published from 2009 to 2023 were retrieved from the Web of Science Core Collection, VOSviewer and R software were used for bibliometric analysis and visualization. The number of publications related to the research has been increasing year by year before 2021, and then showed a downward trend, including 418 articles from 64 countries and regions, 743 institutions, 198 journals, and 1766 authors. The United States, Italy, and England are the main publishing countries in this research field. The journal “International Journal of Lean Six Sigma” published the most papers (n = 21) about lean manufacturing in medicine, the author with the most publications is Teeling SP, and the most influential author is Improta G. The top three keywords are “Healthcare”, “Quality improvement” and “Management”. This study provides a comprehensive bibliometric analysis of lean manufacturing in medicine, which can help researchers understand the current research hotspots in this field, explore potential research directions, and identify future development trends.

A bibliometric study of lean manufacturing and its relationship with sustainability

The need to reflect on the contributions that lean manufacturing offers through its application in industrial production management has motivated this paper. Also, the way in which academic research has been developed to understand the object of study in the parameters of citation, co-citation, the most influential countries, languages, keywords and evolution index amidst the temporality of the subject under study. Lean Manufacturing and the current panorama of research carried out in the last ten years were defined as objectives to analyze. In view of this, we carried out a bibliometrics research to generate results for the understanding and analysis of the main contributions of research on the relevant topic. Therefore, the main results achieved indicate there is a need to be further explore the topic in the national scenario to enable greater knowledge of its contributions to the industry and to the academic environment. Thus, it is understandable that the industry needs processes that are advantageous for its production process and human capital. It is necessary to innovate, invest and organize management models which offer better performances in the production, as well as in the value passed on to the consumers in a way that lean manufacturing offers answers to the production process, directed to the lean production originated from the Toyota Production System, enabling the management of the production process balanced for the real consumption demand, providing the conscious use of inputs, as well as providing opportunities for sustainability through economic, social and environmental factors.

Effective Management of Production Through Spirituality at Work

Purpose: This article aims to analyze why Japanese organizations have been successful over the years with the implementation of the Toyota Production System. Methods: Adopting the Shingo Model as a reference for research, the cultural facilitators found in dimension 1 of the model stand out, with a strong alignment with spirituality in the workplace, as a pillar to guarantee operational excellence aligned with the beliefs and values of the staff, in favor of organizational sustainability. For that, a bibliographical research was carried out of 41 articles from the Scopus databases, addressing the constructs Spirituality in the Work environment and the Shingo Model, within an application context associated with sustainability and added to a comparative analysis. Results and discussion: From the analysis of the results, it was possible to understand that the Spirituality at Work element is behind the model of the Toyota Production System. The proposed dimensions to characterize an EAT are based on the Shing Prize Model of Effective Management versus the EAT Model by Ashmos and Duchon (2000) versus Bella et al. (2018). Implications of the research: The article portrays a subject that is a key point for improving productivity and developing an individual's social conscience, so necessary for the sustainability of the planet. Originality / Value: It was possible to infer from the literature that no articles were found that associate the Shingo model with the theory of Spirituality at work, but the articles by Ashmos and Duchon (2000) and Bella et al. (2018) stand out within the context of organizational sustainability.

Reduction of Lean Wastes by Using Value Stream Mapping: A Case Study of Textile Company in Pakistan

Purpose: Lean manufacturing, originating from the Toyota Production System (TPS), aims to reduce waste and optimize resources. Developed countries must adopt Lean practices for performance improvements while developing countries often use just-in-case approaches. Value Stream Mapping (VSM) is a crucial tool for diagnosing, implementing, and maintaining Lean Manufacturing, helping identify improvement opportunities and eliminating waste. The research at the company aims to eliminate Lean wastes and line unbalancing issues to improve lead time and the value-added ratio (VAR), enhancing production efficiency. The research aligns with Sustainable Development Goal 12 (Responsible Production &amp; Consumption) by focusing on waste reduction.&#x0D; Methodology: The research uses time study, Edaw max, and Visio software to analyze tasks, create VSMs of current and future states, and control charts to examine data variations over time. Data collection involves cycle time, batch size, packet size, and the number of workers required for each activity.&#x0D; Findings: The research objectives include studying the existing scenario of production units via VSM, identifying, and eliminating Lean wastes, and comparing proposed and existing scenarios for improvement opportunities. The literature review highlights the importance of Lean manufacturing in eliminating unnecessary processes, reducing lead time, and fostering positive stakeholder relationships.&#x0D; Unique Contribution to Theory, Practice and Policy: This study suggests the better way to reduce the lean wastages and balance the line by using VSM technique. The future state VSM is created to conceptualize potential improvements and gather feedback, focusing on reducing non-value-adding tasks, work-in-process inventory, workforce, and overall process time.

Lean manufacturing + healthcare= lean healthcare, a way to optimize efficiency in the healthcare sector

The concept of Lean Manufacturing arises within the Toyota Production System (TPS) with the aim of eliminating all activities that do not generate value to enhance and increase productivity. Lean Manufacturing is applied in the West, and the concept transforms into Lean Manufacturing (LM). This concept no longer belongs solely to the automotive sector; all its tools have now migrated to all activities of daily life. An important application, particularly in dealing with human lives, is in the healthcare sector, specifically in hospitals. This gives rise to the concept of Lean Healthcare, which has broad applications, often resulting in process improvements, the elimination of non-value-generating activities, and better resource management.

Toyota Production System Concepts: Application of Lean in Non-manufacturing Environments - Series Books 18 to 19

Toyota Production System Concepts: Application of Lean in Non-manufacturing Environments - Series Books 18 to 19

Toyota Production System Concepts: The Guidebook to Toyota's Corporate Strategy and Leadership – Series Books 1 to 6

Toyota Production System Concepts: The Guidebook to Toyota's Corporate Strategy and Leadership – Series Books 1 to 6

Comparative analysis of production systems in the automotive industry

Purpose of the following text is to compare three production systems,: Toyota Production System, World Class Manufacturing and Nissan Production Way. For it purpose, a comparative study was carried out based on three categories: system, design, popularity and versatility. For each of the comparison categories, a method was adjusted. System design: comparison of assumptions and system construction schemes according to the authors of a given solution. Popularity: analysis of search engine results from Google, Google Scholar, Bing and Yahoo! obtained from searches for the phrases "Toyota Production System," "World Class Manufacturing" and "Nissan Production Way". Versality: case studies of system implementations by other organisations than authoring automotive corporations. As a result of the comparison, it can be seen that the most complex and elaborate system is WCM, which has a multi-element structure as well as predetermined levels of sophistication. Relatively the simplest of the compared solutions turned out to be NPW. In the case of popularity, the leader is TPS in Google’s search engines, WCM in Bing and Yahoo!, while the least popular solution in the Internet’s space is the system by Nissan Motor Corporation. The versatility category indicates that the TPS and WCM systems have similar implementation capabilities, while NPW turns out to be a specific and exclusive solution for the Renault-Nissan-Mitsubishi Alliance and has no external implementations. The results provide an overall picture of the situation regarding production systems in the automotive industry and can provide a starting point for more advanced analysis of existing solutions and allow the design of other systems.

Lean Management in an IVF Laboratory

The early spread of Lean started in the auto industry. Toyota gained knowledge from others and developed its own management system by employing and inventing methods that fit its needs and situation. It developed the Toyota Production System, called “LEAN”. In healthcare, Lean transformation is a process of changing old mindsets and organizational cultures. It is a long-term process that takes time and effort from the whole organization. Lean management is not to solve major problems of the organization, it is about hundreds or thousands of small problems that occur in the system every day. We have to learn together, think together, and start taking action to improve every day, and continue doing so as long as we can. The ultimate goal of Lean is to provide products/services at a lower cost and higher quality, to increase the value of our products/services to our customers. IVF demand has been increasing worldwide, yet competition has been fiercer. The IVF cost has been increasing. Lean management in IVF laboratories that aims to improve IVF lab procedure flow, reducing risks/errors, adding value to IVF lab services. As the IVF business has developed very fast, IVF staff shortages are a big issue. Overworked conditions in IVF laboratories can harm procedure quality, patient safety, service quality and lead to losing staff and patients. Lean management can help us to improve the lab flow and efficiency and reduce the pressure of staff shortages. By improving efficiency, reducing errors, and adding value to the service, it will accumulatively provide a better-quality service with less costs. The presentation describes how our system in Vietnam approached and applied Lean management in IVF laboratories to reduce waste, improve laboratory quality with staff involvement and satisfaction.

Heijunka-levelling customer orders: a systematic literature review

Heijunka is the central concept of the Toyota Production System which aims to maintain both flexibility and stability of the production system by producing the same quantity of products every time interval (a day, a shift, an hour, etc.). This study is a systematic literature review whose objective is to give an idea about the most important research areas regarding this concept and to propose an agenda for further research. A total of 60 articles were reviewed using specified inclusion and exclusion criteria. The review showed that heijunka received little attention in the academic literature and disclosed the existence of three main research topics, namely: Implementation of heijunka and its benefits, Heijunka-related problem-solving using optimization, and Heijunka and Industry 4.0 technologies. This review could have some limitations related to the number of reviewed articles. It is possible that, unintentionally, some important articles haven’t been included.

Optimizing electronic blood ordering and supporting administration workflows to improve blood utilization in the pediatric hospital setting.

Red blood cell wastage occurs when blood is discarded rather than transfused, and ineffective ordering results in unnecessary crossmatch procedures. We describe how a multimodal approach to redesigning electronic ordering tools improved blood utilization in a pediatric inpatient setting and how using innovative application of time series data analysis provides insights into intervention effectiveness, which can guide future process improvement cycles. A multidisciplinary team used best practices and Toyota Production System methodology to redesign electronic blood ordering and improve administration processes. We analyzed crossmatch to transfusion ratio and red blood cell wastage time series data extracted from our laboratory information system and electronic health record. We used changepoint analysis to identify statistically discernible breaks in each time series, compatible with known interventions. We performed causal impact analysis on red blood cell wastage time series data to estimate blood wastage avoided due to the interventions. Changepoint analysis estimated an 11% decrease in crossmatch to transfusion ratio and a 77% decrease in red blood cell monthly wastage rate during the intervention period. Causal impact analysis estimated a 61% reduction in expected wastage compared to the scenario if the interventions had not occurred. Our results show that electronic health record design is an important factor in reducing waste and preventing unnecessary crossmatching, and that time series analysis can be a useful tool for evaluating the long-term impact of each stage of intervention in a longitudinal process redesign effort for the purpose of effectively targeting future improvement efforts.