Toyota Production System Research Articles

Application of Toyota Way Incorporating Kaizen, Kaikaku and 5S in Agricultural Sector

Abstract: A noble operational framework – 2K5S, a modified form of Toyota production system (TPS) incorporating Kaizen, Kaikaku and 5S is introduced in this paper. Kaizen is continuous improvement concept implementing a small step at a time to produce a small or moderate improvement in productivity. Kaikaku is a moderate innovative approach implementing new work method or means to produce a drastic improvement in productivity by eliminating wastes at the same time. The 2K5S is then implemented in the operations of a pineapple farm and a series of case studies are conducted. The outcomes of the case studies have revealed that through the introduction and implementation of the 2K5S operational framework, some significant organisational improvements have been witnessed. Apart from significantly increment in productivity, other advantages achieved including increasing in effectiveness and efficiency in the operational processes, improved visual management of the process, improved operational health and safety and morale of the workers, improved housekeeping, waste elimination and process standardization. The outcomes of this study have demonstrated that 2K5S is a powerful and practical operational framework model which is applicable for agricultural organisation. Keywords: Toyota production system (TPS), 2K5S, Kaizen, Kaikaku, 5S, continuous improvement, agricultural sector.

AN INVESTIGATION INTO LEAN PRACTICES AND THEIR IMPACT ON SUSTAINABILITY PERFORMANCE IN THE LATEX GLOVE MANUFACTURING INDUSTRY

Lean is characterized as a collection of management practices. Lean's central philosophy is to minimize and eradicate non-value-adding practices and waste. High quality and customer loyalty are guaranteed by the Lean process. Lean concept obtains its root from Toyota Production system (TPS). The TPS approach is often well suited to high-volume manufacturing. Lean, however, is also applicable in any setting where process waste is encountered. The intent of this study is to develop a lean sustainability performance assessment to analyze the level of lean implementation and its impacts on sustainability performance in Latex Glove Manufacturing Industries. The assessment method is generally in the form of Five-Point Likert Scale Questionnaire which consists of two main sections, Section A, to determine the level of lean practices in the company and Section B to distinguish the impact of the implemented lean practices on sustainability performance in the aspect of social, environmental and economic. Thirty employees from three different Latex Glove Manufacturing Industries (Company A, B, and C) in Selangor were involved in this study. The data was then analyzed using Minitab 15. Among the 22 combined hard and soft lean tools, Just-In-Time (JIT) for hard lean tool and Customer focus for the soft lean tool has scored the highest level of implementation in all three Industries. As for sustainability performance, economic sustainability performance scored the highest average mean score followed by environment and social sustainability performance. Overall, the finding shows that Company A and C have an overall better impact towards sustainability performance by the execution of lean practices as compared to company B. This must be predominantly due to the high level of implementation of soft lean tools as both the companies have a high level of implementation for the majority of the soft lean tools as compared to the implementation of hard lean tools. In conclusion, the higher the level of implementation of lean tools and practices, the greater the impact on it the sustainability performance in a company.

Quality and Safety in Healthcare, Part XC: The A3 Approach and Lean in Healthcare.

The A3 form is a structured way of solving problems using a detailed step-by-step methodology using the principles of the Plan-Do-Check-Act cycle. The A3 form supports efforts to organize the thinking of workers about new ways to improve. The form is used as a guide for many project teams to find answers, and then the team arrives at decisions through consensus. Sometimes process mapping, driver diagrams, and gap analysis are included in A3 problem solving. The A3 form is just one of numerous healthcare applications for the Toyota Production System and Lean.

From Automobile Capitalism to Platform Capitalism: Toyotism as a prehistory of digital platforms.

This article explores the automotive lineage and manufacturing origins of platforms. Challenging prevailing assumptions that the platform is a digital artefact, and platform capitalism a new era, this article traces crucial elements of platform capitalism to Toyotist automobile manufacture in order to rethink the relationship between technology and organization. Arguing that the very terminology and industry applications of the ‘platform’ emerge from the automobile industry over the course of the 20th century, this article cautions against the uncritical adoption of epochal paradigms, or assumptions that new technologies require new organizational forms. By parsing the platform into two types, the stack and the intermediary, this article demonstrates how the platform concept and data-driven production practice both develop out of the Toyota Production System in particular, and American and Japanese analyses of it. Toyotism, we show, is the unseen industrial and epistemological background against which the platform economy plays out. In making this case, this article highlights the crucial continuities between the data-intensive production of companies like Uber and Amazon – emblematic of digital platform capitalism – and the organizational paradigms of the automobile industry. At a moment when the automobile returns to prominence amit platforms such as Uber, Didi Chuxing, or Waymo, and as we find tech companies turning to automobile manufacturing, this automotive lineage of the platform offers a crucial reminder of the automotive origins of what we now call platform capitalism.

Critical Success Factors in Lean Implementation – A Maltese Context

For the past 30 years, Lean has become popular throughout organisations across the globe. Based on the Toyota Production System (TPS), Lean is a proven systematic methodology to reduce waste in processes, optimise efficiency and ensure quality in the end products. Although Lean has been proven to be a successful methodology, it also has a high failure rate. Research has identified a range of critical success factors (CSF) that are crucial towards the successful implementation of Lean. This research endeavour takes a qualitative approach, using Grounded Theory (GT) to investigate Lean implementation in Maltese organisations and to determine whether established CSFs are applicable to the Maltese context. Participants from the manufacturing, catering, and logistics industries are interviewed, with the data coded and analysed using MAXQDA2020. The findings suggest the importance of leadership as a catalyst in driving change within an organisation to foster a culture of continuous improvement.

A lean view of lean

A lean view of lean

How to Apply System Analysis and System Thinking to Lean Six Sigma Initiatives

This study focuses on the Toyota production system (TPS) and Lean in relation to innovation. The authors examine the tools and behaviors adopted in the TPS that are absent in the Six Sigma (SS) programs and how these elements may influence innovation and quality. Finally, this research analyzes the hybrid Lean Six Sigma (LSS). System analysis involves assessing a business scenario to improve the situation, establishes the changes needed and required, and innovation and product quality as components of the system analysis. This paper undertook text excavating and focused cluster development on highlighting the level of the Lean Six Sigma representations, as explained in articles on the Lean Six Sigma, such as those that compare Lean and Six Sigma. An iterative cluster examination was adopted to understand the primary focus of research in this area. The analysis shows that there is less research on the intersection of TPS and LSS in the areas of philosophy, partners, and people. These areas represent the opportunity to enhance the application of process improvement methods.

Lean Six Sigma Methodology and the Future of Quality Improvement Education in Anesthesiology.

Lean Six Sigma Methodology and the Future of Quality Improvement Education in Anesthesiology.

Implementation of Lean Manufacturing in a Cement Industry

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

Commentaries on “The Lenses of Lean”

AbstractThe phenomenon of the Toyota Production System (TPS) and the term “Lean” have received much attention from researchers and especially practitioners over the past 40 years. As scholarly perspectives on these topics continue to evolve, we invited Wally Hopp and Mark Spearman to contribute an essay to the JOM Forum that became “The Lenses of Lean,” and we invited several other prominent authors affiliated with Lean to react to that article and share their perspectives on Lean. We are delighted to have received four such contributions, which we have assembled here with the hope of furthering this important conversation (Note: For consistency of exposition, we have capitalized the term “Lean” throughout these commentaries when it is used in the phenomenological sense). —Tyson Browning and Suzanne de Treville

Increasing patient flow through neurosurgical critical care: the Leeds Improvement Method

At Leeds General Infirmary, a busy tertiary centre for neurosurgery, there has been little visibility of the step-down status of the patients from intensive care to high dependency or from...

Grado de implementación de las prácticas del sistema técnico de administración esbelta en la industria maquiladora de manufactura de México

La adopción adecuada de la administración esbelta ofrece grandes beneficios a las compañías pues implica un cambio de filosofía de administración y de cultura organizacional, además conlleva la implementación de un sistema socio-técnico coherente con sus principios. El objetivo de la presente investigación fue analizar el grado de implementación de 13 prácticas del sistema técnico de administración esbelta en la industria maquiladora de manufactura en México; ello, con respecto al tipo de industria, tamaño de planta y tiempo de adopción de las mismas. Tales prácticas técnicas fueron seleccionadas a partir de la casa del sistema de producción Toyota. Los resultados indican que, a partir de una muestra de 222 plantas de manufactura de industrias como la eléctrica/electrónica, automotriz, aeroespacial, médica, entre otras, y las pruebas estadísticas de muestras independientes de Krustal Wallis y Mann Whitney, que el grado de implementación de las prácticas del sistema técnico de administración esbelta no presentan diferencias estadísticamente significativas por industria. No obstante, sí existen diferencias estadísticamente significativas con respecto al tamaño de planta y al tiempo de adopción de dichas prácticas.

Impact of Industry 4.0 Concept on the Levers of Lean Manufacturing Approach in Manufacturing Industries

Industrial companies looking for permanent performance are facing challenges of reducing production costs, reducing customer delivery delays and improving their quality products, this lead them to improve their responsiveness and flexibility to meet the varying needs of customers. To cope with these constraints, several industrial companies have adopted the Lean Manufacturing (LM) concept, based on the Toyota production system, to reduce wastage according to a methodical and structured approach that has given this proof for several years, this approach currently finds its limits, since it is based on static data, while a dynamic approach, with real-time data on customer needs and production performance, will readjust the levers of Lean Manufacturing to improve its efficiency. This paper has been aimed to show that the concept Industry 4.0 incarnates the lean Manufacturing approach by feeding it by real-time data and a real-time analysis of Big Data in a Cyber Physical Production System (CPPS), in order to improve decision-making and readjust in real time the levers of the Lean Manufacturing approach

Using Tools to Improve Logistics and Production Processes in a Selected Construction Company

Purpose: This article presents the functioning of a production company in the construction chemicals industry. Design/Methodology/Approach: In the article, the following objectives were indicated, analysing the course of logistics and production processes in the analysed enterprise, developing a map of the production implementation process and the production line retooling process, analysing the possibilities of implementing tools to improve logistics and production processes and developing recommendations for the enterprise. Furthermore, LM also has the task of keeping inventory at a minimum, delivering materials depending on demand based on the Kanban system, high organization and visualization of workplaces using the 5S principles and reducing machine downtime to a minimum. Findings: Based on the literature research, the following thesis was formulated, the use of tools to improve logistics processes significantly improves and increases the efficiency of production processes in the analysed enterprise. In the research part, the authors proposed Lean Production improvement tools (SMED, TPM, Method 5S) to optimize logistics processes and production. Practical Implications: Lean Management is one of the most popular concepts to improve the company production process, based on the principles and tools of the Toyota Production System. It is defined as a management philosophy, according to which the company strives for the optimal use of work resources, and its activities are focused on self-improvement and the constant elimination of waste. Originality/value: The authors argue that it is important to introduce the proposed improvements to optimize logistics processes and production, and that they are possible to implement in other manufacturing companies.

Flexible Process Planning Design and Resource Optimization

Manufacturing processes undergo various transformations based on technological advancements and industry expectations. At initial times, during the period of first Industrial revolution, products were getting manufactured using human capabilities and skills. Then, electrically-driven motors, machines and conveyors were used. Now in the fourth Industrial revolution, Industries are equipped with automation, robots and cyber-physical systems. But adopting such technologies requires a high capital investment which cannot be accommodated by some start-ups. In this research paper, a case of a start-up which manufactures straws and vessel scrubbers in an eco-friendly manner as an initiative towards sustainability has been discussed. The key product of the company is biodegradable straws which are manufactured from coconut leaves through a set of processes. The scope of the research is to develop a labour-intensive process planning model. Managing contemporary issues is a big task for the company because of the dynamic nature of the environment. In this case, the demand for straws changes based on customer preference and accordingly, the manufacturing processes need to be revised. Hence, developing a rigid planning model is not an effective solution, so that, flexible manufacturing process needs to be developed. There is always a scope of improvement towards betterment and optimization in a manufacturing process. It is not necessary that the improvements should lead to drastic results. Japanese manufactures who bring the Toyota Production System (TPS) believe that small improvements in a continual basis will fetch better results in terms of quality, efficiency and lead time reduction. Once the model is developed, areas of improvement to optimize the resources are found out and iterations of process planning model were carried over to improve the efficiency. Through the study, it is found that the development of a flexible process plan is required to compete with the changing business scenarios.

An improved lean assessment based on employee perception

PurposeThe Toyota Production System has been studied for its business success for several decades. Many companies have tried to imitate but have not achieved Toyota-like results. Failure in the ability to replicate Toyota's supportive culture has been suggested as a cause for the lack of success. Studies on lean implementation have been conducted from external views focusing on visible indicators, but few seek the employee's perception of lean initiatives. The authors propose a Toyota Production System – Toyota Way (TPS-TW) model approach using employee perception and quantitative performance metrics.Design/methodology/approachThis research represents an improvement of a lean assessment instrument using quantifiable performance metrics for validation and testing it in the Chinese automotive industry. A survey was developed and executed in the Chinese automotive industry with participants involved with lean implementation. Experts helped examine the content validity, and reliability analysis was used to study the structure of the assessment instrument and evaluate internal consistency. Confirmatory factor analysis and structured equation modeling were used to test the construct validity. Finally, survey results and actual performance were analyzed.FindingsThe results of this research validated the TPS-TW model and assessment instrument in the Chinese automotive industry.Originality/valueThis research validates an employee perception survey that can be utilized by organizations to understand the state of their lean implementation. The research supports the use of employee perception to reflect the reality of a lean initiative and proves the TPS-TW model is an effective theoretical framework for assessment.

Lean readiness factors for construction organizations

Application of the principles of the “Toyota Production Systems” and the advancements such as lean management systems for the construction projects are very beneficial. Implementation of lean systems in any organization is a journey of transformation that requires an intrinsic recognition of the need and commitment towards improvement, driven with passion by the top management, changes to existing organizational cultures and practices before it can be implemented. Studies have been documented that more than 90% of the organizations fail in their journey of lean implementation and a majority of the organizations have failed to sustain the implementation and reap the benefits thereon. Research has been conducted in SMEs and manufacturing, healthcare & emergency, humanitarian & higher education domains to identify a set of conditions/practices which indicate the state of readiness of organizations to embrace the lean journey. Currently, no studies exist which have investigated the aspect of lean readiness of construction organizations. The present study has identified the lean readiness factors for construction organizations covering all the phases of construction projects, through literature review and experts’ opinions. The factors identified form the basis for the design of the framework which shall benefit construction organizations immensely for sustainable lean transformation.

Six-Sigma And Lean Thinking in Healthcare: A Comprehensive Literature Review And Critical Assessment

Six-Sigma And Lean Thinking in Healthcare: A Comprehensive Literature Review And Critical Assessment Eisenhower C. Etienne, Ph.D; Mineke E. Etienne, MD, FACFP Abstract Purpose: This paper undertakes a comprehensive review of the literature on six-sigma and lean thinking in healthcare as the basis for critically evaluating current success in their deployment in the healthcare industry. Design/methodology/approach: A reasonably exhaustive search of the literature was undertaken. This search targeted both research on six-sigma and lean thinking and specific research on six-sigma and lean thinking in healthcare. Findings: Five conclusions emerge from the review. First, the measurable impact of six-sigma and lean thinking on the quality, cost, responsiveness and efficiency of healthcare organizations as evidenced by the results reported for improvement projects is modest, at best. Second, six-sigma and lean thinking improvement projects have targeted a very limited range of areas. There is no evidence of attempt to evaluate the extent to which these improvement were long lasting or permanent. Third, the improvement projects uncovered by our literature review generally leave untouched the core technologies, practices and methods of medical practice and delivery of healthcare. This means that none of the cases reported targeted or achieved the deep and permanent culture change that is the sine qua non of six-sigma and lean thinking implementation. Fourth, we uncovered no case of a healthcare organization that can be said to be prototypical six-sigma or lean thinking one of the calibre of Toyota Production System (TPS) or GE Capital. Finally, our research found no systematic attempt to build a theory of healthcare service delivery processes/operations. Such a theory is a pre-requisite to the systematic adaptation of six-sigma and lean thinking in these organizations. Originality/value: First, this research has documented the state-of-the-art on the deployment of six-sigma and lean thinking in healthcare. Such documentation is the first step in any systematic effort to identify areas where progress has been made as well as avenues for further research. The review demonstrates that very little systematic deployment of six-sigma and lean thinking in healthcare has been achieved and that the field of research is fundamentally wide open. Second, the review provides rather conclusive evidence that pronouncements to the contrary, the broad applicability of six-sigma and lean thinking, as these paradigms were originally conceived of and as they are currently used to guide research in healthcare, is far from established. Third, the very weak results of research undertaken thus far speak rather forcefully to the need to make radical change in the six-sigma and lean thinking paradigms to make them applicable to healthcare organizations. Fourth, the identification of a need for a theory of healthcare organizations may prove to be significant for the deployment of six-sigma and lean thinking in healthcare. Full Text: PDF DOI: 10.15640/rcbr.v9n1-2a2

Implementation of a standard work routine using Lean Manufacturing tools: A case Study

Abstract: Due to technological advances, trade politicies and society's consumption patterns, competitiveness among companies has increased considerably, requiring practices that provide a constant improvement in production indicators and product quality. In this context, the use of Toyota Production System tools, also known as Lean Manufacturing, have a fundamental role in the elimination of waste and continuous improvement of industrial production levels. Thus, this work aims to implement a standardized work routine among employees working in a market of parts in an Agricultural Machinery industry, which lacks production methods. To represent this situation, real data were used, which correspond to the needs of the assembly line, and which served as the basis for the analysis and implementation of a new work routine. The results obtained enabled the creation of a standardized work routine, which was obtained by balancing activities between operators and eliminating activities that did not add value to the product.

How Can Lean Manufacturing Lead the Manufacturing Sector during Health Pandemics Such as COVID 19: A Multi Response Optimization Framework

Lean manufacturing has been used for the last few decades as a process and performance improvement tool. Initially known as Toyota production system (TPS), lean is now used in almost all service and manufacturing sectors to deliver favorable results such as decreased operational cost, increased customer satisfaction, decreased cycle time, and enhanced profits. During the coronavirus disease (COVID 19) pandemic, the manufacturing sector struggled immensely and could not function well even after lockdown was eased in many countries. Many companies found out there are not ready to conform with new regulations made by authorities in many countries. This paper proposes the use of simulation and multi response optimization in addition to other typical lean tools in order to arrive at optimum performance at the end of each project through an established optimization framework. The framework is used in a real case study performed at an aluminum extrusion factory. Lean manufacturing helps organizations to operate with smaller number of resources. It standardizes all processes so that most of the jobs can be done by most of the workers, but this is not enough to create a healthy, sanitized work place. Our framework utilizes the strengths of lean tools and adds pandemic readiness factor to them to ensure improvement in performance and health pandemic readiness. Implementation of the framework in the case company resulted in 50% reduction in labor, $730000 in expected annual cost savings, reduction in inventory levels, improved employee morale and the achievement of pandemic ready status.