Lean implementation strategies: how are the toyota way principles addressed?
01 Nov 2016-South African Journal of Industrial Engineering (Stellenbosch Univ)-Vol. 27, Iss: 3, pp 79-91
TL;DR: In this paper, the authors reviewed the extent to which the human dimensions of the lean philosophy, as described in the Toyota Way management principles, have been incorporated in lean implementation strategies, and found that few of the principles feature prominently in these strategies.
Abstract: Lean manufacturing is widely considered to be a proven organisational improvement philosophy, yet the success rate of lean implementation in industry remains relatively low. Neglect of the human aspect of lean manufacturing is often cited as the leading reason for this, despite the emphasis so clearly placed upon this aspect by the creators of the lean philosophy. This article reviews the extent to which the human dimensions of the lean philosophy, as described in the Toyota Way management principles, have been incorporated in lean implementation strategies. It is found that few of the principles feature prominently in these strategies. Notably absent are those linked to the ‘respect for people’ pillar , which forms half of the T oyota Way’s foundation. This conclusion indicates that the adoption of the lean philosophy runs contrary to the oft-repeated message from its creators that no tenet of the philosophy should be favoured at the expense of another. This may provide valuable insight into the reasons for the high implementation failure rate.
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Book•
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period
1,793 citations
TL;DR: In this paper, the authors investigate, report and interpret the true, original meaning of the Toyota Way Respect for People (RFP) principles as intended by their creators and propose a conceptual RFP lean implementation framework.
Abstract: The purpose of this study is to investigate, report and interpret the true, original meaning of the Toyota Way Respect for People (RFP) principles as intended by their creators.,The investigation was conducted by means of a systematic literature review, and findings are reported in an RFP framework and interpreted by proposing a conceptual RFP lean implementation framework.,It was found that the literature on the subject is fragmented, though consistent, among various sources. No single framework was found that explained the RFP principles. The difference between and necessity for two value streams were discovered – a traditional product value stream that highlights problems and an additional people value stream that delivers people that can solve these problems. Furthermore, key emerging themes of RFP were found to be teamwork, develop and challenge people, motivation, develop people as problem-solvers, safety, remove waste and display people’s capabilities.,The conceptual RFP lean implementation framework remains untested. Future research should, therefore, focus on gathering empirical data concerning the applicability and validity of the proposed conceptual RFP lean implementation framework in different contexts.,The explanation of the two different value streams allows organisations to shift their focus towards developing employees’ career paths, which will subsequently contribute towards improved organisational performance. The conceptual framework can also assist managers in providing the necessary psychological support during the change process of lean implementation. Thus, the proposed implementation framework suggests how to show RFP during lean implementation by assisting organisations to have a more balanced focus between the lean tools and techniques and the human side of lean management.,A contribution is made to the prevailing lean implementation literature by reporting the true, original meaning of the RFP principles as a single recapitulated framework. Furthermore, a conceptual RFP lean implementation framework is proposed that incorporates these RFP principles, according them the significance they are due. This review offers an understanding of the people aspect of lean implementation and proposes a practical means of addressing this often-neglected factor. The RFP framework and the RFP lean implementation framework could, therefore, possibly assist organisations in achieving more successful lean implementations.
32 citations
TL;DR: In this paper, a scoping review of works from recent years (2015 to 2019) was done to analyze the role of value stream mapping (VSM) in this context.
Abstract: Lean healthcare aims to manage and improve the processes in the healthcare sector by eliminating everything that adds no value by improving quality of services, ensuring patient safety and facilitating health professionals’ work to achieve a flexible and reliable organization. Value Stream Mapping (VSM) is considered the starting point of any lean implementation. Some papers report applications of VSM in healthcare services, but there has been less attention paid to their contribution on sustainability indicators. The purpose of this work is to analyze the role of VSM in this context. To do so, a scoping review of works from recent years (2015 to 2019) was done. The results show that most applications of VSM reported are in the tertiary level of care, and the United States of America (USA) is the country which leads most of the applications published. In relation with the development of VSM, a heterogeneity in the maps and the sustainability indicators is remarkable. Moreover, only operational and social sustainability indicators are commonly included. We can conclude that more standardization is required in the development of the VSM in the healthcare sector, also including the environmental indicators.
22 citations
TL;DR: This paper provides an overview of the quality tools and methods such as quality techniques and links to manufacturing process quality and manufacturing costeffectiveness; it focuses on manufacturing processes and perceived quality problems associated with the supplier’s quality issues.
Abstract: In recent years, besides high productivity of the manufacturing process, quality issues (including safety requirements and cost efficiency) have both become major market drivers. In order to meet all the above objectives, so as to achieve competitive advantages, a number of quality techniques need to be implemented within the manufacturing process. Starting from the general manufacturing model and presenting a supply-chain philosophy, this paper provides an overview of the quality tools and methods such as quality techniques and links to manufacturing process quality and manufacturing costeffectiveness; it focuses on manufacturing processes and perceived quality problems associated with the supplier’s quality issues. Additionally, the impact of the component supplier on the overall quality of the final product needs to be distinguished from the impact of the manufacturing process. Based on the model of the general manufacturing process the authors propose methods of effective deployment for the most common quality methods and tools within different manufacturing areas. In the discussion the authors propose certain quality techniques to improve the key performance indicators (KPI) within the manufacturing process. © 2017 PEI, University of Maribor. All rights reserved.
19 citations
Dissertation•
01 Jan 2019
18 citations
References
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Book•
01 Jan 2004
TL;DR: The "Toyota Way" as mentioned in this paper is a set of 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture, and can be applied to any business process, whether in services or manufacturing.
Abstract: 'This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business' - Gary Convis, Managing Office of Toyota. Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide."The Toyota Way" reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles - known as the 'Toyota Production System' or 'Lean Production' - to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.Drawing on his extensive research on Toyota, Dr.Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean-but aren't. The fourteen management principles of the "Toyota Way" create the ideal environment for implementing Lean techniques and tools.Dr. Liker explains each key principle with detailed, examples from Toyota and other Lean companies on how to: foster an atmosphere of continuous improvement and learning; create continuous process 'flow' to unearth problems; satisfy customers (and eliminate waste at the same time); grow your leaders rather than purchase them; get quality right the first time; and grow together with your suppliers and partners for mutual benefit.Dr.Liker shows the Toyota Way in action, then outlines how to apply the "Toyota Way" in your organization, with examples of how other companies have rebuilt their culture to create a Lean, learning enterprise. "The Toyota Way" is an inspiring guide to taking the steps necessary to emulate Toyota's remarkable success. What can your business learn from Toyota? How to double or triple the speed of any business process? How to build quality into workplace systems? How to eliminate the huge costs of hidden waste? How to turn every employee into a quality control inspector? How to dramatically improve your products and services! With a market capitalization greater than the value of General Motors, Ford, and Chrysler combined, Toyota is also, (by far), the world's most profitable automaker.Toyota's secret weapon is Lean production - the revolutionary approach to business processes that it invented in the 1950's and has spent decades perfecting. Today businesses around the world are implementing Toyota's radical system for speeding up processes, reducing waste, and improving quality. "The Toyota Way", explains Toyota's unique approach to lean - the 14 management principles and philosophy that drive Toyota's quality and efficiency-obsessed culture. You'll gain valuable insights that can be applied to any organization and any business process, whether in services or manufacturing.Professor Jeffrey Liker has been studying Toyota for twenty years, and was given unprecedented access to Toyota executives, employees and factories, both in Japan and the United States, for this landmark work. The book is full of examples of the 14 fundamental principles at work in the Toyota culture, and how these principles create a culture of continuous learning and improvement. You'll discover how the right combination of long-term philosophy, process, people, and problem solving can transform your organization into a Lean, learning enterprise - the Toyota Way.
3,174 citations
"Lean implementation strategies: how..." refers background or methods in this paper
...Stewart [14] and Liker [13] warn that this misconception could have a negative effect on an organisation....
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...Tips for a lean transition [13] Prerequisites for a lean transition [4] TTL — Production operation level [25] TTL — Enterprise level [26] Kaizen workshop [27]...
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...Similarly, Fujio Cho, Toyota’s former chairman, emphasised the focus on people in the following famous statement: “First we build people, then we build cars” [13]....
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...82 Figure 2: Illustrating the difference between the TPS house (adapted from [13]) and the Toyota Way 2001 model (adapted from [20]) in terms of their foundations and pillars...
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...According to Convis7, and as quoted by Liker [13], there is something more important than the actual improvements that individuals contribute:...
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Book•
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period
1,793 citations
"Lean implementation strategies: how..." refers background in this paper
...It seems that Taiichi Ohno’s ‘respect of people’ pillar is given less attention than it should receive [11, 15]....
[...]
...Taiichi Ohno [12], the originator of the Toyota Production System (TPS), realised the importance of including people in achieving continuous improvement when he created “the second, and equally important pillar, namely respect for people” in his book, Toyota Production System: Beyond LargeScale Production....
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...Unfortunately, it seems that “the second, and equally important pillar” [12], ‘respect for people’, has largely been forgotten....
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...[12] Ohno, T. 1988....
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Journal Article•
1,493 citations
"Lean implementation strategies: how..." refers background in this paper
...It is noteworthy that the term ‘lean’ was never used historically within Toyota [19, 20]....
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...The lean movement was launched when Womack and associates released the ground-breaking book, The Machine that Changed the World [19], in 1990....
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TL;DR: This paper provides an overview of continuous improvement, its inception, how it evolved into sophisticated methodologies used in organizations today, and existing research in this field in the literature.
Abstract: – To provide an overview of the history, evolution, and existing research on continuous improvement., – Extensive review of the literature., – This paper provides an overview of continuous improvement, its inception, how it evolved into sophisticated methodologies used in organizations today, and existing research in this field in the literature., – It does not provide an exhaustive review of the existing literature, or an exhaustive list of all continuous improvement programs, only the most well known., – This paper traces how organizations have used various tools and techniques to address the need for improvement on various levels. The paper also presents research conducted in this field. It should be of value to practitioners of continuous improvement programs and to academics who are interested in how continuous improvement has evolved, and where it is today. To the authors’ knowledge, no recent papers have provided an historical perspective of continuous improvement. Furthermore, our paper also discusses the existing research in this field.
583 citations
"Lean implementation strategies: how..." refers background in this paper
...This, however, is not the case — kaizen is only the CI aspect within lean manufacturing [16]....
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...81 CI is a philosophy that Deming [16] described as “improvement initiatives that increase success and reduce failures”....
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...81 CI is a philosophy that Deming [16] described as “improvement initiatives that increase success and reduce failures”....
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...Examples of such CI initiatives or methodologies are the Theory of Constraints (TOC), Six Sigma, Total Quality Management (TQM), Balanced Scorecard, and lean manufacturing [16, 18]....
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TL;DR: In this article, the authors report on extensive case-study based research exploring how high involvement in continuous improvement can be built and sustained as an organisational capability, and present a reference model for assessment of progress in the evolution of such capability.
475 citations