Toyota Motor Company System Thinking and Approaches revised-2
Toyota Motor Company System Thinking and ApproachesBackground Information SystemsThere automobile industries has many characteristics that handle the manufacturing and design aspects throughout the world. Lean manufacturing methods are the most commonly used. The most efficient and influential to all of these methods is the “Toyota Production System” (TPS). Toyota’s founding fathers invented the TPS in 1930 in Japan. The TPS continuously evolves making it a benchmark for the manufacturing, product development or any other sector of industry. It is wholly based on “Socio-Technical” systems in a continuously changing production environment.Toyota Company uses Lean Approach as holistic system thinking. Lean is ‘Pull’ approaches where all work items are prioritized and when one task is complete the team ‘pull’ the next one off the list. The model of systems thinking described here as derived from the Toyota production system (TPS). This system owes its existence to the long-serving CEO Taichi Ohno. The TPS is one of the best examples of a well articulated system that combines the best thought processes and modern operations (Ohno, 1978; Womack et al., 1990)Selection of SystemThinking about service organizations represents a paradigm shift in terms of thinking about design and management of the work, and as such, it represents an excellent level for improvements of service design. Toyota Motors aimed to eradicate waste and in this pursuit, they changed many pre-conceptions inherited from mass production traditions. They understand the immediate and delayed impacts of change as well as direct and indirect results of these changes thus they opted for Lean Approach system thinking for manufacturing. Lean evolved from the manufacturing philosophy called the Toyota Production System (TPS).Systems Objectives/PurposeToyota Motors primary aim of using lean manufacturing system thinking approach was to design a process to conduct the development of job competencies and use active learning strategies to boost production, thus the invention of Toyota Production Systems.Historically it has had four primary aims that are consistent with these values and objectives: The four goals are as follows:1. Provide excellent quality in terms of the consumer products.2. Improve each worker’s potential, using mutual respect and trust as guidelines.3. Through the elimination of waste, reduce costs and boost the profit margins
4. Adapt the production methods and standards to meet the most efficient and beneficial industry standards.The management realized that in order to achieve these objectives, there was a need to identify the sources of waste and mitigate the risks associated with that problem. Management identified these decisions as integral for the achievement of the main objectives necessary for the success of Toyota as both a lean company and enterprise.EnvironmentWithin the lean manufacturing philosophy of the TPS, the works of W. Edwards Demming and Henry Ford were heavily present In addition, the lean manufacturing philosophy was reinforced using other techniques associated with the development of efficiency within enterprises These included; Six Sigma, total quality management, and theory of constraints. Although these techniques have been integral in developing US business success stories since the 1980’s, they proved to be less than adequate for the case at hand. Therefore, lean management techniques were the best option.Sub-Systems Objectives/PurposeToyota is serious about long-term thinking and its sub-systems aims. The aim of the company has been to add value to its clients while at the same time achieving its objectives. This combination of factors forms the core objectives that surround the company’s aim of running a lean organization. In addition to lean operations and fiscal success, the company also strives to reduce the pollution footprint by employing environmentally friendly operating strategies.System RelationshipsToyota Motor Corporation since the physical embodiment, or indicates, to achieve these six requirements with the ultimate goal of expense reduction, developed the Toyota Output System. Once a stable lean system design was at place, elimination of waste would lead to cost reduction in manufacturing. These central features based in the two pillars connected with JIT and Jidoka plus the foundation of standardized operate and kaizen. JIT (Just-in-Time) means to make only what is required, when it is needed and within the quantity needed. Jidoka would be the practice of designing machines and processes to produce perfect quality through speedy recognition and solution connected with problems. Implicit in all of TPS, especially within standardized work and kaizen, is a deep problem for safe and ergonomic working conditions always.
System: Between each connected with its Sub-Systems
There are two primary pillars in the system. The first and quite a few famous pillar of the device is
Just In Occasion (JIT). The JIT concept aims to make and deliver the appropriate parts, in the appropriate amount, at the right time with all the minimum necessary resources. This system reduces inventory, and strives in order to avoid both early and over production. Producing in some sort of JIT fashion exposes problems quickly. With fewer inventories inside a system, the complex processes expose production that’s disrupting flow.
Most companies shy aside problems and use inventory to hide these problem and avoid potential disruptions. In Toyota, however opposite logic is utilized. By reducing inventory, you expose the actual problems in a manufacturing process quickly and focus requirement for improvement. This notion of surfacing problems and abnormalities is a critical concept in TPS. Obviously, unless you can solve the problem that you expose there exists a danger to this tactic.
There are several critical components to TPS: tact time, flow production, brings via kanban, and Ranking up (heijunka). There are a couple parts to Judoka –
1) Building in quality in the process and
2) Enabling separation of man coming from machine in work situations.
Jidoka is a Japanese people word that ordinarily indicates automatic or automation. Nonetheless, Toyota puts a specific twist on this word by adding what is known as a “radical” in depicting kanji heroes. The radical added to the left of one of your kanji characters in Jidoka indicates “human”.
The basis in the Toyota Production System is usually absolute elimination of squander. The two pillars that this is dependant on are just-in-time and autonomation. In just-in-time production, a later process goes to an earlier process within the operation flow and withdraws only how many parts needed, when they are needed. Autonomation refers to automating a task to include inspection. Human attention is important only when a deficiency is detected (the machine will minimize and not continue until the issue is solved)
In other words TPS aspires for processes that are equipped for making intelligent decisions and shutting down automatically in the first sign of an abnormal condition say for example a defect, or other issue. The goal is not to ever run continuously but quite simply to stop running automatically when trouble arises. This specific automatic stops function facilitates stop defects from avoiding downstream, prevents injury, boundaries machine damage, and enables a better consider the current condition whenever there exists a problem.Problem/Challenge IdentificationIn case there is a technical glitch with one part of the assembly line; the whole system shuts down automatically. In terms of manufacturing efficiency, this is not a good system. While this is not a good system in terms of operational efficiency, it is very instrumental in developing teamwork among the workers because they have to think together to resume operations (Morgan James and Liker J.K., 2006). The team had a chance to experience this phenomenon first hand in the weld shop at the Toyota Motor Manufacturing Texas (TMMTX) at San Antonio plant.In September 2010, one of the lifter robots was put to the test by intentionally dropping it. The one tone tool caused the entire system to shut down which affected the plant’s output considerably. Surprisingly, instead of anyone pointing fingers, the entire team got underway trying to identify the problem using multiple point analysis and trouble shooting. Within three hours, the faulty robot was identified, repaired and the plant’s operations resumed. The main issue worth consideration here is how Toyota instructs its workers to act together under the shadow of the problem and emerge with a viable solution that not only fixes the issue, but trains them to act in unison. In essence, the team benefit from each problem.
Problem ContextToyota managers or engineers do not have to do a cost analysis every time they want toImplement something which improves the flow. Cost is obviously a factor, but the bias is to create flow. This way the focus is strategically on reducing inventories over time to improve flow. In fact, inventory buffers in the right place can allow for better overall flow across the enterprise. (Kennedy M.N., 2003)Stakeholder expectations Prosperous lean implementation is approached at a strategic perspective and companies seek to reach certain goals with slender initiatives. As creating a slender workplace requires changing the organization culture a robust change management strategy is required. Such abrupt Policy changes need a top-down approach to decision-making. Mader in his book emphasizes the requirement for strong top management leadership in the implementation process. Carefully determined Kaizen events should service the organization’s strategy as well as vision.
Only seeing lean like a quick fix, may give some workers the impression that Lean may well not work in certain surroundings, i. e. in low volume operations. Spear (2004) says which at Toyota managers represent enablers and in which sense coach co-workers in solving problems instead of just fixing them.Strong leadership is crucial for the success with this initiative.
Selection of Program Methodology
To understand Toyota’s achievements, you have to unravel the paradox – you need to see that the firm. Specification is the very thing that produces the flexibility and ingenuity possible. That’s what we came to realize after an intensive, four-year study of this Toyota Production System by which we examined the inner workings greater than 40 plants in the states, Europe, and Japan, some operating according to the system, some not.
Your Toyota Production system utilizes the hard system technique. Hard systems approaches programs analysis, structured methods, programs engineering and operations investigation.Objective reality of systems in the world–Well-defined problem-solving includes;–Technical factors foremost–Scientific approach to problem solving–An ideal solutionApplication of System MethodologyBrief description of the systems methodologyHard systems – rigorous techniques and procedures to produce unambiguous solutions to help well defined info and processing troubles, focused on computer system implementations.
In order to maximise production efficiency, thoroughly analyze along with improve process before seeking to improve operations. You can find four distinct process elements in the flow of raw materials into products.
(i) Processing – a physical change towards the material or its quality
(ii) Inspection – comparison having an established standard
(iii) Transportation – the movements of material as well as products; a transform in its placement.(iv) Delay – a period during which no processing, inspection or transport occursThere are two types of delay:(a) Process delay – an entire lot waits while the previous lot is processed, inspected or moved.(b) Lot delay – while one piece is processed, the others wait. They wait either to be processed or for the rest of the lot to be doneImplementation IssuesImplementation on the Toyota Production System in a dynamic lean manufacturing viewpoint,
Supported by systems along with tools, requires consistent effort and education. In order to remain to compete in the particular global automotive component market and gives for the needs of customers, employees and buyers, it is essential that every employees become experts from the principles of the TPS Technique thinking and approach.TPS is that people are the most important asset and forthat reason management must have a shop floor focus in order to identify non-value addingtasks. As lean transformation is a profound change in business culture (Womack, Jones, Ross, 1990), implementation processes fail due to various reasons and it has to be said, that both Ohno (1988, p.156) do rarely mention the change process itself.In order to shed light on the additional critical success factors of successful TPS and lean implementation the Henley transformational framework was used to classify the relevant criteria mentioned by various authors. In the following part of the literature review this model was used as a frame of reference as the authors dealing with Lean and TPS mainly only provide bullet points but no holistic approach or scheme
Conclusion
In order to maintain a reliable organization, Toyota encouraged all its stakeholders on the need to act in unison in the face of problem. Using philosophies such as lean operations and JIT, Toyota has succeeded in making sure that the company releases high quality products, in a timely manner, and handles any issues that arise in a systematic manner.
The results of the organization would most likely be an equitable return on the investors’ equity. In addition, the employees would benefit from equitable wages and competitive bonus on their activities. Based on thorough theoretical analysis and personal observations from Toyota sales offices, the company sticks with its philosophy. These claims are backed up by the results of the Toyota Company and its partners in the global motor vehicle manufacturing industry where it as won numerous awards. Based on the survey work done by J.D Powers and Associates on Toyota and Lexus seem to suggest that the company remains on the top in the global motoring sector.
REFERENCES
Jackson, Michael C. (2004) Systems Thinking: Creative Holism for Managers, John
Wiley & Sons, Chichester, West Essex.
Cavaleri, Steven & Obloj, Krzysztof (1993) Management Systems: A Global Perspective, Wadsworth, Belmont, CA.
Pair reported missing in upper Kern – Kern Valley Sun: News. (n.d.). Retrieved from http://www.kernvalleysun.com/news/article_8d163c36-80bf-5973-80fc-aca5d964ac27.html
Rationalizing the Design of the Toyota Production System: A … (n.d.). Retrieved from http://systemdesignllc.com/pdf/paper15.pdf
Demystifying: Agile, Lean, TOC, Systems Thinking & 6-Sigma (Pt2). (n.d.). Retrieved from http://www.ambitiousmanager.com/demystifying-change-agile-lean-toc-systems-thinking-6-sigma-part-ii/_br Demystifying: Agile, Lean, TOC, Systems Thinking & 6-Sigma (Pt2). (n.d.). Retrieved from http://www.ambitiousmanager.com/demystifying-change-agile-lean-toc-systems-thinking-6-sigma-part-ii/_br
Five Examples Of Simple Systems In Healthcare Free Essays. (n.d.). Retrieved from http://www.studymode.com/subjects/five-examples-of-simple-systems-in-healthcare-page1.html_br Five Examples Of Simple Systems In Healthcare Free Essays. (n.d.). Retrieved from http://www.studymode.com/subjects/five-examples-of-simple-systems-in-healthcare-page1.html_br
