Relevant bibliographies by topics / Toyota production

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Toyota production'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Toyota production.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Toyota production"

1

Loyd, Nicholas, Gregory Harris, Sampson Gholston, and David Berkowitz. "Development of a lean assessment tool and measuring the effect of culture from employee perception." Journal of Manufacturing Technology Management 31, no. 7 (March 3, 2020): 1439–56. http://dx.doi.org/10.1108/jmtm-10-2019-0375.

Full text
Abstract:
PurposeFew companies have had the success that Toyota Motor Corporation has experienced over the past 70 years. Many give credit for Toyota's success to the company's famous Toyota Production System. Companies outside of Toyota have tried to implement versions of Toyota's system as Lean production; however, few companies have experienced the success of Toyota, and none have experienced Toyota's sustained success. In 2001, Toyota released a publication entitled The Toyota Way 2001 as a set of globalized standards of the culture that drives the success of the Toyota Production System.Design/methodology/approachThis research examines the effect of the Toyota Way on the implementation of Lean production outside of Toyota. A survey was developed and a study was performed on a sample of 349 participants with Lean experience. Structural equation modeling was used to test the relationship between the Toyota Way culture, Lean production, and achieving the desired Lean production system results.FindingsThe results of this research discovered that the existence of the Toyota Way culture has a significant and positive mediating effect on a Lean production system achieving the desired Lean results.Originality/valueThis research created a validated survey instrument that can be used to evaluate and understand the status of a Lean implementation initiative based upon employee perception. The results of this study support assertions made by Lean practitioners and previous research stating that culture affects the level of success of Lean production system implementation. While this may not seem like breaking news, prior to this study no statistically validated research supporting such an assertion could be found. Furthermore, this research defines culture very specifically as the Toyota Way culture as outlined in The Toyota Way 2001.
APA, Harvard, Vancouver, ISO, and other styles
2

Kidd, John, and Yashiro Monden. "Toyota Production System." Journal of the Operational Research Society 46, no. 5 (May 1995): 669. http://dx.doi.org/10.2307/2584544.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Saruta, Masaki. "Toyota Production Systems: The ‘Toyota Way’ and Labour–Management Relations." Asian Business & Management 5, no. 4 (November 21, 2006): 487–506. http://dx.doi.org/10.1057/palgrave.abm.9200198.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Kidd, John. "Toyota Production System (2nd edition)." Journal of the Operational Research Society 46, no. 5 (May 1995): 669–70. http://dx.doi.org/10.1057/jors.1995.96.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Mielczarek, Krzysztof, and Krzysztof Knop. "Assessment of production processes functioning in the case of air bag production." MATEC Web of Conferences 183 (2018): 04009. http://dx.doi.org/10.1051/matecconf/201818304009.

Full text
Abstract:
In the chapter was presented enterprise producing air bags. described. Toyota’s management principles by Jeffrey Liker were pointed out, which refers to production process (second). An innovative BOST questionnaire survey was characterized as a tool for transformation of Toyota’s management principles into questions. Survey and research method determined as BOST (the name of the is an acronym created from the first two letters of the name and surname of his creator i.e. Stanislaw Borkowski, professor of technical and economic sciences, the acronym is legally protected). Results of the questionary were introduced. It was made an analysis in the range of the principle 2 of Toyota. It was shown analysis of respondent’s characteristics. Next structure of assessments was determined and some statistical graphs were built.
APA, Harvard, Vancouver, ISO, and other styles
6

Chiarini, Andrea, Claudio Baccarani, and Vittorio Mascherpa. "Lean production, Toyota Production System and Kaizen philosophy." TQM Journal 30, no. 4 (June 11, 2018): 425–38. http://dx.doi.org/10.1108/tqm-12-2017-0178.

Full text
Abstract:
Purpose The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures. Design/methodology/approach The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis. Findings The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork. Research limitations/implications Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized. Practical implications The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures. Originality/value This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.
APA, Harvard, Vancouver, ISO, and other styles
7

Tomas, Cynthia Montaudon. "Recalling Toyota." Emerald Emerging Markets Case Studies 3, no. 5 (November 14, 2013): 1–10. http://dx.doi.org/10.1108/eemcs-10-2013-0198.

Full text
Abstract:
Subject area Quality control in the automobile industry. Supply chain management. Brand reputation. Decision making. Civil responsibility. Study level/applicability MBA. Case overview In 2004 a Toyota Hilux was involved in a traffic accident in Japan because of a defective rod which cracked. The driver lost control of the vehicle. In Japan, the problem was regarded as negligence, and Toyota implemented a recall program. Toyota's CEO needs to inform to the public how the issues related to the recall were not detected in the design and production process. Expected learning outcomes Understand how a problem in quality control occurred and to analyze all the possible causes and solutions. To identify the stakeholders that were involved in the problems, and to evaluate what was at stake for each one of them. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
APA, Harvard, Vancouver, ISO, and other styles
8

Towill, Denis R. "Industrial engineering the Toyota Production System." Journal of Management History 16, no. 3 (June 29, 2010): 327–45. http://dx.doi.org/10.1108/17511341011051234.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

SAKAI, HIROHISA, and KAKURO AMASAKA. "DEMONSTRATIVE VERIFICATION STUDY FOR THE NEXT GENERATION PRODUCTION MODEL: APPLICATION OF THE ADVANCED TOYOTA PRODUCTION SYSTEM." Journal of Advanced Manufacturing Systems 07, no. 02 (December 2008): 195–219. http://dx.doi.org/10.1142/s0219686708001577.

Full text
Abstract:
Traditional TPS (Toyota Production System), the foundation of JIT (Just in Time), has contributed to global business in the latter half of the 20th century as a Japanese production management system methodology. At present, Japanese companies are endeavoring to survive in a competitive market by expanding their global production, achieving globally consistent levels of quality, and carrying out simultaneous new model launches. An advanced production management principle, "Advanced TPS", has been proposed, involving the systematization of Japanese production management methodologies as a strategic tool for global production. The effectiveness of the proposed "Advanced TPS" was verified at Toyota Motor Corporation.
APA, Harvard, Vancouver, ISO, and other styles
10

Towill, D. "Handshakes around the world [Toyota production system]." Manufacturing Engineer 85, no. 1 (February 1, 2006): 20–25. http://dx.doi.org/10.1049/me:20060103.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Toyota production"

1

Raymond, Arthur James. "Applicability of Toyota production system to commercial airplane manufacturing." Thesis, Massachusetts Institute of Technology, 1992. http://hdl.handle.net/1721.1/12808.

Full text
Abstract:
Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering, 1992, and Thesis (M.S.)--Sloan School of Management, 1992.
Includes bibliographical references (p. 199).
by Arthur James Raymond.
M.S.
APA, Harvard, Vancouver, ISO, and other styles
2

Ochoa, Torres Miguel. "The Toyota production system : a study of its components." Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10299.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Yamaute, Nilton Masashique. "Dificuldades e benefícios da aplicação da manufatura enxuta em célula de montagem e injeção plástica de autopeças." Universidade de Taubaté, 2010. http://www.bdtd.unitau.br/tedesimplificado/tde_busca/arquivo.php?codArquivo=309.

Full text
Abstract:
O Sistema Toyota de Produção (STP) está sendo amplamente implementado em várias empresas ao redor do mundo, para se atingir um alto grau de desempenho, competitividade, acelerar processos, reduzir perdas e melhorar a qualidade. Devido à concorrência de mercado, pressões por baixo preços e por influência das montadoras, este processo se tornou importante na indústria de autopeças. Este trabalho apresenta uma pesquisa-ação, cujo objetivo é analisar as dificuldades e benefícios da aplicação das principais técnicas e ferramentas da produção enxuta em uma célula de montagem manual e no processo de injeção plástica em indústria de autopeças. O estudo também analisa a atuação do coordenador do projeto na Empresa. O procedimento utilizado foi a pesquisa bibliográfica, levantamento dos dados operacionais e questionários de pesquisa. Os resultados obtidos foram: a) a identificação das principais dificuldades na implementação, b) a identificação dos principais benefícios, c) a avaliação do atendimento das expectativas de cada projeto, d) avaliação desempenho do coordenador do projeto, e) melhoria nos resultados operacionais. Os resultados obtidos neste trabalho podem servir como base para futuros trabalhos, pesquisas e aplicações.
The Toyota Production System (TPS) is being widely implemented in various companies around the world to attain a high degree of performance, competitiveness, speed up processes, reduce waste and improve quality. Due to market competition, low price pressures and the influence of the automakers, this process has become critical in the auto parts industry. This study presents an action research aiming to examine the difficulties in implementing the key techniques and tools of lean production in a cell assembly manual and the injection molding process in the auto industry. The study also analyzes the performance of project coordinator at the company. The procedure used was a literature search, survey of operational data and survey questionnaires. The results were: a) identifying the major difficulties in implementation, b) identification of the main benefits, c) the assessment of meeting the expectations of each project, d) performance evaluation of the project coordinator, e) improvement in operating results. The results of this work can serve as a basis for future work, research and applications.
APA, Harvard, Vancouver, ISO, and other styles
4

Thuresson, Lisa. "Underlag för implementering av lean : För Atlas Copco Craelius AB." Thesis, Uppsala universitet, Industriell teknik, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-156883.

Full text
Abstract:
The Production Manager at Atlas Copco AB Craelius wants to adopt a lean approach to become more competitive. This thesis is an exploratory study of the subject and what it means for the business activity and its implementation process. The objective is to provide a basic understanding of lean to the company, and what this means for Atlas Copco AB Craelius. The report describes the industrial revolution in brief. This is because the company itself must understand where certain ways of looking at production management is derived from. Furthermore, it provides an understanding of Lean's origins. The report describes lean principles and outline, some of the lean tools and methods as well as what these mean for Atlas Copco Craelius AB. The focus of the report is on education and the importance of management's knowledge and understanding of the subject. At the end of the report an adequate but overall implementation program is presented as well as a few examples of possible improvements. The thesis is based on a basic literature review of production management and lean. To get a general understanding of the business, I studied the assembly for a few days, talked to the staff, participated in the daily pulse meetings and participated in the production office Friday meetings. I did a study at Atlas Copco Tools AB to learn how they managed the implementation of lean there. Furthermore, personal experience from previous training, work and study has influenced the report.
APA, Harvard, Vancouver, ISO, and other styles
5

Gonçalves, Sérgio Manuel Gago. "Impacto do TPS (Toyota Production System) na performance de empresas do sector automóvel." Master's thesis, Universidade de Aveiro, 2008. http://hdl.handle.net/10773/1615.

Full text
Abstract:
Mestrado em Gestão de Operações
O presente trabalho pretende demonstrar que o Sistema de Produção Toyota é na sua essência um Sistema de Gestão do Conhecimento. Sendo composto pela revisão das principais características de um Sistema de Gestão do Conhecimento e verificação da sua aplicação pela Toyota, através das metodologias preconizadas pelo seu Sistema de Produção. A análise é efectuada com recurso a dados de uma multinacional da indústria automóvel, que adoptou as metodologias nipónicas nas suas operações. Procurando verificar se à medida que as áreas, definidas no modelo conceptual de elevação de gestão de conhecimento, se vão desenvolvendo existe uma correlação directa com a evolução de indicadores chaves. Indicadores de qualidade, custos, entregas e recursos humanos. ABSTRACT: This research proposes to demonstrate that the Toyota Production System has in the essence one Knowledge Management System. The approach is made though a revision of the main characteristics of one Knowledge Management System and analysing there appliance by Toyota, trough the methodologies defined in the Production System. The analysis is made with data from a worldwide supplier, of the main automotive OEM’s, that implemented the Japanese’s methodologies in the daily operation. Trying to verify that when the areas, defined in the conceptual model of elevation of the Knowledge Management, are developed there is a direct correlation with the evolution of key indicators. Indicators of quality, costs, deliveries and human resources.
APA, Harvard, Vancouver, ISO, and other styles
6

OLIVEIRA, Alex Pires. "Avalia??o da ader?ncia do sistema de produ??o enxuta aplicado ? gest?o da produ??o de uma empresa automobil?stica." Universidade Federal Rural do Rio de Janeiro, 2009. https://tede.ufrrj.br/jspui/handle/tede/1033.

Full text
Abstract:
Made available in DSpace on 2016-04-28T20:19:28Z (GMT). No. of bitstreams: 1 2009 - Alex Pires Oliveira.pdf: 634353 bytes, checksum: c7db0dc2341c0dcfc0e617ed2abdb9a2 (MD5) Previous issue date: 2009-07-14
In the current global scene, where the competition is increasing, it distinguished the great vehicles manufacturers dispute. The first in this ranking is Toyota Motor Company, a Japanese manufacturer who constructed a successful history since the postwar crisis period in Japan and assumed the world-wide sales leadership in 2007. This system production benchmarking is widely accepted and it is explored by the whole world assembly plants, even so its application doesn t occurs in the same standards of Toyota, what means partial implantations, mistakes in the concept or hybrid solutions that alternate between a production system and another one. This work makes an analysis on the process of lean production implantation applied in a French automobile company. The objective of this work is to identify level of adequacy of the company analyzed in relation to the rules and lean production tools in its productive process. To reach this objective company employees interviews is used, the author direct observations, searches in internal organizations documents and theoretical survey of the study object, searching to identify the employees knowledge level and the existing practical in the company that is not lined up to the lean production principles.
No cen?rio globalizado atual, onde a concorr?ncia ? crescente, destaca-se a disputa dos grandes fabricantes de ve?culos. Liderando o ranking surge a Toyota Motor Company, fabricante japonesa que construiu sua hist?ria de sucesso desde a crise do p?s-guerra no Jap?o e assumiu a lideran?a mundial em vendas no ano de 2007. O benchmarking sobre este sistema de produ??o ? amplamente aceito e explorado pelas montadoras de todo o mundo, embora sua aplica??o nem sempre ocorra nos mesmos padr?es da Toyota, ou seja, implanta??es parciais, equivocadas no conceito ou solu??es h?bridas que alternam entre um sistema de produ??o e outro. Esta disserta??o faz uma an?lise sobre o processo de implanta??o da produ??o enxuta aplicado a uma empresa francesa do ramo automobil?stico. O objetivo desta disserta??o ? identificar o grau de ader?ncia da empresa analisada em rela??o aos preceitos e ferramentas do Sistema de Produ??o Enxuta em seu processo produtivo. Para atingir este objetivo utilizam-se entrevistas aos colaboradores da empresa, observa??o direta do autor, buscas em documentos internos da organiza??o e levantamento te?rico do objeto de estudo, buscando identificar o n?vel de conhecimento dos colaboradores e as pr?ticas existentes na empresa que est?o alinhadas aos princ?pios do Sistema de Produ??o Enxuta.
APA, Harvard, Vancouver, ISO, and other styles
7

Masai, Pierre. "Modeling the lean organization as a complex system." Thesis, Strasbourg, 2017. http://www.theses.fr/2017STRAD029/document.

Full text
Abstract:
Dans cette thèse, après avoir expliqué l'historique et les concepts principaux de l’organisation lean dans différents contextes, le monde des systèmes complexes est exploré, puis il est montré pourquoi le lean est lui-même un système complexe. Un modèle novateur du lean est proposé sous forme d'ontologie, le Lean Organization Framework (LOF), qui peut être appliqué à toutes les formes d’organisations. Le LOF est testé avec celles qui ont déjà été explorées, proposant ainsi des pistes d’amélioration (lean pour la fabrication, pour l’IT, pour les soins de santé, pour la fonction publique, pour les organisations non gouvernementales, pour les start-ups et pour l’éducation). Il peut également être appliqué à de nouveaux domaines d’activités avec l’aide d’experts dans ces domaines, une approche montrée avec les exemples nouveaux d’une fondation lean et de l’architecture d’entreprise lean (Lean EA) mais aussi en comparant l’organisation lean au système immunitaire, un exemple bien connu de système complexe. Ensuite, un modèle de processus lean est proposé, présentant les propriétés émergentes d’un système complexe, le hoshin kanri (gestion des objectifs de l’organisation), y compris dans sa dimension culturelle. Les résultats de son expérimentation pratique avec l’application eHoshin sont discutés et un premier prototype en open source est présenté, déjà utilisé à ce jour par une centaine d’organisations dans le monde. Une seconde expérimentation plus robuste dans l’industrie (Toyota, dans plusieurs fonctions et entités juridiques) est exposée. Le modèle théorique est enfin amélioré sur base des résultats obtenus. En annexe, les concepts du lean sont expliqués avec leur application à six domaines de connaissance différents et les programmes de simulations sont listés
In this thesis, after explaining the history and main concepts of the lean organization in various contexts, the world of complex systems is explored, then it is shown why the lean organization is itself a Complex System. A novel model of lean is proposed as an ontology, the Lean Organization Framework (LOF), which can be applied to all forms of organizations. The LOF is tested with those already explored (Lean Manufacturing, Lean IT, Lean Healthcare, Lean Government, Lean NGO, Lean Start-Up, Lean Education) and proposes ways to enhance them. It can also be applied to new domains with the help of subject matter experts, an approach that is checked with the novel cases of a Lean Foundation and Lean Enterprise Architecture (Lean EA), but also with the comparison of the lean organization with the immune system, a well-known Complex System example. Then, a model of lean process presenting the emergent properties of a Complex System is proposed: the hoshin kanri, or management of the organization objectives, including in its cultural dimension. The results of its practical implementation with the eHoshin application are discussed and a first open source prototype already used by around one hundred organizations in the world is explained. A second, more robust implementation in the industry is presented (at Toyota, extended to several departments and legal entities). Finally, the theoretical model is improved based on the experimentation results. In the appendices, the lean concepts are explained together with their application to six domains of knowledge and the simulation programs are listed
APA, Harvard, Vancouver, ISO, and other styles
8

Kjellberg, Ewa. "Förståelsen för OK>1." Thesis, Uppsala University, Department of Engineering Sciences, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-126405.

Full text
Abstract:

In 2005, Outokumpu began to implement its system of continuous improvement, OK> 1, at Avesta Jernverk. OK> 1 has not generated sufficient results on plant KPI:s. The purpose of this study is to identify the understanding,  participation and commitment regarding to OK> 1, and to suggest some actions to make OK> 1 more successful with emphasis on these three aspects. The thesis shall also determine whether there are any differences in the attitude towards OK>1 between Blue Collars and White Collars.

The study consisted of a survey, and interviews. The output from these methods were processed and analyzed and finally resulted in a SWOT – analysis and suggested actions for improving the understanding, participation and commitment towards OK>1. The thesis work also covered a literature study concerning Lean Production, to get a deeper understanding of how to implement Lean Production successfully.

The results of the survey pointed out that Blue Collars do not understand OK>1 as well as White Collars, and that they do not participate as actively as White Collars in improvement activities. To improve the results on plant KPI:s the thesis suggests following actions: education, simplification of methods and increased feedback from the management.

APA, Harvard, Vancouver, ISO, and other styles
9

Novelo, João Paulo Candeias Rosa. "Benefícios das técnicas de gestão do sistema de produção Toyota numa PME." Master's thesis, Instituto Politécnico de Setúbal. Escola Superior de Ciênciais Empresariais, 2014. http://hdl.handle.net/10400.26/7269.

Full text
Abstract:
Dissertação apresentada para cumprimento dos requisitos necessários à obtenção do grau de Mestre em Ciências Empresariais, ramo gestão de PME
Nesta época em que vivemos uma das mais graves crises económicas e a maioria dos mercados europeus e mundiais registam graves recessões, impõe-se um tempo de mudança de pensamento e de abordagem à gestão tradicional. Temas como a qualidade e o custo baixo adquirem relevância ainda maior na sobrevivência das empresas, visto que os mercados se encontram cada vez mais competitivos. Para isto, as empresas são forçadas a analisar com melhor detalhe e pormenor os seus processos e a redesenhá-los com vista à redução ou, em alguns casos, eliminação de tudo o que não acrescente valor para a empresa, ou seja, eliminação de desperdícios nos seus processos. A metodologia do sistema de produção Toyota embora iniciada e concebida no seio da produção, abrange todas as áreas de uma empresa, sendo transversal a toda a empresa desde a parte produtiva, administrativa, recursos humanos, qualidade, engenharia e até logística externa e interna. Esta ultima tem vindo a afirmar-se num contexto global, através da sua implementação em diversas empresas e consequente uso das suas ferramentas. Com isto, as empresas conseguem obter excelentes resultados na melhoria de qualidade, redução de custos, na relação com os seus clientes e até na melhoria de relacionamento interno entre os diversos departamentos. Esta dissertação pretende evidenciar através do estudo de caso único, como a aplicação de ferramentas e técnicas do sistema de produção Toyota no contexto real de uma empresa da indústria automóvel, que se encontra inserida num grande polo industrial de Setúbal como é o da Volkswagen Autoeuropa, pode proporcionar a criação e aumento de valor acrescentado e a eliminação de desperdícios nos seus processos. Para a realização deste estudo de caso da empresa Schnellecke recorreu-se ao estudo de inúmeras técnicas e ferramentas tais como a metodologia Lean, VSM, TPM, 5S, gestão visual, ferramentas da qualidade, os cinco porquês, poka yoke, sistema de controlo Kanban, processos uniformizados e folhas de processo, heijunka e Kaizen. Este estudo permite realçar a importância do sistema Toyota que se denota nos enormes ganhos obtidos tendo em conta os investimentos para a melhoria das situações.
Abstract: In the time that we live one of the most serious economic crises in which most European and world markets are experiencing severe recessions, managers are inevitably shifting the thinking and approach from the traditional management. Issues like quality and low cost acquire even greater importance in the survival of firms because markets are increasingly the competitive. To do this, companies are forced to examine with better detail their processes and redesign them with tools to reduce, or in some cases eliminate everything that does not add value to the company, or in other words the elimination of waste in their processes. The methodology of the Toyota production system although initiated and conceived within the production , covers all areas of a company , being cross functional throughout the company since production , administrative, human resources , quality, engineering, internal and external logistics. This has been asserting itself in a global context, with several companies implementing it and using their tools to obtain excellent results in quality improvement, cost reduction, better relationship with its customers and to the improvement of internal relationships between different departments. This dissertation intents to show how using the unique case study in the application of tools and techniques of the Toyota Production System in the actual context of a company from the automotive industry which is inserted into a major industrial center in Setubal as the Volkswagen Autoeuropa, can provide creation and increase of value added and eliminating waste in their processes. For the realization of this case study in the company Schnellecke resorted to the study of numerous techniques and tools such as Lean, VSM, TPM, 5S, visual management, quality tools, the five whys, poka yoke, Kanban control system, standardized processes and methodology sheets process, heijunka and Kaizen. This study allows us to highlight the importance of this Toyota system that denotes the huge gains made taking into account the investments of improving the processes.
APA, Harvard, Vancouver, ISO, and other styles
10

Björling, Johan, and Daniel Fransson. "Ett utvecklande och kunskapsdelnde förättringsarbete i prefabindustrin : med stöd av Lean och Knowledge management." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Byggnadsteknik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-37774.

Full text
Abstract:
Syfte: Branschen tampas fortfarande med kvalitetsbrister och har därför börjat uppmärksamma de fördelar som följer med industriellt byggande och standardiserade arbetsprocesser. Med industriella arbetsprocesser kan företagen ge frihet till arbetare att få ansvara för de arbetsprocesser som de medverkar i, och således bidra till att de förbättrar lösningar och standardiseringar. Ett koncept som lämpar sig väldigt väl för detta är The Toyota Production system (TPS), också kallat Lean production. År 2016 utfördes en samling fallstudier bland Lean-arbetande byggföretag där de visade att kvalitet och strävan efter standardiserade arbetsprocesser var högt prioriterat. Lean production och dess processer i företag omfattar informations – och kunskapsöverföringar och kan vara svårt att tillämpa. Därför motiveras vidare forskning på tillämpbarheten av principerna och dess verktyg i byggföretag. Studiens mål är att analysera hur företag inom prefabindustrin som arbetar med Lean kan utveckla sitt förbättringsarbete i produktionsprocessen. Metod: Rapporten är en kvalitativ fallstudie utförd på Ulricehamns Betong AB. Studiens datainsamlingsmetoder har varit litteraturstudier, deltagande observationer, semistrukturerade intervjuer och dokumentanalyser. Resultat: Utifrån studiens analys kunde vissa problem i förbättringsarbetet identifieras, samt leda till en analys över hur det förbättras och göras mer kunskapsdelande. Det framkom att inställningen till förbättringsarbete varierade stort bland medarbetarna. En gemensam syn på förbättringsarbetets betydelse krävs för fortsatt utveckling, något som kan uppmuntras från organisationens håll tydligare. Genom rollen som handledare kan företag säkra att det arbetas efter standardiserade arbetssätt. Konsekvenser: Avgörande för ett kunskapsdelande och utvecklande förbättringsarbete är att alla medarbetare är motiverade till att bidra till en förbättring. För att motivera medarbetarna bör statusen på individuell kunskap följt av inställning till kunskapsdelande att höjas. Medarbetare ska ha tillgång till kontinuerliga förbättringsmöten eller andra forum där de kan utbyta erfarenheter och idéer. Begränsningar: Fallstudien har genomförts på ett företag som använder sig av Lean-konceptet. Studien begränsas till att endast behandla förbättringsarbete i produktionen av prefabricerade betongelement.  Studien redogör alltså inte för hur andra prefab-företags förbättringsprocesser ser ut i produktionen.
Purpose: The industry is still struggling with reoccurring deficits regarding quality and has therefore began to pay attention what benefits that comes with an industrial building process. With industrial building processes the companies using it can let the workers be in charge of their work processes that they find themselves in and thus help to improve and standardise them. A concept that fits these conditions very well is The Toyota production system (TPS), also known as Lean production. In the year 2016 several studies were made that showed that among Lean working construction companies it was the reach for higher quality and standardised working processes that was prioritized. Lean production and its processes contains a lot of information- and knowledge transfers and may be hard to practice in a company. Therefore further studies on how to implement these principles and tools properly are recommended. The aim with this study is to analyse how companies in the precast industry who works with Lean can evolve their continuous improvement process in the production process.   Method: This report is a qualitative case study accomplished at Ulricehamns Betong AB. The chosen methods on how to collect data are literature studies, participating observations, semi-structured interviews and document analysis. Findings: From the analysis of this study some problems in the improvement process could be identified, but also how they could be improved and how they could be more knowledge sharing. It was shown that the will to participate in the improvement process did varied a lot among the co-workers. A common attitude for the importance of the improvement process is needed for the continuous development, something that can be more encouraged by the organisation. Through the implementation of a mentor the company can ensure that the production process is more standardised. Implications: The number one thing that is most important for an evolving and knowledge sharing improvement process is that the co-workers stay motivated to participate. To motivate them, the status of individual knowledge should be raised and heard. Furthermore they should have access to continuous improvement meetings or other forums where they can exchange experiences and ideas. Limitations: The case study has been accomplished at a company that are using the Lean concept. The study limits to only study the improvement process in the production process of precast concrete elements. Furthermore the study is focused on how one specific company uses their improvement process and not how other companies uses theirs.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Toyota production"

1

Toyota Jidōsha Kabushiki Kaisha. Kaigai Shōgai Kōhōbu. Toyota production system. Tokyo, Japan: Toyota Motor Co. International Public Affairs Division, Operations Management consulting Division, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Monden, Yasuhiro. Toyota Production System. Boston, MA: Springer US, 1993. http://dx.doi.org/10.1007/978-1-4615-9714-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Toyota Jidosha Kogyo Kabushiki Kaisha. The Toyota production system. Toyota City: Toyota Motor Corporation, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Toyota production system: Beyond large-scale production. Cambridge, Mass: Productivity Press, 1988.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

1954-, Kumazawa Mitsumasa, ed. Ōno Taiichi no kiroku: Toyota seisan hōshiki no sōshisha = Toyota : Toyota production system. Aichi-ken Nagoya-shi: Sankeisha, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Ono, Taiichi. L' esprit Toyota. Paris: Masson, 1989.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Wada, Kazuo. The Evolution of the Toyota Production System. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-4928-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Mille, Yves. Dépasser le Toyota Production System: L'"exception française". Paris: Éditions du Dauphin, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Brunner, Franz J. Japanische Erfolgskonzepte: KAIZEN, KVP, Lean Production Management, Total Productive Maintenance, Shopfloor Management, Toyota Production Management. Mu nchen: Hanser, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Shibata, Masaharu. Toyota-shiki saikyō no keiei: Naze Toyota wa kawaritsuzukeru no ka. Tōkyō: Nihon Keizai Shinbunsha, 2001.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Toyota production"

1

Ohno, Taiichi. "Toyota Production System." In The Roots of Logistics, 173–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-27922-5_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Balakrishnan, Nikhil. "Toyota Production System." In Dependability in Medicine and Neurology, 239–60. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14968-4_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Monden, Yasuhiro. "Total Framework of the Toyota Production System." In Toyota Production System, 1–14. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Monden, Yasuhiro. "Standard Operations Can Attain Balanced Production with Minimum Labor." In Toyota Production System, 145–58. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Monden, Yasuhiro. "Machine Layout, Multi-Function Workers, and Job Rotation Help Realize Flexible Workshops." In Toyota Production System, 159–75. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Monden, Yasuhiro. "Improvement Activities Help Reduce the Work Force and Increase Worker Morale." In Toyota Production System, 177–97. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_12.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Monden, Yasuhiro. "5S—Foundation for Improvements." In Toyota Production System, 199–219. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Monden, Yasuhiro. "“Autonomous Defects Control” Assures Product Quality." In Toyota Production System, 221–38. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Monden, Yasuhiro. "Functional Management to Promote Company-Wide Quality Control and Cost Management." In Toyota Production System, 239–51. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_15.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Monden, Yasuhiro. "New Sequence Scheduling Method for Smoothing." In Toyota Production System, 265–78. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_17.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Toyota production"

1

Ko, Chien-Ho, Jiun-De Kuo, and Wei-Chieh Wang. "Applying the Toyota Way for Improving Formwork Engineering." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2010. http://dx.doi.org/10.32738/ceppm.201010.0009.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bracht, Uwe, Oliver Meyer, and Henning Oeltjenbruns. "Standardized Assembly Process Planning Based on the Toyota Production System." In International Mobility Technology Conference and Exhibit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1999. http://dx.doi.org/10.4271/1999-01-3002.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Sombun, Meadhapithakwong. "AEC Impact on Investment and Production of Automobile Industry: Toyota Motor Thailand Co., Ltd." In Public Administration in The Time of Regional Change. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icpm.2013.47.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Krawczyk, S. "57. Ergonomics Assessment and Improvement as “Toyota Production System” is Implemented at an Aluminum Can Sheet Stock Production Facility." In AIHce 1998. AIHA, 1999. http://dx.doi.org/10.3320/1.2762835.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Kawada, Makoto, and Zhan-wen Niu. "From Profit to Profit Potential — Redesign the performance indicator to support Toyota Production System." In EM2010). IEEE, 2010. http://dx.doi.org/10.1109/icieem.2010.5646647.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Roussel, Stephane, and Norma Jean King. "Safety Management System - Workplace Activities at Toyota Motor Manufacturing, Texas, Inc." In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-87438.

Full text
Abstract:
Implementation of a safety management system (SMS) in automotive manufacturing and assembly has been recognized as an effective way to provide a safe working environment for employees, increase employee morale, and reduce corporate costs. Toyota Motor Manufacturing, Texas, Inc. (TMMTX) has implemented a SMS in part of a regional goal initiated by Toyota Engineering & Manufacturing North America, Inc. (TEMA) to support the OSHA’s Injury & Illness Prevention Program (I2P2). This system provides a systematic way to identify hazards; eliminate or control the risk and incorporate in Toyota Production System. In addition, the established management system provides a framework to meet legal obligations under occupational health and safety regulation. The system implemented provides methods to manage injury and illness related to process safety, ergonomic, and industrial hygiene risks. The system uses joint labor and management teams to identify and evaluate jobs and develop and implement solutions. This paper summarizes the efforts of TMMTX in implementing and maintaining workplace activities that meet the requirements of this safety management system. The methodologies, strategies, and challenges are outlined to provide important links that are critical in sustaining these activities.
APA, Harvard, Vancouver, ISO, and other styles
7

Antić, Slobodan. "Lean Six Sigma: Methodology and Practice in Operations Management Case: Bottle Water Distribution in Serbia." In XIV. International Conference on Logistics in Agriculture 2020. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-406-4.3.

Full text
Abstract:
Six Sigma and Lean Manufacturing are the two most popular and successful programs espoused by the industries over the last few decades. Many companies such as Toyota, Danaher Corporation, General Electric, Motorola and many others have achieved impressive results by implementing either a Lean or Six Sigma methodology in their organisation. Six Sigma, originated in Motorola in mid 1980s, brought revolution in the industries worldwide and has become the long term business strategy to achieve competitive advantage and to excel in operations excellence. Six Sigma is widely recognized as a methodology that employs statistical and non-statistical tools and techniques to maximize an organization’s Return on Investment (ROI) through the elimination of defects in processes (Antony et al. 2011). Lean Manufacturing, on the other hand, was another quality initiative proposed by Americans in response to compete with Japanese manufacturers and its superior manufacturing techniques (following the concept of Toyota Production System (TPS) to resolve quality problems in their organization) as their import became serious concern to western producers.
APA, Harvard, Vancouver, ISO, and other styles
8

Gutowski, Timothy G. "Teaching Environmentally Benign Manufacturing." In ASME 2003 International Mechanical Engineering Congress and Exposition. ASMEDC, 2003. http://dx.doi.org/10.1115/imece2003-42326.

Full text
Abstract:
Teaching Environmentally Benign Manufacturing (EBM) presents the general challenges of teaching an application rather than a discipline. This is not too different from the challenges of teaching manufacturing about ten years ago. In that case we could rely heavily on successful practice and then develop principles to explain those successes. The principal success at that time was the Toyota Production System. Even today people continue to observe and write about why it works and its limitations [1, 2, 3].
APA, Harvard, Vancouver, ISO, and other styles
9

PRICOLI SCHEEL, VERÔNICA, and PAULO SERGIO DE ARRUDA IGNACIO. "Comparative study between the Toyota Production System and international standards SAE J4000/1: a case study in a lean industry." In XXIV Congresso de Iniciação Científica da UNICAMP - 2016. Campinas - SP, Brazil: Galoa, 2016. http://dx.doi.org/10.19146/pibic-2016-50794.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Novićević Čečević, Bojana, and Jelena Daraboš. "IMPROVING EFFICIENCY OF HEALTH CARE ORGANIZATIONS USING LEAN CONCEPT." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.183.

Full text
Abstract:
Lean, as relatively new management concept, surpasses the traditional mass production and creating stockpiles of goods which have to be placed on the market, without analyzing the customers’ needs. The focus of lean is on creating the value that customers demand and forming the value streams which contain only processes and activities that generate that value and eliminating all types of wastes and non-value adding activities. Lean concept was founded in Toyota company i.e. in manufacturing system called Toyota production system. Nowadays, this concept has been implemented by many worlds known organizations as the crucial part of their production system, but also other supportive processes in the company. Application of the lean concept can significantly improve process efficiency, lead to drastic cost-reduction, improved quality of the products/services provided, but also can be a main factor of increased employees productivity and resource saving. Profitable and unprofitable health care organizations have determined business strategy and adjusted mission and vision of their path thus, they strive for resource optimization in the process of providing satisfactional level of service. Accordingly, the examination of possibilities in implementing lean concept in Health Care organizations, as well as analyzing executed techniques and performed activities in leading companies is more than justified. Health Care organizations can be characterized as complex systems with numerous participants and the need for strict coordination of activities in order to provide demanded value for the customers. Monitoring and measuring the performances on various levels and areas of accountability is highly valuable for the Health Care organizations. Regarding that, the subject of this paper will be indicating specifics of measuring the performances in Health Care organizations and possibilities of their improvement.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Toyota production' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography