Relevant bibliographies by topics / Toyota production system

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

Academic literature on the topic 'Toyota production system'

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Published: 4 June 2021
Last updated: 25 April 2022

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Journal articles on the topic "Toyota production system"

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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.

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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.

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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.
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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.

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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.

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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.
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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.

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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.

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Sakai, Hirohisa. "Establishment of Body Auto Fitting Model “BAFM” Using “NJ-GPM” At Toyota." International Journal of Robotics and Automation Technology 8 (December 31, 2021): 70–82. http://dx.doi.org/10.31875/2409-9694.2021.08.7.

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Abstract: The Toyota Production System (TPS) exemplifies Japanese manufacturing. It has been further developed and spread in the form of internationally shared global production systems. The author has proposed the New Japan Global Production Model “NJ-GPM”, a system designed to achieve worldwide uniform quality and production at optimal locations – the keys to successful global production at Toyota. Based on NJ-GPM, the author has further established the Body Auto Fitting Model “BAFM”. The author has realized innovative unmanning of a fitting line by integrating the technologies utilizing BAFM. The ability to automatically fit and tighten door, hood and luggage compartment panels to the car body was achieved, utilizing robotics, vision systems, bolt tightening and product quality management. This paper shows the development of the highly reliable production system combining the following three items: (1) panel fitting accuracy, (2) automatic bolt tightening, and (3) integration into flexible assembly line at Toyota.
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G M, Anoop. "A Brief Overview on Toyota Production System (TPS)." International Journal for Research in Applied Science and Engineering Technology 8, no. 5 (May 31, 2020): 2505–9. http://dx.doi.org/10.22214/ijraset.2020.5415.

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WATANABE, Takehiro. "Roots of the Toyota Production System : Two Entrepreneurs." Journal of the Society of Mechanical Engineers 116, no. 1141 (2013): 834–35. http://dx.doi.org/10.1299/jsmemag.116.1141_834.

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Towill, D. R. "Exploiting the DNA of the Toyota Production System." International Journal of Production Research 45, no. 16 (August 15, 2007): 3619–37. http://dx.doi.org/10.1080/00207540701223436.

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Dissertations / Theses on the topic "Toyota production system"

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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.

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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.
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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.

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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.

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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.
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Fugate, Jeremiah S. "LEAN FIRE MANAGEMENT: A FOCUSED ANALYSIS OF THE INCIDENT COMMAND SYSTEM BASED ON TOYOTA PRODUCTION SYSTEM PRINCIPLES." UKnowledge, 2014. http://uknowledge.uky.edu/me_etds/49.

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A primary role of the Incident Command System is to learn from past incidents, as illustrated by its origins in the wildland firefighting community. Successful emergency response operations under the Incident Command System has prompted its nationwide spread, this promulgation critically relies on the system’s capability to stabilize and continuously improve various aspects of emergency response through effective organizational learning. The objective of this study is to evaluate the potential to apply fundamental principles of the Toyota Production System (Lean manufacturing) to improve learning effectiveness within the Incident Command System. An in-depth review of literature and training documents regarding both systems revealed common goals and functional similarities, including the importance of continuous improvement. While these similarities point to the validity of applying Lean principles to the Incident Command System, a focus on the systematic learning function of the Incident Command System culminated in the discovery of gaps in approaches proposed by the Incident Command System framework. As a result, recommendations are made for adjustments in systematic problem solving to adapt Lean principles of root cause analysis and emphasis on standardization of successful countermeasures to benefit the system. Future recommendations are also proposed based on the author’s understanding of the system.
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Tabib, George, and Jonathan Awrohum. "Scania Production System : En kartläggning av Scania Production System och dess utveckling." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-34624.

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Syftet med denna rapport är att kartlägga Scania Production System (SPS), hur det motiverades och implementerades inom Scanias organisation samt dra kopplingar mellan tidigare reformer och SPS. Vi vill ta reda på hur Scania lyckats skapa ett eget skräddarsytt produktionssystem som visat sig vara så framgångsrikt och hur detta infördes inom hela organisationen. SPS är ett resultat av Toyota och deras Toyota Production System (TPS) efter ett nära samarbete mellan Scania och Toyota sedan början av nittiotalet. Scanias värderingar, principer och prioriteringar beskrivs av SPS och har visat sig vara en av företagets konkurrensfördelar genom ökad effektivitet samt produktivitet inom produktionen. TPS fick mycket av sin inspiration av de tidigare reformerna Taylorismen och Fordismen ur rationaliseringsrörelsen. Detta genom Taylors idéer om standardisering och Fords löpandebands-princip. Toyota var även bland dem första att utforma och tillämpa de logistiska reformerna Total Quality Management, Lean Production och Just-In-Time i sitt produktionssystem. Reformer som används och är välkända inom många företag inte minst Scania och SPS. Rapporten uppfyllde sitt syfte genom intervjuer och analys av konceptlitteratur för att kunna konstatera att det finns en röd tråd inom företaget och att det finns en tydlig koppling mellan SPS och tidigare reformer. Avslutningsvis lyckades vi även analysera och dra slutsatser om hur SPS utformades, motiverades och implementerades. Utformningen av SPS gick till genom ett nära samarbete mellan ledningar på Scania och Toyota vilken Scania på så sätt kunnat ta inspiration ifrån och kunnat anpassa systemet efter Scanias kultur. Hur sedan SPS motiverades och implanterades föregick i en ledningsprocess som Scania tillämpade inom organisationen. Lösningen kom att bli avgörande för framtiden, ledarskapet. Man tillämpade ett nytt tankesätt genom hela verksamheten vilket har visat sig vara framgångsrikt.
The purpose of this report is to map the Scania Production System (SPS), how it was motivated and implemented within Scania's organization, as well as linking previous reforms with SPS. We want to find out how Scania managed to create its own customized production system that proved being successful and how it was introduced throughout the organization. SPS is a result of Toyota and their Toyota Production System (TPS) following a close collaboration between Scania and Toyota since the early 1990s. Scania's values, principles and priorities are described by SPS and have proven to be one of the company's competitive advantages through increased efficiency and productivity in production. TPS received much inspiration from the earlier reforms of Taylorism and Fordism from the rationalization movement. This through Taylor's ideas about standardization and Ford's running band principle. Toyota was also one of the first to design and apply the logistics theory’s Total Quality Management, Lean Production and Just-In-Time in its production system. Reforms used and well known in many companies, not least Scania and SPS. The report fulfilled its purpose through interviews and analysis of conceptual literature to find that there is a red thread within the company and that there is a clear link between SPS and previous reforms. In conclusion, we also managed to analyse and draw conclusions about how the SPS was designed, motivated and implemented. The design of SPS was achieved through close collaboration between Scania and Toyota wires, which enabled Scania to inspire and adapt the system to Scania's culture. The way in which SPS was motivated and implanted preceded a management process that Scania applied to within the organization. The solution came to be decisive for the future, leadership. A new way of thinking was applied throughout the business, which has proved to be successful.
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Masai, Pierre. "Modeling the lean organization as a complex system." Thesis, Strasbourg, 2017. http://www.theses.fr/2017STRAD029/document.

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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
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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.

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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.
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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.

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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.
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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.

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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.
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Patneaude, Steven M. "Transforming commercial aerospace supply chain management practices by utilizing Toyota production system principles, practices, and methodologies." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43112.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2008.
Includes bibliographical references (leaves 132-133).
This thesis examines The Toyota Motor Corporation's core precepts, management principles, supply chain architecture, product development methods, leveraged practice of supplier partnerships and procurement practices, all of which are integral elements associated with the Toyota Production System, and assesses the scalability these elements for application in the commercial aerospace industry.The methodology used in this study includes an examination of basic concepts and practices that Toyota employs throughout its extended enterprise and which are being widely adopted throughout the automotive industry as well as other industries worldwide, based on a review of the open literature. The research also draws upon the author's first-hand exposure to Toyota's production system through field research involving benchmarking site-visits to Toyota plants, and makes use of extensive interviews conducted with both automotive and aerospace industry experts.The research reported in this thesis reveals that Toyota's Production System, as a mutually reinforcing set of principles, methods and practices, are indeed scalable to the aerospace industry and that one of the two commercial aerospace behemoths, Boeing and Airbus, has an opportunity to leverage them in order to obtain a clear and sustainable competitive advantage in the industry. This is possible, however, with an important caveat: the end-to-end enterprise transformation process would need to be based on adopting a long-term approach to renovating the current system, working closely with the supply chain partners, owning the change process, and holding steady over the longer-haul.
by Steven M. Patneaude.
S.M.
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Books on the topic "Toyota production system"

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

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

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

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

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

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

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

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Engineers, Institute of Industrial, ed. Toyota production system: An integrated approach to just-in-time. 2nd ed. London: Chapman & Hall, 1994.

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Toyota production system: An integrated approach to just-in-time. 3rd ed. Norcross, GA: Engineering & Management Press, 1998.

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Monden, Yasuhiro. Toyota production system: An integrated approach to just-in-time. 2nd ed. Norcross, Ga: Industrial Engineering and Management Press, 1993.

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Book chapters on the topic "Toyota production system"

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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.

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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.

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Monden, Yasuhiro. "Computer System for Kanban System Support." In Toyota Production System, 291–301. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_19.

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Monden, Yasuhiro. "Review of Kanban System Principles." In Toyota Production System, 313–26. Boston, MA: Springer US, 1994. http://dx.doi.org/10.1007/978-1-4615-9714-8_21.

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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.

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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.

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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.

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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.

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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.

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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.

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Conference papers on the topic "Toyota production system"

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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.

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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.

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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.

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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.
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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.

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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.

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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.

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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].
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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.

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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.
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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.

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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.
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Alves, Anabela C. "Use of A3 Report by Industrial Engineering Students As a Tool to Analyze and Interpret a Case Study." In ASME 2020 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/imece2020-23075.

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Abstract Lean Thinking is a philosophy which principles were redesigned from Toyota Production System (TPS) by Womack and Jones of MIT. Currently, Lean Thinking principles are taught in the academy and are applied in all sectors, from production to services. Services is what is provided to students in a university. Teachers provide a service to them, and they are the clients of this service. As so, teachers want to provide the best service, adding value to the “client” product. In order to do so, they search for new methods that create flow in the way students learn what they need to learn. Lean Thinking have been providing tools to the classroom to obtain such flow. This paper intends to present a tool, an A3 report, which was used by engineering students to analyze, interpret and report a published case study. This was a team assignment task among others. This task was assessed as a component for the final grade of a course of third year of Master Integrated of Industrial Engineering and Management (IEM). The presentations, A3 reports and discussions results were analyzed and compared using Bloom taxonomy levels and 3H taxonomy to infer about students learning. Main findings obtained were very positive.
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Chandrasekaran, Vishnu Vardhan, Lewis N. Payton, Chase Wortman, and Wesley Hunko. "An Affordable Machining Laboratory Approach for Undergraduate Engineers." In ASME 2013 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/imece2013-63838.

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Designers in any industry need to understand the processes involved in making a part beforehand in order to communicate with technicians from trade schools and industry. Even a simple engineering drawing can often not be created due to process limitations (e.g., a perfectly drawn internal 90 degree angle in a CAD drawing does not occur in nature OR in a machine shop). This paper describes an affordable way to teach manufacturing to undergraduate engineering students and in the process provide them with hands on training in a machine shop environment. The goal here is not to create machinists, but to enable future Engineers to understand and talk with designers/machinists. The theme here is not to spend on expensive super machines but on simple machines as emphasized in the Toyota Production System. Students learn the techniques that let technicians produce perfect parts on imperfect, simple machines. The result for Auburn University has been an affordable laboratory that mutually supports undergraduate students, graduate research students, and the university as a whole.
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