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Journal articles on the topic 'Toyota production'

Author: Grafiati

Published: 4 June 2021

Last updated: 12 February 2022

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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.

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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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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.

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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.

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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.

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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.

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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.

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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.

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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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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.

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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.

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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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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.

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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.

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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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AMASAKA, KAKURO, and HIROHISA SAKAI. "EVOLUTION OF TPS FUNDAMENTALS UTILIZING NEW JIT STRATEGY: PROPOSAL AND VALIDITY OF ADVANCED TPS AT TOYOTA." Journal of Advanced Manufacturing Systems 09, no. 02 (December 2010): 85–99. http://dx.doi.org/10.1142/s0219686710001831.

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In this study, the author has developed a "new production management technology system, Advanced TPS" based on a further evolution of the fundamentals of TPS (Toyota Production System). Advanced TPS was developed through establishing a global production technology and management system based on New JIT, a new management technology principle. The validity of the proposed Advanced TPS was verified at Toyota Motor Corporation.

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Sakai, Hirohisa, and Pengjiu Li. "Productivity Improvement with Equipment Owner TPM Management at Toyota Manufacturing USA: Highly Reliable Production System for Expanding Global Production." Sustainability in Environment 6, no. 2 (March 23, 2021): p31. http://dx.doi.org/10.22158/se.v6n2p31.

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The equipment reliability plays a critical role in business success because degradation in equipment condition negatively impacts plants’ output. When Toyota Motor Corporation operates overseas plants, equipment reliability management is one of the most important hurdles for global production which has to be overcome. It is important to develop an equipment reliability management program to minimize support from Japan to let overseas plants become self-reliant.This article explains how the Advanced TPS can be applied specifically to the equipment reliability process with equipment owner Total Production Maintenance (TPM). This business process focuses on managing equipment reliability to meet the business goals of Toyota Manufacturing USA.

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Goldratt, Eliyahu M. "Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example." Gestão & Produção 16, no. 3 (September 2009): 333–43. http://dx.doi.org/10.1590/s0104-530x2009000300002.

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This article analyzes the methodologies of Henry Ford, Taiichi Ohno, and Eliyahu Goldratt and presents explicitly the four principles of flow management according to these operations management philosophies. The differences among them are related to different instances of the same principles in different environments: Ford in his industry focusing on mass production of few (or one) products, Ohno at Toyota with the Toyota production System (TPS), and Goldratt in a wide range of production environments. The concepts are illustrated and tested in a practical case of implementation in the Hitachi Tool Engineering company. Here, we have the classic case of an unlikely successful attempt to implement a methodology (Lean), and how the Theory of Constraints (TOC) solved this issue. Finally, the limits for the solution proposed by Goldratt for operations management (DBR) are described.

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Lander, E., and J. K. Liker. "The Toyota Production System and art: making highly customized and creative products the Toyota way." International Journal of Production Research 45, no. 16 (August 15, 2007): 3681–98. http://dx.doi.org/10.1080/00207540701223519.

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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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16

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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Black†, JT. "Design rules for implementing the Toyota Production System." International Journal of Production Research 45, no. 16 (August 15, 2007): 3639–64. http://dx.doi.org/10.1080/00207540701223469.

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Moura, Delmo Alves de, and Rui Carlos Botter. "Toyota production system - one example to shipbuilding industry." Independent Journal of Management & Production 8, no. 3 (September 1, 2017): 874. http://dx.doi.org/10.14807/ijmp.v8i3.626.

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The shipbuilding system can use the techniques used in the Toyota Production System as an example for its production process. Production should be lean, minimize defects, stop production and reduce or eliminate inventories. Lean production is regarded by many as simply an enhancement of mass production methods, whereas agility implies breaking out of the mass production mould and producing much more highly customized products - where the customer wants them in any quantity. In a product line context, it amounts to striving for economies of scope, rather than economies of scale ideally serving ever smaller niche markets, even quantities of one, without the high cost traditionally associated with customization. A lean company may be thought of as a very productive and cost efficient producer of goods or services.

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Muniz Jr., Jorge, Vagner Batista Ribeiro, and Ninad Pradhan. "Knowledge-Based Assessment Applied to Lean Brazilian Toyota Plants." International Journal of Knowledge Management 17, no. 2 (April 2021): 1–22. http://dx.doi.org/10.4018/ijkm.2021040101.

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This paper proposes knowledge-based assessment applied to Brazilian Toyota plants which practice Lean manufacturing to evaluate work, production, and knowledge factors based on the perspective of blue-collar workers and managers. The two researched plants were selected based on being pure Toyota DNA representatives, and belong to two Toyota auto parts makers (‘polar' cases), in which TPS is “transparently observable.” The results evidence that employees judge factors related to people as important and considered the relationship between knowledge and Lean in the plants are aligned. The data indicates that the Brazilian culture does not influence changes in the Toyota work context and DNA. The contribution of this study is to provide an assessment instrument that integrates the production, knowledge, and work context for a Lean system, understanding blue-collar manufacturing employees and front-line supervisors are therefore essential to the success of a Lean implementation. Finally, the paper offers a guideline to assess and develop a favorable context to encourage knowledge sharing.

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Liker, Jeffrey K., and Thomas Lamb. "What is Lean Ship Construction and Repair?" Journal of Ship Production 18, no. 03 (August 1, 2002): 121–42. http://dx.doi.org/10.5957/jsp.2002.18.3.121.

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The success of the Toyota Production System is well known. Toyota is the most productive and innovative automobile manufacturer in the world. Directly or indirectly they have pioneered approaches and principles such as, among many others, just in time, one-piece flow, and "andon." The Toyota Production System was the basis for "lean manufacturing." The purpose of lean manufacturing is to improve product cycle time, cost competitiveness, and quality by eliminating any waste in the manufacturing process through continuous improvement by a motivated workforce. The authors, as part of the NASSCO shipbuilding production system project, were responsible for introducing lean manufacturing to the project team and developing a "Guide to Lean Shipbuilding." This paper first discusses what lean manufacturing is, and then reports on a benchmarking visit to Japanese shipyards. Finally, a description of lean shipbuilding and its implementation is presented with case examples of lean workshops.

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Pheng, Low Sui, and Gao Shang. "Bridging Western management theories and Japanese management practices: case of the Toyota Way model." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–20. http://dx.doi.org/10.1108/20450621111127395.

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Subject areaManufacturing, Western management theories and Japanese management practices.Student level/applicabilityThis case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.Case overviewThis case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.Expected learning outcomesIt is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.Supplementary materialsTeaching notes.

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AMASAKA, KAKURO. "THE FOUNDATION FOR ADVANCING THE TOYOTA PRODUCTION SYSTEM UTILIZING NEW JIT." Journal of Advanced Manufacturing Systems 08, no. 01 (June 2009): 5–26. http://dx.doi.org/10.1142/s0219686709001614.

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The foundation for advancing the Toyota Production System (TPS) is based on efforts to attain simultaneous acheivement of QCD (Quality, Cost and Delivery) through innovation of manufacturing technology utilizing New JIT new management technology principle for manufacturing in the 21st century. This new principle contains hardware and software systems, "TMS, TDS, TPS and Science TQM" as the next generation technical principles to accelerate the optimization (high-linkage) of business process cycles of all the divisions. This in turn is accomplished by having cooperation between on-site "white-collar engineers" and "supervisors and workers" with affiliated and non-affiliated suppliers. The author believes that effectiveness of advancing TPS has been demonstrated as described based on the author's experienced at Toyota.

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Raab, S. S. "Improving Preanalytic Processes Using the Principles of Lean Production (Toyota Production System)." Yearbook of Pathology and Laboratory Medicine 2007 (January 2007): 7–8. http://dx.doi.org/10.1016/s1077-9108(08)70252-4.

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Persoon, Thomas J., Sue Zaleski, and Janice Frerichs. "Improving Preanalytic Processes Using the Principles of Lean Production (Toyota Production System)." American Journal of Clinical Pathology 125, no. 1 (January 2006): 16–25. http://dx.doi.org/10.1309/865v7umfpukgcf8d.

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Lee, Chunli. "ORIGIN OF ADOPTING THE TOYOTA PRODUCTION SYSTEM IN CHINA." Keiei Shigaku (Japan Business History Review) 31, no. 2 (1996): 31–64. http://dx.doi.org/10.5029/bhsj.31.2_31.

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Jayaram, Jayanth, Ajay Das, and Mariana Nicolae. "Looking beyond the obvious: Unraveling the Toyota production system." International Journal of Production Economics 128, no. 1 (November 2010): 280–91. http://dx.doi.org/10.1016/j.ijpe.2010.07.024.

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Mácsay, Vivien, and Tamás Bányai. "TOYOTA PRODUCTION SYSTEM IN MILKRUN BASED IN-PLANT SUPPLY." Journal of Production Engineering 20, no. 1 (June 2017): 141–46. http://dx.doi.org/10.24867/jpe-2017-01-141.

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Takami, Tatsuro. "Production Engineering Strategies and Metalworking at Toyota Motor Corporation." Procedia Engineering 81 (2014): 5–17. http://dx.doi.org/10.1016/j.proeng.2014.09.123.

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Khanna, V. K., and Ravi Shankar. "Journey to implement Toyota production system – a case study." Journal of Advances in Management Research 5, no. 1 (January 2008): 80–88. http://dx.doi.org/10.1108/97279810880001269.

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Brunet-Thornton, Richard, Michal Koža, and Vladimír Bureš. "The Toyota production system – Czech and Nippon cultural perspectives." E+M Ekonomie a Management 19, no. 2 (June 6, 2016): 142–56. http://dx.doi.org/10.15240/tul/001/2016-2-010.

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Muffatto, Moreno. "Evolution of production paradigms: the Toyota and Volvo cases." Integrated Manufacturing Systems 10, no. 1 (February 1999): 15–25. http://dx.doi.org/10.1108/09576069910247564.

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Price, John. "Lean Production at Suzuki and Toyota: A Historical Perspective." Studies in Political Economy 45, no. 1 (January 1994): 66–99. http://dx.doi.org/10.1080/19187033.1994.11675375.

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Park, Jin-Je, and Dong-Hyung Lee. "Problems and Countermeasures in Applying of Toyota Production System." Journal of Society of Korea Industrial and Systems Engineering 38, no. 1 (March 31, 2015): 152–61. http://dx.doi.org/10.11627/jkise.2014.38.1.152.

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Pollitt, David. "Toyota falls foul of caste system." Human Resource Management International Digest 22, no. 7 (October 13, 2014): 5–7. http://dx.doi.org/10.1108/hrmid-10-2014-0132.

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Purpose – The paper aims to analyze the cross-cultural reasons underlying the extreme industrial unrest experienced during the first seven years of Toyota’s operations in India. Design/methodology/approach – It draws on information obtained from 30 personal interviews, field notes, observations and Internet media sources. Findings – It reports how Toyotism shares three common features with Brahminism – renunciation, performance and perfection – and how antipathy toward the manner in which these features were implemented in India caused significant resistance among the production workforce. Practical implications – It suggests that management seeking to implement lean manufacturing in India should concentrate on minimizing the antipathy by production workers. Social implications – It helps to show how employee relations, unrest and antagonism toward lean-manufacturing practices are closely related to cross-cultural issues prevalent in host countries. Originality/value – It considers that the concept of Brahmanism in Indian employee relations is under-researched in comparison with other aspects of Indian culture, and antipathy toward the concept as a source of resistance to the implementation of lean systems needs to be better understood.

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SAKAI, HIROHISA, and KAKURO AMASAKA. "TPS-LAS MODEL USING PROCESS LAYOUT CAE SYSTEM AT TOYOTA: ADVANCED TPS, KEY TO GLOBAL PRODUCTION STRATEGY NEW JIT." Journal of Advanced Manufacturing Systems 05, no. 02 (December 2006): 127–40. http://dx.doi.org/10.1142/s0219686706000790.

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Recently, Japanese enterprises have been promoting global production to realize uniform quality worldwide and production at optimal locations for severe competition. The authors attempt to propose New JIT (Just in Time) as a new management technology principle for manufacturing in the 21st century. Therefore, this paper concentrates on verifying the effectiveness of the authors' proposed Advanced TPS to success in global production by excellent manufacturing technology as the key to New JIT at Toyota. So far, the authors have established strategic manufacturing technology for the Lean Production called TPS-LAS (Toyota Production System - Process Layout Analysis Simulation) by using Process Layout CAE System. TPS-LAS model contains the three-core system with logistics investigation simulation, digital factory simulation and workability investigation simulation.

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Hirohisa, Hirohisa, and James Fikes. "Supplier and Customer Relationships in Toyota Manufacturing USA: Proposal of Development of Advanced TPS for Global Production Strategy." Sustainability in Environment 6, no. 2 (June 18, 2021): p44. http://dx.doi.org/10.22158/se.v6n2p44.

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Toyota Motor Corporation has developed a process to enhance the supplier and customer relationships through their Tier 1 shipping process. The Tier 1 shipping entity is the supplier to the customer producing the completed product. In their system, quality gates are inserted into the process to act as the gates from order through shipment to ensure the correct material is ordered and shipped on the proper dates to sustain Just-in-Time delivery. This paper describes the Toyota Manufacturing USA process to fulfill customer orders and build a successful business relationship.

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Bélis-Bergouignan, Marie-Claude, and Yannick Lung. "Le mythe de la variété originelle. L'internationalisation dans la trajectoire du modèle productif japonais." Annales. Histoire, Sciences Sociales 49, no. 3 (June 1994): 541–67. http://dx.doi.org/10.3406/ahess.1994.279280.

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Cet article répond à l'invitation de Ohno Taiichi, l'un des fondateurs du système Toyota : « penser à l'envers ». Mais c'est le modèle productif japonais qu'il s'agit cette fois de penser à l'envers, ou tout au moins les représentations que la communauté scientifique ou celle des gestionnaires tendent à s'en faire. Un mouvement de balancier est sans doute nécessaire pour obtenir une vision plus équilibrée du « système de production Toyota » à l'aide d'une analyse historique plus fouillée de données quantitatives précises. Pour ceux qui font de ce modèle un symbole de flexibilité parfaite et achevée (par exemple D. Friedman, 1983 ; B. Coriat, 1991 ; J. P. Womack et al, 1990), la souplesse du système Toyota et sa capacité à rationaliser les coûts de production se seraient traduites dès la fin des années cinquante par une aptitude à fabriquer efficacement et en faibles volumes une grande variété de produits : cette caractéristique originelle serait le résultat de la contrainte de variété qu'aurait imposé le marché automobile japonais.

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LУPCHUK, Vasyl, and Liliya VOINYCHA. "TOYOTISM CONCEPT: ACTUALITY AND PECULIARITIES OF THE MANUFACTURING PROCESS ORGANIZATION." Economy of Ukraine 2018, no. 1 (January 3, 2018): 16–27. http://dx.doi.org/10.15407/economyukr.2018.01.016.

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A study of evolution of the organization of production as a science has been conducted, beginning with the mechanized one and ending with lean production – from Fordism to Toyotism. The purpose of the research is to familiarize with the basic principles of organization of production in accordance with the concept of Toyotism and to provide recommendations that can serve as a basis for the formation of modern production systems in Ukraine. It is proved that Ukraine’s aspiration to integrate into European and world economic structures requires mastering of new principles of organization of production and business. In view of this, the research of the concept of business philosophy of Toyota Company, known in the world as Toyotism, was proposed. In authors’ opinion, the tools and methods for improving the quality of production, such as Just In Time (minimizing inventory), Kaizen (increasing the efficiency of using creative potential), Jidoka (exclusion of product defects), Heijunka (synchronization of production and management) are worth of particular attention. An important component of the concept is to identify and prevent the main types of losses (overproduction, waiting (time loss), unnecessary transportation and unrealized creativity of employees). In this context, the experience of using the 5S program, which includes a number of activities (steps) to eliminate losses, is of interest. The principles of Toyota, which underlie the formation of the Toyota Production System (TPS, the so-called Toyota House, or TPS-House), have been analyzed. Implementation of the main objectives of the TPS, including the high morale of workers and safety of work, excellent quality products at low cost and extremely short lead times, is especially relevant for domestic enterprises. It has been shown that introduction of Japanese management system does not guarantee the achievement of desired goals, although Japanese concepts and management methods are used throughout the world. A significant obstacle to this may be a cultural difference; so in the future it is expedient to study the activities of companies that have implemented the Japanese management system and have a stronger position in global markets.

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Kim, Song-Kyoo. "Lean initiative practice for supplier developments in Philippines." International Journal of Lean Six Sigma 6, no. 4 (October 12, 2015): 349–68. http://dx.doi.org/10.1108/ijlss-12-2014-0042.

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Purpose – The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on the case study and the literature review. Design/methodology/approach – The methods to better understand how Toyota donates Lean Manufacturing to develop their suppliers include to review the general Lean thinking process and tools and study in depth the selected Lean manufacturing tools that are directly related with Toyota supplier development and to show the actual implementations base in the case of the supplier of Toyota in Philippines. Findings – The result of the case study shows how Toyota donates their Lean manufacturing (TPS) methods to the suppliers. There are several procedures and various tools for the Lean process. But one procedure within the process and only some of the Lean tools are suitable for supplier development. The case shows that all improvements (Kaizen) during the Lean implementation should be directly intertwined onsite (Genba) and just a small amount of the Lean tools is needed in real-world situations. In other words, the consultation of the Lean implementation might not require the full package of the Lean implementations. More importantly, the consultations of the Lean implementation without deeply understanding the onsite are useless. Research limitations/implications – The project for the Lean deployment for supplier implementation is targeted to understand the full procedure from the start to the end, but the case in this paper is only covering the setup phase. As the suppliers of Toyota, there are additional parts to be implemented (i.e. shipping management), but it is not covered in this paper. Originality/value – There are some researches about Lean implementation framework, and only few cases deal with the actual Lean implementations. But the case about the Lean implementation of supplier development initiation which aligned with the Toyota Company is unique.

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Hampson, Ian. "Lean Production and the Toyota Production System Or, the Case of the Forgoften Production Concepts." Economic and Industrial Democracy 20, no. 3 (August 1999): 369–91. http://dx.doi.org/10.1177/0143831x99203003.

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ศรัณย์ประชา, สุจินดา. "Capacity Improvement of Car-Seat Part Production Line with Toyota Production System Concept." วารสารวิศวกรรมศาสตร์ 5, no. 1 (2013): 11–28. http://dx.doi.org/10.4186/ejth.2013.5.1.11.

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Bissell, M. G. "Application of the Toyota Production System Improves Core Laboratory Operations." Yearbook of Pathology and Laboratory Medicine 2011 (January 2011): 237–38. http://dx.doi.org/10.1016/s1077-9108(10)79463-9.

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Collins, Kevin F., Senthil Kumar Muthusamy, and Amelia Carr. "Toyota production system for healthcare organisations: prospects and implementation challenges." Total Quality Management & Business Excellence 26, no. 7-8 (April 28, 2014): 905–18. http://dx.doi.org/10.1080/14783363.2014.909624.

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Rutledge, Joe, Min Xu, and Joanne Simpson. "Application of the Toyota Production System Improves Core Laboratory Operations." American Journal of Clinical Pathology 133, no. 1 (January 2010): 24–31. http://dx.doi.org/10.1309/ajcpd1mstivzi0pz.

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Yazdani, Baback. "Toyota production system: An integrated approach to Just-In-Time." Computer Integrated Manufacturing Systems 8, no. 3 (August 1995): 230–31. http://dx.doi.org/10.1016/0951-5240(95)90010-1.

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Lobdell, Kevin W. "Value Creation in Cardiac Surgery Using the Toyota Production System." Annals of Thoracic Surgery 92, no. 2 (August 2011): 775–76. http://dx.doi.org/10.1016/j.athoracsur.2011.05.029.

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Loyd, Nicholas. "Content validation of an assessment tool to measure lean deployment based on the Toyota Production System and Toyota Way." International Journal of Lean Enterprise Research 2, no. 3 (2018): 258. http://dx.doi.org/10.1504/ijler.2018.093636.

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Loyd, Nicholas. "Content validation of an assessment tool to measure lean deployment based on the Toyota Production System and Toyota Way." International Journal of Lean Enterprise Research 2, no. 3 (2018): 258. http://dx.doi.org/10.1504/ijler.2018.10014739.

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Koenig, Philip C., Hitoshi Narita, and Koichi Baba. "Lean Production in the Japanese Shipbuilding Industry?" Journal of Ship Production 18, no. 03 (August 1, 2002): 167–74. http://dx.doi.org/10.5957/jsp.2002.18.3.167.

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Abstract:

The adoption of "lean" automobile manufacturing concepts developed by Toyota has been advocated as a means to achieve large improvements in the performance of various other industries, including shipbuilding. The basic goal of lean production is cost reduction via elimination of unnecessary operations, waiting times, and inventories. This goal is self-evidently applicable to any business environment. However, there are specific mechanisms associated with lean production, and their applicability to shipbuilding is not as clear. Has lean production been a significant influence in Japanese shipbuilding? Are Japanese shipbuilders "lean producers"? And is the lean production automobile model the appropriate approach to shipbuilding, or is some other package of best practices more applicable? We approach these questions in two ways. First, we consider the relation of lean principles to production processes in the Japanese shipbuilding industry. Then we describe two recent cases of process improvement in a Japanese shipyard and we discuss the extent to which these reflect lean principles. We propose that if lean production is considered as a general philosophy or set of goals, then the Japanese shipbuilding industry would likely rank ahead of Toyota in terms of achievement. On the other hand, considering the specifically "lean" mechanisms derived from the automobile industry experience, it appears that not all have been applicable to Japanese shipyards.

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