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The Toyota Way is a set of principles defining the organizational culture of Toyota Motor Corporation. [1] [2] The company formalized the Toyota Way in 2001, after decades of academic research into the Toyota Production System and its implications for lean manufacturing as a methodology that other organizations could adopt. [3]
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system [ 1 ] that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers.
In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity.
Signboard. In manufacturing, andon (Japanese: アンドン or あんどん or 行灯) is a system which notifies managerial, maintenance, and other workers of a quality or process problem.
Toyota engaged in intense study of each stage of the process. In 1936, when Toyota won its first truck contract with the Japanese government, the processes encountered new problems, to which Toyota responded by developing Kaizen improvement teams, which into what has become the Toyota Production System (TPS), and subsequently The Toyota Way.
Whilst these ideas, with their associated lists of how-tos, are probably good ideas they may miss the essential nature of Genchi Genbutsu which is less to "visit" and more to "know" by being there. Toyota has high levels of management presence on the production line whose role is to "know" and to constantly improve.
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Shigeo Shingo: Das Erfolgsgeheimnis der Toyota-Produktion, Verlag moderne industrie, 1992 (in German), ISBN 3-478-91062-5; Shigeo Shingo: Kaizen and The Art of Creative Thinking, Enna Product Corporation and PCS Inc, 2007 (in English), ISBN 1897363591