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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.
A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers. The approach typically uses a single sheet of ISO A3-size paper, which is the source of its ...
By 1986, a case-study book on just-in-time in the U.S. [27] was able to devote a full chapter to ZIPS at Omark, along with two chapters on just-in-time at several Hewlett-Packard plants, and single chapters for Harley-Davidson, John Deere, IBM-Raleigh, North Carolina, and California-based Apple Inc., a Toyota truck-bed plant, and New United ...
The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality, and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen.
Ohno Taiichi (大野耐一, Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which inspired Lean Manufacturing in the U.S. [1] [2] He devised the seven wastes (or muda in Japanese) as part of this system.
The application of Lean in product development and manufacturing are different. Some aspects may look similar, but they are not! Be wary of an expert with experience in lean manufacturing who claims to know product development." [7] The most common high-level concepts associated with lean product development are: Creation of re-usable knowledge ...
During the late 1970s, when Toyota's method was already well refined, Shigeo Shingo participated in one QDC workshop. After he started to publicize details of the Toyota Production System without permission, the business connection was terminated abruptly by Toyota. Shingo moved to the US and started to consult on lean manufacturing.