| Description |
1 online resource |
| Summary |
This book analyzes the purpose and relationship between the different elements of the Toyota Production System (TPS) and how they add up to an economic system rather than just a production system that brings engineering and managerial solutions to businesses. It argues how TPS can be viewed as a science as opposed to a tool-based technique. Our society faces unprecedented economic, social, and environmental challenges. Thankfully, TPS offers solutions. These solutions are born out of Toyota's dissatisfaction with simple cost-benefit analyses and trade-offs. It challenges the antiquated model of economies of scale and radical individual asset efficiency. The Toyota Production System offers technical and managerial innovations that eliminate pre-existing financial, socio-economic, and environmental contradictions. The result is congruency between several factors and agents of our society that have conflicted in the past. Specifically, TPS does the following: Financially, TPS creates congruency between the Income Statement and the Statement of Cash Flow by pursuing total instead of individual efficiency. Socio-managerially, TPS reconciles the creative nature of people with the mundane requirements of modern industrial work by re-introducing craftsmanship into industrial operation. Economically, TPS lessens the conflicts between economic growth and environmental stewardship by eliminating, unevenness, overburden, and waste instead of only chasing economies of scale. These innovations bring financial benefits to the corporation, social benefits to the workers, and economic and environmental benefits to society at large. Each benefit supports the others as opposed to itself individually. The result is true instead of apparent efficiency. This is measurable, repeatable, and worth making into a scientific discipline, which can be taught and applied more widely not just to business haphazardly, but systematically to the broader aspects of our economies. |
| Contents |
Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- About the author -- Introduction -- Section 1 Philosophy, principles, and goals: Beyond tradeoffs by aiming for total instead of individual efficiency -- Chapter 1 Production systems' contribution to human progress -- Initial condition: Craftsmanship -- Current condition: The great mass production system -- Inflexibility in producing customized goods makes profit conflict with cash flow -- Dehumanization of work |
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Singular dependence on economic growth and environmental pollution (Myopic dependency of singular performance metrics) -- Target condition: The Toyota Production System -- Technical innovation: Reconcile profit with cash flow -- Labor relation innovation: Re-humanization of work -- Economic innovation: Congruence between economic growth and environmental stewardship -- A new economy paradigm -- Chapter 2 Toyota Production System (TPS) as a system -- The three elements of TPS: What TPS does -- The philosophical element -- Customer focus philosophy |
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People are the most important asset philosophy -- Kaizen philosophy -- Shop floor focus philosophy -- The technical element -- The managerial element (expertise with a framework) -- The unity of the three elements displayed in the house of TPS -- The house of TPS: A holistic framework from which to think -- The roof of the house: The goals of TPS -- The pillars of the house: The technical methods of TPS -- The foundation of the house: The managerial methods of TPS -- The house of TPS as a system -- Section 2 Technical innovation: Congruency Between profit and Cash Flow |
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Chapter 3 As a system of economies of scale based on individual efficiency the traditional mass production system has inherent contradictions -- Batch of conveyance to reduce cost conflicts with quality and lead-time -- Batch of production to reduce cost conflicts with quality and lead-time -- Batch processing means relying on a long-range forecast -- Long lead-time of supply against production starts -- Long lead-time against equipment design -- Trading-offs factors instead of innovating |
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Chapter 4 The Toyota Production System and its inherent harmony: Approach to reconciling income and cash flow financial statements -- Stop and notify, the first element of jidoka -- Stop-and-notify -- Stop-and-notify via poka-yoke or failsafe process -- Stop-and-notify via Andon -- Final manual inspection station -- Stop-and-notify: Conclusion -- Continuous flow as the first element of Just-in-Time -- The mass production system: Isolated and functionally organized assets and processes -- The issue with terminology -- Lead-time -- Clarification of terms and process characteristics |
| Subject |
Toyota Jidōsha Kabushiki Kaisha -- Management.
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Automobile industry and trade -- Japan -- Management -- Case studies.
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Automobile industry and trade -- Production control -- Japan -- Case studies.
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Automobiles -- Industrie et commerce -- Japon -- Gestion -- Études de cas. |
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Automobiles -- Industrie et commerce -- Production -- Contrôle -- Japon -- Études de cas. |
| Other Form: |
Print version: 9781000900903 |
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Print version: 1032391529 9781032391526 1032391537 9781032391533 (OCoLC)1356723551 |
| ISBN |
9781000900903 (electronic bk.) |
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1000900908 (electronic bk.) |
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9781000900880 (electronic bk.) |
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1000900886 (electronic bk.) |
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9781003348627 (electronic bk.) |
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1003348629 (electronic bk.) |
| Standard No. |
10.4324/9781003348627 doi |
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