Discussion in the Third Installment: TPS Surpasses Manufacturing Limitations
Toyota Embraces Continuous Improvement with Toyota Production System
Toyota Motor Corporation (TMC) is emphasizing the importance of the Toyota Production System (TPS) in its operations, viewing it as a work in progress rather than an established system. Akio, the company's President, has been leading the charge, stressing the essence of TPS as 'continuous kaizen', or continuous improvement.
The third session of this year, held on March 10, focused on grasping and utilizing the potential of TPS. Masahiko Maeda, the Operating Officer in charge of technology, outlined a major policy for the company's R&D to extend TPS implementation across organizational boundaries.
TPS, with its two pillars of 'Just-in-Time' and 'Jidoka', automation with a human touch, has demonstrated results in various situations beyond manufacturing. From the automotive industry to transport, agriculture, and even the operation of COVID-19 vaccination sites, TPS has shown its universally applicable nature and ability to do more to help those working in these fields.
One of the key aspects of TPS is its emphasis on making people's work easier. Kyogo Onoue, the Chief Officer tasked with promoting TPS, traced its origins back to Sakichi Toyoda's desire to make weaving easier for his mother. This ethos continues today, with President Toyoda emphasizing that TPS is rooted in 'thinking about how to make people's work easier'.
Team members who have experienced the results of TPS have noted that it has changed their mindset. Specific instances where TPS was implemented have shown significant improvements. For example, halving the lead time needed for a part, reducing initial production lead-time for medical gowns by 84%, and improving transport efficiency and safety in logistics.
Toyota's leadership, notably Taiichi Ohno and Eiji Toyoda, developed and promoted TPS as the core of "what makes Toyota" between 1948 and 1975. Encouraging employees to embrace TPS as the company's fundamental management philosophy, they saw it as a means to create a unique approach to manufacturing.
Understanding and applying TPS is critical and must be an advantage for everyone in Toyota's global operations. All 24 groups and in-house companies are conducting the TPS training program for office staff, including officers, and they clarify work according to 'monojo' (Material and Information Flow Diagram).
TMC hosts discussions between company management and employee representatives annually. These discussions continue, focusing on Toyota's approach to carbon neutrality (Part 4 will look at this in more detail). Akio spoke about the importance of viewing TPS as a work in progress, rather than an established system, and emphasized that the essence of TPS is 'continuous kaizen'.
Jidoka, the other pillar of TPS, is about 'working for others' and 'respecting people'. It encourages the use of automation to free up human resources for more value-added tasks. This approach, combined with the continuous improvement ethos of TPS, makes it a powerful tool for any organization seeking to streamline its operations and improve efficiency.
In conclusion, TPS is not just a production method for Toyota, but a shared language of its global operations. It is a system that encourages continuous improvement, respect for people, and a mindset shift towards making work easier and more efficient. As Toyota continues to embrace TPS, it is poised to remain at the forefront of manufacturing and operational excellence.
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