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The Modern Theory of the Toyota Production System : A Systems Inquiry of the World's Most Emulated and Profitable Management System PDF

423 Pages·2012·4.139 MB·English
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Business & Management / Lean Methods & Implementation Marksberry T AH SE y sM t e THE MODERN THEORY OF THE TOYOTA mO PRODUCTION SYSTEM s D THE MODERN THEORY InE A Systems Inquiry of the World’s Most Emulated qR u and Profitable Management System irN y OF THE TOYOTA oT “Dr. Marksberry looks at TPS in the context of organizational behavior, social fH sciences, management science, and engineering sciences. He presents new insights thE into how the elements of TPS work together as a system across an organization. e WO PRODUCTION SYSTEM Both scholars and practitioners of TPS and Lean Manufacturing will find this book R o to be thought provoking and revealing about how successful TPS operates.” rY l —Larry Holloway, Professor and Chair of Electrical and Computer Engineering, d ’sO University of Kentucky MF o Numerous books have been written about Toyota's approach to workplace T s improvement; however, most describe Toyota's practices as case studies or stories. t H E Designed to aid in the implementation of Lean manufacturing, The Modern Theory mE A SYSTEMS INQUIRY OF THE WORLD’S of the Toyota Production System: A Systems Inquiry of the World’s Most uT l MOST EMULATED AND PROFITABLE Emulated and Profitable Management System explains that your organization aO t already has what it takes to succeed with TPS and what’s probably missing eY MANAGEMENT SYSTEM d is balance. O a nT Bridging the gap between implementation and theory, this text is the first of its dA kind to use systems theory to study how the pieces of the Toyota Production System P rP (TPS) work together to achieve this much needed balance. Lean practitioners will o fiR learn how to use system theory to improve overall decision making when applying t aO Lean or Toyota-like management systems. b lD e Explaining that the glue that holds the pieces of TPS together is just as important MU Phillip Marksberry, PhD, PE as the pieces themselves, the book provides you with invaluable guidance in the aC implementation of Lean manufacturing from a management perspective. It outlines naT gI a blueprint to help you develop a clear understanding of how the pieces of TPS O e need to come together so you can achieve something greater than what’s possible mN with the individual pieces. e nS t Y S yS s tT e E m M K15434 A PRODUCTIV ITY PRESS BOOK www.productivitypress.com THE MODERN THEORY OF THE TOYOTA PRODUCTION SYSTEM A SYSTEMS INQUIRY OF THE WORLD’S MOST EMULATED AND PROFITABLE MANAGEMENT SYSTEM THE MODERN THEORY OF THE TOYOTA PRODUCTION SYSTEM A SYSTEMS INQUIRY OF THE WORLD’S MOST EMULATED AND PROFITABLE MANAGEMENT SYSTEM Phillip Marksberry, PhD, PE Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2013 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Version Date: 20120605 International Standard Book Number-13: 978-1-4665-5675-1 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmit- ted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright. com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents Foreword ...............................................................................................xv Preface .................................................................................................xvii Acknowledgments ...............................................................................xix Introduction .........................................................................................xxi About the Author. ...............................................................................xxv Chapter 1 Systems Theory and the Relation to TPS .........................1 1.1 Why Systems Theory for the Toyota Production System? ...............................................................................1 1.2 Why Systems Thinking Is Not Popular When Implementing TPS ............................................................6 1.3 Systems Theory Background ...........................................7 1.4 A Representation of Toyota’s TPS System Properties ...........................................................................8 1.4.1 Holism and Roles .................................................9 1.4.2 Goal Seeking, Industrial Engineering, and Problem Solving ...........................................9 1.4.3 Regulation and Jishuken .....................................9 1.4.4 Differentiation and Leadership ........................10 1.4.5 Hierarchy and Hoshin Kanri ...........................10 1.4.6 Transformation, Change Management, and Kaizen ..........................................................11 1.4.7 Entropy and Human Resources ......................11 1.4.8 Negative Entropy and Organizational Learning ..............................................................11 1.4.9 Requisite of Variety and Production Leveling ...............................................................12 1.4.10 Interrelationships and Supplier Development ......................................................12 1.4.11 Equifinality, Multifinality, and Maintenance .......................................................13 1.5 Summary..........................................................................13 References ...................................................................................14 v vi  •  Contents Chapter 2 The Property of Holism in TPS. ......................................15 2.1 System Property: Holism ...............................................15 2.2 Holism and the Toyota Production System ................15 2.3 The Role Concept ............................................................16 2.4 The Difference between Roles and Job Descriptions .....................................................................18 2.5 Role Prescriptions ...........................................................19 2.6 Role Theory and Analysis ..............................................19 2.6.1 Role Components and Features ......................20 2.7 The Emergent Properties of TPS: Teamwork .............20 2.8 The Emergent Properties of TPS: Collaboration and Trust among Members ...........................................26 2.9 The Emergent Properties of TPS: Workplace Consistency ......................................................................27 2.10 Summary.........................................................................30 References ...................................................................................31 Chapter 3 The Property of Goal Seeking in TPS, Part 1 ................33 3.1 System Property: Goal Seeking ....................................33 3.2 Goal-Seeking Properties of the Toyota Production System .........................................................34 3.3 Background: TPS and the Industrial Engineering Connection ...............................................35 3.4 The Role of Industrial Engineering ..............................36 3.5 Industrial Engineering Theory .....................................37 3.6 Literature Review of Industrial Engineering Methods ...........................................................................38 3.6.1 The Scientific Management Era .......................38 3.6.2 Skill Sets of Industrial Engineers in the Era of Scientific Management ..........................39 3.6.2.1 Skill Set: Scientific Method ...............39 3.6.2.2 Skill Set: Importance of Direct Observation........................................40 3.6.2.3 Skill Set: Work Sampling .................40 3.6.2.4 Skill Set: Questioning Attitude .......40 3.6.2.5 Skill Set: Standardization ..................41 3.6.2.6 Skill Set: Standards Engineer ...........41 Contents  •  vii 3.6.2.7 Skill Set: Systems Thinking ..............41 3.6.2.8 Skill Set: The Process Flowchart ......41 3.6.2.9 Skill Set: Work Distribution Charts .................................................42 3.6.2.10 Skill Set: Time Study .........................42 3.6.2.11 Skill Set: Testing, Adaptive One Factor at a Time .................................42 3.6.3 Contemporary Industrial Engineering .........42 3.6.4 Skill Sets of Contemporary Industrial Engineering .......................................................43 3.6.4.1 Skill Set: Systems Engineering and Optimization ..............................44 3.6.4.2 Skill Set: Process Design and Reengineering ....................................44 3.6.4.3 Skill Set: Experimental Design, Design of Experiments, Taguchi Methods ...............................................45 3.6.4.4 Skill Set: Six Sigma .............................45 3.6.4.5 Skill Set: Lean Sigma .........................45 3.6.5 Literature Review Summary ...........................46 3.7 What Type of Industrial Engineering Identity Is TPS? .................................................................................46 3.7.1 Differences between TPS, the Efficiency Expert, and Traditional Lean ...........................50 3.8 Adapting Scientific Management to TPS and the Comparison to Contemporary IE ................................52 3.8.1 Standardization or Kaizen (Business Process Reengineering)? ...................................52 3.8.2 Knowledge by Observation (Genchi Genbutsu) or by Inference (Data)? ..................53 3.8.3 Scientific Method or System Optimization? ...................................................54 3.9 Summary.........................................................................56 References ..................................................................................56 Chapter 4 The Property of Goal Seeking in TPS, Part 2 ................59 4.1 Problem Solving: The Identity of the Toyota Production System ..........................................................59 viii  •  Contents 4.1.1 Problem Solving versus Kaizen (Improvement) ..................................................60 4.2 Structured Problem Solving ..........................................61 4.3 Toyota’s Eight-Step Problem-Solving Methodology ...................................................................62 4.4 Human Problem-Solving Background ........................65 4.5 Literature Review of Problem-Solving Methodologies .................................................................67 4.6 Limitations with Problem-Solving Methodology Research ...........................................................................74 4.7 Problem-Solving Theory and Core Thinking Skills .................................................................................75 4.8 Criteria for Evaluating Effective Cognitive Processes ..........................................................................76 4.9 Applying Human Problem-Solving Theory to Toyota’s Eight-Step Process ..........................................80 4.9.1 Goal Clarity in A3 Thinking ............................81 4.9.2 Productive Thinking in A3 Thinking .............82 4.10 Putting It All Together ..................................................86 4.11 Summary.........................................................................88 References ..................................................................................88 Chapter 5 The System Property of Regulation in TPS ....................91 5.1 System Property: Regulation .........................................91 5.2 The System Property of Regulation and the Toyota Production System .............................................95 5.3 Literature Review of Jishukens .....................................97 5.4 Literature Review of Quality Circles ............................97 5.5 Using Quality Circles and Jishukens to Create a Shared Vision .................................................................99 5.6 The Weakening and Strengthening of TPS using Shared Visions ...............................................................102 5.7 The Regulation Cycle of TPS .......................................105 5.8 Jishuken and Quality Circle Implementation Concepts.........................................................................106 5.8.1 Asking for Help and Promoting Waste Elimination .......................................................107

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