Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example

Goldratt, Eliyahu M.

doi:10.1590/s0104-530x2009000300002

Cited by 45 publications

(73 citation statements)

References 2 publications

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“…An application should rest on some basic assumptions about specified environments. According to Goldratt (2009), for Toyota Production System such an assumption was that of environment stability that emerges in the following three aspects:…”

Section: Methods and Proceduresmentioning

confidence: 99%

Production Systems Continuous Improvement Modelling

2015

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Purpose: This paper focuses on the authors' contribution to modelling algorithms for key business processes, economic indicators and original mathematical model for improvement assessment. Methodology/Approach:Researching and writing the article one uses interdisciplinary knowledge (technological production processes were considered in unity with economic principles of their construction and management), a combination of technical and technological approach, formal logic and mathematical economic modelling. For justifying the scope of model parameters, it is used field research (enterprises survey) and method of expert evaluation. Findings:The research has showed the integration of theory of constraints, and lean manufacturing is possible and expedient. The observations of the model's integral values and their dynamic patterns allow for important insights about positive or negative trends in production system development taken as a whole. The model enables to reveal the trends for particular items and draw the top teams' attention to problem areas. They will be subject to further decomposing and improvement. Research Limitation/implication:The model can be treated as cross-functional. But as every enterprise has its unique production environment, it can be exposed to further adjustment to individual enterprise specific conditions. Originality/Value of paper: The indicators and mathematical model for improvement assessment proposed by authors develop and complement the existing system of knowledge about production management and can be used as a practical tool for control of the continuous improvement process in company.

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Section: Methods and Proceduresmentioning

confidence: 99%

Production Systems Continuous Improvement Modelling

2015

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“…Hitachi, another main competitor of JCB, experienced a 20% increase in its sales of one of its niche markets, post-adaptation of the Theory of Constraints (TOC), another operations management concepts, in the early 2000's (Goldratt, 2009). Therefore, TOC can also be extended to the HDM market upon its immense result in Hitachi, only if, as Naor et al (2013) explain, it gets senior managements' support to become a formal operations management approach and continuous improvement philosophy.…”

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confidence: 99%

Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma

Sabet

Adams

Yazdani

2014

Total Quality Management & Business Excellence

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Abstract'Is TQM a management fad?' This question has been extensively documented in the quality management literature; and will be tackled in this research though a critical literature review on the area. 'TQM versus Six-Sigma' debate, which has also been a fundamental challenge in this research filed, is addressed by a thematic and chronological review on the peer papers.To evaluate this challenge in practice, a primary research in heavy duty machinery production industry have been conducted using a case-study on, J C Bamford Excavators Ltd (JCB), the largest European construction machinery producer. The result highlights that TQM is a natural foundation to build up Six-Sigma upon; and not surprisingly the quality yield in a TQM approach complemented by Six-sigma is far higher and more stable than when TQM with no Six-Sigma focus is being put in place; thus presenting the overall finding that TQM and Six Sigma are compliments, not substitutes. The study will be concluded with an overview on quality management approaches in the heavy duty manufacturing industry to highlight the way forward for the industry.

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“…Por tanto las acciones se deben enfocada a incrementar el flujo y la velocidad a la que se crea, y entrega dicho valor creado, como salida del sistema, sin importar la eficiencia localizadas en alguno de los componentes de dicho sistema, porque la capacidad de ese sistema está determinado por la restricción en uno de los componentes de dicho sistema, que constituye el cuello de botella y determina la velocidad de salida de dicho sistema. Según Goldratt E. [7] autor de la filosofía TOC (Teory Of Constriction) habla que existen tres clases de restricciones: las físicas del sistema, las de mercado y las políticas creadas que dictaminan reglas del sistema.…”

Section: Fuente Elaboración Propiaunclassified

“…La mejorar continua de la competitividad: Al igual de Ford y Ohno, según Goldratt E. [6]:se debe comenzar con una clara definición de la unidad meta de la organización, para determinar el indicador y parámetros de medición del desempeño que determinar el trúput, del sistema, cuyo objetivo es incrementar la velocidad de generación de unidades de la meta. La restricción o cuello de botella se puede determinar mediante un diagrama de causa efecto como Ichikahua o Árbol de problemas, aplicar el proceso de pensamiento propuesto por Goldratt E. [7] y luego aplicar los 5 pasos. Procesos de Pensamiento propuesto, que permiten responder de una manera lógica y sistemática a tres preguntas clave:…”

Section: Fuente Elaboración Propiaunclassified

Business Competitiveness. The Process of Overcoming in Evolving, Developing and Innovating Businesses

Lu-Chang-Say¹,

Lu-Chang-Say²,

Zuloaga-Rotta³

2018

EasyChair Preprints

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EXPLORATORY RESEARCH. Review of fundamentals, principles, paradigms, which unifies criteria, definitions and concepts around Business Competitiveness, Lean Philosophy and Theory of Constraints, to expose the Conceptual, Theoretical and Methodological Framework of Reference, which leads to improve the process , competitiveness, capacity and / or power to overcome the environmental situations of the business, to evolve, develop and innovate it.PROBLEM, in business there are always competitors, however as in any contest, is a situation to surpass our self, in overcoming the situations in competition, it should not be confused with overcome the competitors, because then comes into risk of applying strategies of war, where is to make lost the enemy.When in Business everyone wins, because it is a way, process or occupation of continuous innovation, development and improvement in the creation and exchange of value where everyone benefits and wins.CONCLUSIONS: Review exposed the Reference Conceptual, Theoretical and Methodological Framework related to Business Competitiveness and Theory of Restriction. Business Competitiveness, which is the power and / or ability to develop, evolve and excel in continuously creating and exchanging value and benefits among people, generating changes in the speed with which it is performed the process. It is not about achieving more productivity, quality or advantages in relation to others and/or bedding of others, but to empower them, create synergies and overcome their own limitations and capacities, increasing the speed with which value and benefits are created, as a final exit, which are quantifiable in trueput, meta units/time.

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Standing on the shoulders of giants: production concepts versus production applications. The Hitachi Tool Engineering example

Cited by 45 publications

References 2 publications

Production Systems Continuous Improvement Modelling

Production Systems Continuous Improvement Modelling

Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma

Business Competitiveness. The Process of Overcoming in Evolving, Developing and Innovating Businesses

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