Toyota production system - one example to shipbuilding industry

Abstract

The objective is analysing the shipbuilding industry and their competitiveness to develop and apply Toyota Production System.The methodology consisted in the qualitative type research by means of personal interviews, with entrepreneurs, presidents, directors and managers of the maritime industry. The contribution of that work was several Toyota Production System technicians can and should be applied at shipyards to improve their vessel manufacturing and assembling systems. The shipbuilding system can use the techniques used in the Toyota Production System as an example for its production process. Production should be lean, minimize defects, stop production and reduce or eliminate inventories. Lean production is regarded by many as simply an enhancement of mass production methods, whereas agility implies breaking out of the mass production mould and producing much more highly customized products -where the customer wants them in any quantity. In a product line context, it amounts to striving for economies of scope, rather than economies of scale ideally serving ever smaller niche markets, even quantities of one, without the high cost traditionally associated with customization.

The application of Lean Six Sigma and supply chain resilience in maritime industry during the era of COVID-19

“…This is in line with previous research conducted by Mensah and Merkuryev (2014), which states that JIT delivery and low inventory can minimize waste and inefficiency. Developed technologies and manufacturing method can be summarized as agility (de Moura and Botter, 2017). Information sharing is key for collaboration and risk reduction (Christopher and Peck, 2004), as well as for facing supply chain disruption (Kamalahmadi and Parast, 2016).…”

“…The principles used in SCR include SC re-engineering, SC collaboration, agility and SCRM culture. Some of the studies that addressed resilient supply chain in maritime industry are those of de Moura and Botter (2017), Ramirez-Peña et al (2019) and Kamalahmadi and Parast (2016). Kamalahmadi and Parast (2016) proposed three specific resilience attributes.…”

The Relationship between Eco-Innovation and Smart Working as Support for Sustainable Management

“…Therefore, they are referred to as innovative leaders. Prior studies focused on sustainable leadership and smart working but by now, only a few of them made a direct connection with eco-innovation [9][10][11][12].…”

“…Smart working approach is usually implemented by strategic leaders that have a positive impact on teams' cohesion and confidence, employees' motivation, and responsibility, having as a consequence higher performance on an organizational level. Strategic leaders have a high impact on employee efficiency and stimulate employee expertise and innovation [9][10][11]24], while innovative leaders proved to be more innovative in ecological ecosystems.…”