Toyota Story 2: Still Winning the Productivity Game

Vaghefi, M. Reza; Woods, Louis A.; Huellmantel, Allen

doi:10.1111/1467-8616.00129

Cited by 7 publications

(13 citation statements)

References 1 publication

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“…Toyota uses only two job classifications for the entire plant: assembly line worker and craft technician. An assembly line worker can perform any task at any place on the assembly line (Vaghefi et al, 2000) (Table VI). (Cutcher-Gershenfeld et al, 1994).…”

Section: Work Teamsmentioning

confidence: 99%

Work organisation practices for lean production

Olivella

Cuatrecasas

Gavilan

2008

Journal of Manufacturing Technology Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to obtain and to expose work organisation practices common to the factories that successfully follow lean production (LP) principles. Design/methodology/approach -Analysis of the literature and interviews with experts.Findings -An analysis of the literature reveals clear connections between work organisation practices and LP. However, general reports on LP barely deal with work organisation. A set of work organisation objectives for LP was established for the authors and interviewed experts and analysed by reviewing the literature. Similarities are found between the different sources in terms of defining a set of policies and practices covering all the aspects of work organisation. It is shown that there are indeed work organisation practices characteristic of LP. Originality/value -This paper is believed to be the first complete analysis of work organisation practices for LP.

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Section: Work Teamsmentioning

confidence: 99%

Work organisation practices for lean production

Olivella

Cuatrecasas

Gavilan

2008

Journal of Manufacturing Technology Management

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“…6 Develop continuous improvement in the organization through identifying and solving problems. 7 I would stop the production process if it was discovered that something was wrong with process or the product. A2 Leader Standard Work 1 All leaders carry and follow standard work.…”

Section: Resultsmentioning

confidence: 99%

“…6 I am allowed to contribute to improving procedures and work instructions. 7 There are clear procedures and work instructions available in your work area. 8 I am allowed to contribute to improving procedures and work instructions.…”

Section: Resultsmentioning

confidence: 99%

“…PT Proceedings of the 16 th Int. AMME Conference, 27-29 May, 2014 7 Effectiveness and efficiency of any process are improved. B2 Kaizen training.…”

Section: Resultsmentioning

confidence: 99%

“…Toyota believes the suppliers are the cornerstone of their production system and without a strong relationship with suppliers, lean is unlikely to happen (Vaghefi et. al [7]). The strong relationships with the suppliers means involving them in the process and there is an institutionalized set of practice between both parties to help transfer knowledge and to learn faster in engineering, designing and manufacturing.…”

Section: Definition Of Toyota Culturementioning

confidence: 96%

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Development of Lean Culture Assessment for Lean Manufacturing Implementation

Salah

Sobhi

Ali

2014

The International Conference on Applied Mechanics and Mechanica

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Many companies are looking at lean manufacturing for helping them to remain competitive; Lean manufacturing is however more than just a set of tools and techniques as it also requires a change in the organizational culture of the company involved to be a lean culture. The relationship between an organization's culture and its ability to implement lean six sigma technique is a long-term effort. As a first step, the purpose of this paper is to offer the results of a survey conducted to measure the lean cultures criteria in the manufacturing company which is conducive for successful implementation of lean six sigma methodologies. The method used for this paper study was the questionnaire method using a lean culture assessment questionnaire that has been designed by the researcher that was aligned to the important principles based on Toyota Way model. This study indicates that the existing organizational culture of radiator Production Company is relatively conducive to the implementation of lean principles within the company. KEY WORDSLean manufacturing, organizational culture, lean culture assessment, questionnaire.

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The Impact of Safety Culture on Systemic Risk Management

Gunningham

Sinclair²

2014

Eur. j. risk regul.

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Notwithstanding impressive gains in occupational safety across the Australian coal mining sector, this research reveals that even within the same company, some mines substantially outperform others in terms of safety outcomes, raising questions as to why, notwithstanding the introduction of sophisticated and systemic risk management mandated by government, such variation still exists. Potential contributory variables are considered (technology, physical environment, management systems), and discarded, before examining the role of safety culture. Drawing on qualitative (interviews) and quantitative research (safety statistics and audit results) it was found that distinctive patterns of site and context specific cultural factors align to safety performance. The article provides insights as to whether, to what extent or in what circumstances site specific cultural variables, served to undermine or reinforce the effectiveness of the company's overall risk management strategy.

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Toyota Story 2: Still Winning the Productivity Game

Cited by 7 publications

References 1 publication

Work organisation practices for lean production

Work organisation practices for lean production

Development of Lean Culture Assessment for Lean Manufacturing Implementation

The Impact of Safety Culture on Systemic Risk Management

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