Analysis and application of the Toyota Production System in American manufacturing
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The Toyota plant at Georgetown, Kentucky is the Japanese manufacturer's flagship facility in the United States. The facility encompasses stamping, die manufacture, plastic moulding and engine and axle machining and finishing plants in addition to the usual bodyshop, paintshop and two car assembly lines. The president of Toyota Motor Manufacturing Kentucky (TMMK) points out that the success of lean manufacturing in Toyota is not so much for the Toyota Production System tools such as andon and kaizen, but on the DNA of TPS: the culture, how people think. TPS is grounded on how people are trained and treat each other, the deep roots of problem solving, and truly understanding the concept at the heart of TPS - that the customer is always first. Kaizen approved TPS is applied in TMMK the management of its complex supply chain. The article also discusses TMMK-style product development, production tracking, assembly automation, and the production of the hybrid car.
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Toyota started practicing TPS (Toyota Production System) since 1950 successfully. Due to the success of TPS, Many companies across the world started using the same. Later in the 1990s. M. Womack and Jones gave the name it as a lean manufacturing. Lean manufacturing is now one of the most powerful manufacturing systems in the Competitive world. Numerous organizations around the world have implemented and adopted it to enhance their productivity through reduction and elimination of Waste. This project report is on understanding and implementation of one of the Lean tools which are; Value Stream Mapping, for Directional Control Valve in Bosch Rexroth (India) Pvt. Ltd. – Sanand Plant, Ahmedabad. Value Stream Mapping is a lean tool to identify the value added and non-value added activity during the production. Using this, identify the Waste and removing it along the processes which are based on the principle of Bosch Production System. (TPS – Toyota Production System) This intends the checking of the Inventory level during the process of Manufacturing and Assembling of the products.
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近年，医療現場がさまざまな課題・問題に直面していることは周知のとおりである。その課題・問題とは，医師・看護師不足，医師・看護師の過労死，医療訴訟の急増化，リスク増大など，枚挙に暇がない。これらの課題・問題は単なる一過性のものなどではなく，現場で働く者たちの負担を増大させることによって，医療現場にさらなる課題・問題を生み出すという負のスパイラルをもたらすものである。 本稿では，このような認識のもと，この負のスパイラルを脱する方法として，医療現場にトヨタ方式を導入した刈谷豊田総合病院の事例を紹介している。トヨタ方式を導入して医療経営からムダを取り除くことで，医師や看護師をはじめとした医療従事者の負担を減らし，彼（女）たちがより重要な仕事，より遣り甲斐のある仕事へと時間を割くことができるようになる。 刈谷豊田総合病院の事例から理解されることは，医療現場にトヨタ方式を導入する際には，少なくとも３つの条件が挙げられるということである。それは第一に，業務の中に存在するムダを取り除くための「コストマネジメント」である。第二に，業務を大雑把な塊として眺めるのではなく，一連の作業プロセスを構成する要素を調査・分析する「プロセスマネジメント」である。第三に，現場作業者が主体的にムダを見つけ，そのムダを取り除くための改善案を考えるという「現場主導の作業改善」である。
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