TOYOTA PRODUCTION SYSTEM

Toyota Production System

Table of contents

Analysis of the Toyota Production System1

The current quality problems the company has experienced1

Proposed change to the quality management systems of Toyota2

Toyota Production System (TPS) contributes to the overall strategic direction of Toyota3

The importance of effective operations management in achieving organizational objectives3

The impact that theories of leadership has on organizational strategy3

Leadership strategy that supports organizational direction3

Causes of the current quality problems4

Changes need to be made to Toyota's quality management assurance4

Strategic quality change to improve organizational performance4

Resources, tools and systems to support business processes in strategic-quality change5

The wider implications of planned strategic-quality change in an organization5

Literature deals with the theorization and application of Six Sigma methodologies.6

Systems to monitor the implementation of a strategic-quality change in an organization6

Planning the changes to the quality system6

Effects on organizational performance6

The effects of implementing the proposed change can be embedded in the TPS7

The proposed change will impact on the culture and the Human Resources of Toyota7

Conclusion8

References9

Toyota Production System

Analysis of the Toyota Production System

The Toyota Production System (TPS) is one of Toyota's systems that were over a period of more than 50 years of production learning from the experience of series production. It combines the productivity of mass production with the quality of workshop production. For Japan, it was after the end of the Second World War II, when they did not get any financial aid from the US, making the Japanese companies work with modest means to get on the world market. Money for modern equipment was not available, so the companies focused on the improvement of organizational processes (Bounds, G. M., Pp. 32).

The TPS was largely by the engineers Taiichi Ohno and Shigeo Shingo who developed the concept of Kaizen). The Target issues in the production cycle are the least possible waste of resources of any kind in the production process. The information, which is to be produced in any quantity, from the downstream sector by docket is to the upstream. The result is minimal material resources in the process. Such a process can only work reliably if the employees meet the qualifications, availability of machinery and intermediate products produced during the process to very high standards. Very early on, Toyota has the quality strategies of the U.S. artist William Edwards Deming met, whose ideas in his native land on deaf ears, are with immense success.

The current quality problems the company has experienced

Toyota's decision last month to recall 2.3m vehicles in America and then to suspend sales and production of eight models with possible faulty accelerator pedals (it eventually took similar steps around the world, involving 8m vehicles) has sent shock waves through the industry. Toyota also admitted that there have been problems with the brakes on the latest Prius, which it now claims to have fixed; it is investigating the brakes of its other hybrid models. According to Japanese media and reports from the US, Toyota is likely to recall at least 400,000 of its 2010 Prius hybrids around the world to fix a faulty brake problem (OÌ„no, T. Pp.65).

Proposed change to the quality management systems of Toyota

With minimal material stocks in the process, it is essential that only genuine parts are passed to the ...