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Bridging Western management theories and Japanese management practices: case of the Toyota Way model

Low Sui Pheng (Department of Building School of Design and Environment, National University of Singapore, Singapore)
Gao Shang (Department of Building School of Design and Environment, National University of Singapore, Singapore)

Emerald Emerging Markets Case Studies

ISSN: 2045-0621

Publication date: 1 January 2011

Abstract

Subject area

Manufacturing, Western management theories and Japanese management practices.

Student level/applicability

This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.

Case overview

This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.

Expected learning outcomes

It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.

Supplementary materials

Teaching notes.

Keywords

Citation

Pheng, L.S. and Shang, G. (2011), "Bridging Western management theories and Japanese management practices: case of the Toyota Way model", Emerald Emerging Markets Case Studies, Vol. 1 No. 1. https://doi.org/10.1108/20450621111127395

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited