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1 – 10 of 550Eirin Lodgaard, Natalia Iakymenko and Maria Flavia Mogos
The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective…
Abstract
Purpose
The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective is to identify the critical success factors (CSFs) for the Toyota Kata implementation in this environment and to develop a continuous improvement (CI) method – based on Toyota Kata and adapted to the ETO manufacturing within the construction industry.
Design/methodology/approach
An action research (AR) approach was applied, which includes a participatory form of inquiry and learning from both intended and unintended outcomes, while simultaneously building up scientific knowledge about successful implementation of Toyota Kata.
Findings
All the CSFs in the AR project are addressed by the earlier literature, thus confirming the existing body of knowledge. Moreover, the existing knowledge was arguably extended through the modified Toyota Kata as an approach for CI. New elements regarding how to run the small experiments by extending the core team with personnel who work with the problem on a daily basis.
Originality/value
This research addresses a gap identified in the literature regarding how Toyota Kata can be adapted to the ETO manufacturing within the construction industry. It also presents an overview of CSFs for the Toyota Kata implementation in this environment.
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The purpose of this study is to introduce an enterprise's productivity management named “Production efficiency improvement - PEFF”. This study shows the way of developing the…
Abstract
Purpose
The purpose of this study is to introduce an enterprise's productivity management named “Production efficiency improvement - PEFF”. This study shows the way of developing the management system to keep their shop floor “flexible to change” and “continuously controlling and improving” from the different levels and in various factories.
Design/methodology/approach
This study refers to Toyota's PEFF management system in the context of productivity enhancement through detailed management processes including yearly management, monthly management, daily management and its application in a case study from another sector as a model case of PEFF expansion. The methodology of this study is to introduce a method for production efficiency analysis, measure and select standard time through PEFF calculation.
Findings
Toyota's PEFF management can be extremely effective at developing management's ability to conduct day-to-day shop-floor management, know-how sharing and how Toyota applies PEFF to develop the world-standard on manpower efficiency for their factories. Besides, this study shows the applicable of PEFF improvement has successfully conducted in other manufacturers in a flexible way to achieve the improvement targets.
Research limitations/implications
The results of this study will aid the managers in production lines to find the method of calculating and evaluating production efficiency through Toyota's management techniques such as PEFF, YIP, WVACT and standard time. However, the approach for this paper was from a synchronized system as Toyota is limited to generalized to small and medium-sized enterprises.
Originality/value
This paper is introducing the original Toyota's management technique to sustainable enhance their manpower performance and efficiency and answer the question of why TPS still exists in the age of digital management. PEFF management serves as an example of a value management process to help manufacturers to set guidelines to improve their productivity.
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Leandro dos Santos, Elsebeth Holmen, Ann-Charlott Pedersen, Maria Flavia Mogos, Eirin Lodgaard and Daryl John Powell
Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their…
Abstract
Purpose
Toyota had mature lean capabilities when developing its supplier network. This paper aims to explore how companies can develop a Toyota-style supplier network (TSN) while their lean capabilities are still evolving.
Design/methodology/approach
Theoretically, this paper relies on the literature on lean maturity levels and lean supplier network development. Empirically, the paper portrays a Toyota-style initiative, detailing the buyer’s efforts to develop internal lean capabilities concurrently with developing lean in its supplier network. It compares the Network for supplier innovation (NSI) initiative with TSN development regarding activities, organizations and knowledge-sharing routines.
Findings
Unlike the sequential development in the case of Toyota, NSI improved performance and capabilities in the buyer’s supplier network by implementing lean in the firm and its supplier network concurrently. Third-party involvement was the key to the initiative’s success.
Research limitations/implications
The findings are based on an in-depth single-case study which allows theoretical generalization but not statistical generalization. Furthermore, the case study concerns an initiative with Norwegian firms during a financial recession. Future studies should consider these limitations on how firms with evolving lean capabilities can develop a TSN-style supplier network and the importance of involving third parties operating in the role of lean master.
Practical implications
This study suggests what buying firms should consider when designing a TSN initiative, enrolling suppliers and engaging third parties that can take on the role of lean master.
Originality/value
Previous research has focused on how mature lean firms develop lean suppliers and networks. This paper extends this to firms whose lean capabilities are still evolving.
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This research aims to examine the relationships among leadership and culture, human resources and process improvement in lean hospitals from the socio-technical perspective.
Abstract
Purpose
This research aims to examine the relationships among leadership and culture, human resources and process improvement in lean hospitals from the socio-technical perspective.
Design/methodology/approach
The survey instrument was developed from literature reviews, verified by experts and confirmatory factor analysis. Multiple responses were used to collect data from 473 care providers in 220 outpatient departments of Thai hospitals to improve reliability of the obtained data. Path analysis of structural equation modeling was applied to analyze the hypotheses.
Findings
It was found that human resources has a significant positive direct effect on process improvement. Leadership and culture not only has significant direct positive impacts on human resources and process improvement but also has a significant indirect positive impact on process improvement through human resources.
Originality/value
This is one of the first examples of research to present insights into the links between soft and hard factors of lean hospitals at strategic and operational levels.
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Alejandro Ríos-Hernández, Joel Mendoza-Gómez and Luz María Valdez–de la Rosa
This study empirically tests a model of human capital (HC) factors affecting the organisational competitiveness (OC) of automotive parts suppliers in the Industry 4.0 framework…
Abstract
Purpose
This study empirically tests a model of human capital (HC) factors affecting the organisational competitiveness (OC) of automotive parts suppliers in the Industry 4.0 framework, including concepts such as Toyota Kata (TK), Kaizen and Quality 4.0, during the coronavirus disease 2019 pandemic.
Design/methodology/approach
An instrument was created to measure emotional intelligence (EI) and analytical skill (AS) as input variables and OC as the output variable. The instrument was distributed electronically to Tier 1 non-technical employees in Nuevo León and Querétaro, México. A total of 195 surveys were obtained. The instrument used stepwise multiple linear regression.
Findings
This study proposes a model to strengthen the OC of Tier 1 automotive parts supply industry from the perspective of HC factors. Furthermore, it is shown that EI and AS have a positive and significant impact on OC.
Practical implications
From an HC perspective, this study provides a useful basis to improve OC for researchers, industry experts and managers at different levels of the automotive industry, including the triple helix (academia, industry and the government).
Originality/value
No studies simultaneously test the relationship of EI and AS to OC; therefore, this study fills a gap in the literature. Furthermore, the study explored the literature on individual Kaizen (IK) and TK, leading to a contrast between the definitions of EI and AS. Finally, for EI, a reference to motivation was found in the IK. In the case of AS, an orientation to ability of problem solving was found in TK.
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Florian Magnani, Ali Siadat, Emmanuel Caillaud and Olivier Gaudichau
Previous research has managed to clearly define lean technical competencies. However, the behavioral competencies remain underestimated, and the roles of lean experts are not…
Abstract
Purpose
Previous research has managed to clearly define lean technical competencies. However, the behavioral competencies remain underestimated, and the roles of lean experts are not clearly stated: are they teachers, facilitators or technical experts? The present paper investigates lean behavioral competencies and their relationship to lean experts' roles.
Design/methodology/approach
This article serves as an exploratory study built on interviews, observations and focus groups conducted during a three-year longitudinal study accompanied by a three-year follow-up. The case takes place in an international automotive company in partnership with Toyota in which lean adoption was part of a consistent strategy over a period of 20 years.
Findings
The study clarifies lean behavioral competencies related to organizational efficiency (nominal management, improvement management and respect for people) and relational efficiency (problem resolution, competencies development and systemic interactions). The study helped create a typology of lean experts' roles related to the maturity level of the environment in which they intervened. Moreover, Lean experts' roles in congruence with the environment seem to positively influence the creation of emerging human relationships that are beneficial to process improvement and competencies development.
Originality/value
This paper is the first to clarify behavioral competencies with respect to lean experts' roles and to study the temporality of the introduction of lean practices. The findings recommend that researchers better acknowledge the influence of lean behavioral competencies during lean adoption and their relationship to contextual factors and organizational performance. A practical methodology is proposed to measure the necessary behavioral adjustments of lean experts or employees.
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Esmir Demaj and Denis Mehillaj
Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can…
Abstract
Lean manufacturing, a philosophy that revolutionized the manufacturing industry, is often linked to the Toyota Production System (TPS). At the core of a lean company, one can observe proper implementation of lean manufacturing tools and practices such as just-in-time, work teams, cellular manufacturing, lean layout, etc. The goal of lean production is to minimize the waste producing activities while offering the same or enhanced quality to customers.
The aim of this research is to investigate the implementation degree of lean manufacturing and its tools and practices focusing on the case of an SME in Albania as a concrete example. Higher attention is given to some of the pillars of lean manufacturing such as just-in-time and cellular manufacturing.
In this case study, researchers observed a variety of features of lean production. Just-in-time was implemented to a certain extent and cellular manufacturing at a more surprising level, which was facilitated especially by the U-shaped facility layout designs observed during the site visits. The value stream mapping showed a proper group technology in place and the management displayed signs of engagement and future advancement desire regarding this philosophy.
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Constantin Bratianu, Alexeis Garcia-Perez, Francesca Dal Mas and Denise Bedford