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Decoding The DNA of Toyota Production System Case Analysis

Toyota Production system was considered a state of the art manufacturing process that many companies sought to emulate. A 4-year study of Toyota plants across several countries sought to decode their practices. Key aspects included standardized work processes, direct customer-supplier relationships with unambiguous responses, simple product pathways, and requiring scientific methodology and leadership for improvements. Toyota focused on continuous improvement through strict adherence to standardized processes and leadership from experienced supervisors.

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419 views2 pages

Decoding The DNA of Toyota Production System Case Analysis

Toyota Production system was considered a state of the art manufacturing process that many companies sought to emulate. A 4-year study of Toyota plants across several countries sought to decode their practices. Key aspects included standardized work processes, direct customer-supplier relationships with unambiguous responses, simple product pathways, and requiring scientific methodology and leadership for improvements. Toyota focused on continuous improvement through strict adherence to standardized processes and leadership from experienced supervisors.

Uploaded by

surya rajan
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Decoding the DNA of Toyota Production system Case Analysis

1. Toyota Production system was considered to be one of the state of art standard processes which
always motivated other companies to adopt the same system to improve their efficiency in
manufacturing.
2. Toyota followed an open system in their plants that associates from any firm could visit the
Toyota plant to learn their TPS.
3. Many companies went on industrial visit to Toyota plant to learn about TPS but they failed to
implement in their own organization.
4. To decode the TPS an extensive 4 year study was done across 40 plants across USA, Japan, and
Europe, where many processes were taken into consideration for study such as routine
production, logistics, materials handling etc.
5. Any changes that has to be incorporated Toyota uses a rigorous problem solving techniques
where the current state is well assessed and the action plan is suggested with explicit logic to
solve the problem.
6. Toyota focuses on continuous improvement in their processes and people working are expected to
learn how to improve from their supervisors, frontline workers and their teachers.
7. The success of Toyota can be explained or defined through four basic rules they are as follows.
Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome.
Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous
yes-or-no way to send requests and receive responses.
Rule 3: The pathway for every product and service must be simple and direct.
Rule 4: Any improvement must be made in accordance with the scientific method, under the
guidance of a teacher, at the lowest possible level in the organization.
8. Every single activity that is done as part of TPS must include content, sequence, timing, outcome
and workers are given strict instructions to follow the standard process and the mangers make
sure that the workers follow the process to meet the business objective of organization.
9. Toyota mainly focuses on the standardization of work and they feel this is one of the most
important aspect because standardized work help to achieve productivity efficiency in an efficient
and systematic way.
10. The second rule states about the customer-supplier relationship where all the services provided to
the customer must be transparent and there should be no confusion regarding who is going to
attend or serve the request of customer.
11. Toyota makes sure that the customer supplier relationship also follows the standardized process.
12. The Rule 3 mainly focused on the process that could reduce the time involved in delivering the
product of customers by eliminating the stops and wait time that is involved in building the
product.
13. The rule 4 emphasizes on any improvement proposed must follow the scientific method where a
worker proposing improvement should produce a scientific logic behind it.
14. Toyota believes that the continuous improvement should be a leadership driven process and
senior experienced workforce should lead the improvement process and other employees should
follow, which is made sure by the supervisors.

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