Discussion Continuation in Series Three: Transformation of TPS extending beyond Manufacturing
In the ongoing series of discussions between Toyota Motor Corporation (TMC) management and employee representatives, the focus has been on the Toyota Production System (TPS), a shared language that underpins Toyota's global operations.
Akio, the company's president, has highlighted the essence of TPS as 'working for others' and 'respecting people'. He emphasised the importance of continuous improvement (kaizen) and rooted TPS in 'thinking about how to make people's work easier'.
The two pillars of TPS are 'Just-in-Time' and 'Jidoka'. Just-in-Time aims to shorten lead times to the utmost limit – zero. Jidoka, on the other hand, is about automating the production process as much as possible to enable employees to focus on improving the system.
Understanding and applying TPS is critical for everyone, regardless of individual work. TPS activities help to identify the starting point and give people the drive to continue forward. Team members who have experienced the visible results of TPS have noted that putting the system into practice changes their mindset.
TPS implementation has been focused on ensuring that all employees embrace TPS as the core of 'what makes us Toyota'. This approach is seen as a way to boost competitiveness and make work easier for colleagues.
Masahiko Maeda, the Operating Officer in charge of technology, outlined a major policy for the company's R&D. With TPS implementation to extend across organizational boundaries, the goal is to pursue greater efficiency throughout all processes.
Examples of specific instances where TPS was implemented include halving the lead time needed for a part, reducing initial production lead-time for medical gowns by 84%, and improving transport efficiency and safety in logistics.
TPS can be applied to many areas beyond the production genba. In practice, TPS training makes sure to clarify work according to 'monojo' (Material and Information Flow Diagram).
The search results do not provide information about the identity of the president of Toyota at the launch event of the TPS training program. However, it is clear that the program is a significant part of Toyota's strategy, with all 24 groups and in-house companies conducting the TPS training program for office staff, including officers.
The topic of the third session, held on March 10, was how to grasp and utilize the potential of the Toyota Production System (TPS). The discussions will continue, focusing on Toyota's approach to carbon neutrality in Part 4.
