Delving Deeper into the Management Discourse (Part Three): TPS Span Extends Beyond Manufacturing Processes

In a series of discussions hosted by the Toyota Motor Corporation (TMC) each spring, the importance of the Toyota Production System (TPS) was reiterated by top executives. The focus of the third session, held on March 10, was on grasping and utilizing the potential of TPS.

Masamichi Okada, a key figure at Toyota, believes that TPS has created a unique approach to manufacturing, demonstrating its versatility in various situations outside of production. He emphasized that TPS is more than just a strength in manufacturing; it can be applied to many other areas beyond the production genba.

President Akio emphasized the root of TPS, stating that it is rooted in 'thinking about how to make people's work easier'. This customer-focused approach is crucial, as Mitsuru Kawai, who chaired the discussion, encouraged starting with attainable TPS efforts.

Masahiko Maeda, the Operating Officer in charge of technology, outlined a major policy for the company's R&D to extend TPS implementation across organizational boundaries. This policy is aimed at making TPS the shared language of Toyota's global operations, key to boosting competitiveness and making work easier for colleagues.

Kyogo Onoue, tasked with promoting TPS, highlighted its origins as rooted in the desire to make work easier for others. Akio emphasized that the essence of TPS is continuous improvement, or 'continuous kaizen'. TPS activities help office personnel identify the starting point for kaizen and give them the drive to continue forward.

Examples of TPS implementation 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 for parts delivery. The ideal Just-in-Time result is when the task itself ceases to be necessary, and the goal is to eliminate downtime and reworking.

Akio wants to work together to create an automotive industry where everyone can thrive alongside each other, building on the shared foundation and source of strength that is TPS. He encourages everyone present to recognize that understanding and applying TPS is critical, and must be Toyota's advantage, regardless of individual work.

Team members who have experienced TPS noted that it changes their mindset and contributes to job satisfaction. TPS is not just a system; it is a philosophy that encourages continuous improvement and respect for people, as demonstrated by the two pillars of the Toyota Production System: 'Just-in-Time' and 'Jidoka', with Jidoka focusing on 'working for others' and 'respecting people'.

In conclusion, Toyota continues to emphasize the importance of TPS in its operations, encouraging all employees to embrace it as the core of Toyota's operations. By focusing on making work easier for employees and fostering a culture of continuous improvement, Toyota aims to create an industry where everyone can thrive.