Table Of ContentBusiness & Management / Lean Methods & Implementation Marksberry
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THE MODERN THEORY OF THE TOYOTA mO
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A Systems Inquiry of the World’s Most Emulated qR
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“Dr. Marksberry looks at TPS in the context of organizational behavior, social fH
sciences, management science, and engineering sciences. He presents new insights thE
into how the elements of TPS work together as a system across an organization. e WO PRODUCTION SYSTEM
Both scholars and practitioners of TPS and Lean Manufacturing will find this book R
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to be thought provoking and revealing about how successful TPS operates.” rY
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—Larry Holloway, Professor and Chair of Electrical and Computer Engineering, d
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University of Kentucky
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Numerous books have been written about Toyota's approach to workplace T
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improvement; however, most describe Toyota's practices as case studies or stories. t H
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Designed to aid in the implementation of Lean manufacturing, The Modern Theory mE A SYSTEMS INQUIRY OF THE WORLD’S
of the Toyota Production System: A Systems Inquiry of the World’s Most uT
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Emulated and Profitable Management System explains that your organization aO
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already has what it takes to succeed with TPS and what’s probably missing eY MANAGEMENT SYSTEM
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is balance. O
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Bridging the gap between implementation and theory, this text is the first of its dA
kind to use systems theory to study how the pieces of the Toyota Production System P
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(TPS) work together to achieve this much needed balance. Lean practitioners will o
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learn how to use system theory to improve overall decision making when applying t
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Explaining that the glue that holds the pieces of TPS together is just as important MU Phillip Marksberry, PhD, PE
as the pieces themselves, the book provides you with invaluable guidance in the aC
implementation of Lean manufacturing from a management perspective. It outlines naT
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a blueprint to help you develop a clear understanding of how the pieces of TPS O
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need to come together so you can achieve something greater than what’s possible mN
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K15434
A PRODUCTIV ITY PRESS BOOK
www.productivitypress.com
THE MODERN THEORY
OF THE TOYOTA
PRODUCTION SYSTEM
A SYSTEMS INQUIRY OF THE WORLD’S
MOST EMULATED AND PROFITABLE
MANAGEMENT SYSTEM
THE MODERN THEORY
OF THE TOYOTA
PRODUCTION SYSTEM
A SYSTEMS INQUIRY OF THE WORLD’S
MOST EMULATED AND PROFITABLE
MANAGEMENT SYSTEM
Phillip Marksberry, PhD, PE
Boca Raton London New York
CRC Press is an imprint of the
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Contents
Foreword ...............................................................................................xv
Preface .................................................................................................xvii
Acknowledgments ...............................................................................xix
Introduction .........................................................................................xxi
About the Author. ...............................................................................xxv
Chapter 1 Systems Theory and the Relation to TPS .........................1
1.1 Why Systems Theory for the Toyota Production
System? ...............................................................................1
1.2 Why Systems Thinking Is Not Popular When
Implementing TPS ............................................................6
1.3 Systems Theory Background ...........................................7
1.4 A Representation of Toyota’s TPS System
Properties ...........................................................................8
1.4.1 Holism and Roles .................................................9
1.4.2 Goal Seeking, Industrial Engineering,
and Problem Solving ...........................................9
1.4.3 Regulation and Jishuken .....................................9
1.4.4 Differentiation and Leadership ........................10
1.4.5 Hierarchy and Hoshin Kanri ...........................10
1.4.6 Transformation, Change Management,
and Kaizen ..........................................................11
1.4.7 Entropy and Human Resources ......................11
1.4.8 Negative Entropy and Organizational
Learning ..............................................................11
1.4.9 Requisite of Variety and Production
Leveling ...............................................................12
1.4.10 Interrelationships and Supplier
Development ......................................................12
1.4.11 Equifinality, Multifinality, and
Maintenance .......................................................13
1.5 Summary..........................................................................13
References ...................................................................................14
v
vi • Contents
Chapter 2 The Property of Holism in TPS. ......................................15
2.1 System Property: Holism ...............................................15
2.2 Holism and the Toyota Production System ................15
2.3 The Role Concept ............................................................16
2.4 The Difference between Roles and Job
Descriptions .....................................................................18
2.5 Role Prescriptions ...........................................................19
2.6 Role Theory and Analysis ..............................................19
2.6.1 Role Components and Features ......................20
2.7 The Emergent Properties of TPS: Teamwork .............20
2.8 The Emergent Properties of TPS: Collaboration
and Trust among Members ...........................................26
2.9 The Emergent Properties of TPS: Workplace
Consistency ......................................................................27
2.10 Summary.........................................................................30
References ...................................................................................31
Chapter 3 The Property of Goal Seeking in TPS, Part 1 ................33
3.1 System Property: Goal Seeking ....................................33
3.2 Goal-Seeking Properties of the Toyota
Production System .........................................................34
3.3 Background: TPS and the Industrial
Engineering Connection ...............................................35
3.4 The Role of Industrial Engineering ..............................36
3.5 Industrial Engineering Theory .....................................37
3.6 Literature Review of Industrial Engineering
Methods ...........................................................................38
3.6.1 The Scientific Management Era .......................38
3.6.2 Skill Sets of Industrial Engineers in the
Era of Scientific Management ..........................39
3.6.2.1 Skill Set: Scientific Method ...............39
3.6.2.2 Skill Set: Importance of Direct
Observation........................................40
3.6.2.3 Skill Set: Work Sampling .................40
3.6.2.4 Skill Set: Questioning Attitude .......40
3.6.2.5 Skill Set: Standardization ..................41
3.6.2.6 Skill Set: Standards Engineer ...........41
Contents • vii
3.6.2.7 Skill Set: Systems Thinking ..............41
3.6.2.8 Skill Set: The Process Flowchart ......41
3.6.2.9 Skill Set: Work Distribution
Charts .................................................42
3.6.2.10 Skill Set: Time Study .........................42
3.6.2.11 Skill Set: Testing, Adaptive One
Factor at a Time .................................42
3.6.3 Contemporary Industrial Engineering .........42
3.6.4 Skill Sets of Contemporary Industrial
Engineering .......................................................43
3.6.4.1 Skill Set: Systems Engineering
and Optimization ..............................44
3.6.4.2 Skill Set: Process Design and
Reengineering ....................................44
3.6.4.3 Skill Set: Experimental Design,
Design of Experiments, Taguchi
Methods ...............................................45
3.6.4.4 Skill Set: Six Sigma .............................45
3.6.4.5 Skill Set: Lean Sigma .........................45
3.6.5 Literature Review Summary ...........................46
3.7 What Type of Industrial Engineering Identity Is
TPS? .................................................................................46
3.7.1 Differences between TPS, the Efficiency
Expert, and Traditional Lean ...........................50
3.8 Adapting Scientific Management to TPS and the
Comparison to Contemporary IE ................................52
3.8.1 Standardization or Kaizen (Business
Process Reengineering)? ...................................52
3.8.2 Knowledge by Observation (Genchi
Genbutsu) or by Inference (Data)? ..................53
3.8.3 Scientific Method or System
Optimization? ...................................................54
3.9 Summary.........................................................................56
References ..................................................................................56
Chapter 4 The Property of Goal Seeking in TPS, Part 2 ................59
4.1 Problem Solving: The Identity of the Toyota
Production System ..........................................................59
viii • Contents
4.1.1 Problem Solving versus Kaizen
(Improvement) ..................................................60
4.2 Structured Problem Solving ..........................................61
4.3 Toyota’s Eight-Step Problem-Solving
Methodology ...................................................................62
4.4 Human Problem-Solving Background ........................65
4.5 Literature Review of Problem-Solving
Methodologies .................................................................67
4.6 Limitations with Problem-Solving Methodology
Research ...........................................................................74
4.7 Problem-Solving Theory and Core Thinking
Skills .................................................................................75
4.8 Criteria for Evaluating Effective Cognitive
Processes ..........................................................................76
4.9 Applying Human Problem-Solving Theory to
Toyota’s Eight-Step Process ..........................................80
4.9.1 Goal Clarity in A3 Thinking ............................81
4.9.2 Productive Thinking in A3 Thinking .............82
4.10 Putting It All Together ..................................................86
4.11 Summary.........................................................................88
References ..................................................................................88
Chapter 5 The System Property of Regulation in TPS ....................91
5.1 System Property: Regulation .........................................91
5.2 The System Property of Regulation and the
Toyota Production System .............................................95
5.3 Literature Review of Jishukens .....................................97
5.4 Literature Review of Quality Circles ............................97
5.5 Using Quality Circles and Jishukens to Create a
Shared Vision .................................................................99
5.6 The Weakening and Strengthening of TPS using
Shared Visions ...............................................................102
5.7 The Regulation Cycle of TPS .......................................105
5.8 Jishuken and Quality Circle Implementation
Concepts.........................................................................106
5.8.1 Asking for Help and Promoting Waste
Elimination .......................................................107
