1st Edition

The Modern Theory of the Toyota Production System A Systems Inquiry of the World’s Most Emulated and Profitable Management System

By Phillip Marksberry Copyright 2013
    451 Pages 265 B/W Illustrations
    by Productivity Press

    Numerous books have been written about Toyota's approach to workplace improvement; however, most describe Toyota's practices as case studies or stories. Designed to aid in the implementation of Lean manufacturing, The Modern Theory of the Toyota Production System: A Systems Inquiry of the World’s Most Emulated and Profitable Management System explains that your organization already has what it takes to succeed with TPS and what’s probably missing is balance.

    Bridging the gap between implementation and theory, this text is the first of its kind to use systems theory to study how the pieces of the Toyota Production System (TPS) work together to achieve this much needed balance. Lean practitioners will learn how to use system theory to improve overall decision making when applying Lean or Toyota-like management systems.

    Explaining that the glue that holds the pieces of TPS together is just as important as the pieces themselves, the book provides you with invaluable guidance in the implementation of Lean manufacturing from a management perspective. It outlines a blueprint to help you develop a clear understanding of how the pieces of TPS need to come together so you can achieve something greater than what’s possible with the individual pieces.

    Systems Theory and the Relation to TPS
    Why Systems Theory for the Toyota Production System?
    Why Systems Thinking Is Not Popular When Implementing TPS
    Systems Theory Background
    A Representation of Toyota’s TPS System Properties
         Holism and Roles
         Goal Seeking, Industrial Engineering, and Problem Solving
         Regulation and Jishuken
         Differentiation and Leadership
         Hierarchy and Hoshin Kanri
         Transformation, Change Management, and Kaizen
         Entropy and Human Resources
         Negative Entropy and Organizational Learning
         Requisite of Variety and Production Leveling
         Interrelationships and Supplier Development
         Equifinality, Multifinality, and Maintenance
    Summary
    References

    The Property of Holism in TPS
    System Property: Holism
    Holism and the Toyota Production System
    The Role Concept
    The Difference between Roles and Job Descriptions
    Role Prescriptions
    Role Theory and Analysis
         Role Components and Features
    The Emergent Properties of TPS: Teamwork
    The Emergent Properties of TPS: Collaboration and Trust among Members
    The Emergent Properties of TPS: Workplace Consistency
    Summary
    References

    The Property of Goal Seeking in TPS, Part 1
    System Property: Goal Seeking
    Goal-Seeking Properties of the Toyota Production System
    Background: TPS and the Industrial Engineering Connection
    The Role of Industrial Engineering
    Industrial Engineering Theory
    Literature Review of Industrial Engineering Methods
         The Scientific Management Era
         Skill Sets of Industrial Engineers in the Era of Scientific Management
              Skill Set: Scientific Method
              Skill Set: Importance of Direct Observation
              Skill Set: Work Sampling
              Skill Set: Questioning Attitude
              Skill Set: Standardization
              Skill Set: Standards Engineer
              Skill Set: Systems Thinking
              Skill Set: The Process Flowchart
              Skill Set: Work Distribution Charts
              Skill Set: Time Study
              Skill Set: Testing, Adaptive One Factor at a Time
         Contemporary Industrial Engineering
         Skill Sets of Contemporary Industrial Engineering
              Skill Set: Systems Engineering and Optimization
              Skill Set: Process Design and Reengineering
              Skill Set: Experimental Design, Design of Experiments, Taguchi Methods
              Skill Set: Six Sigma
              Skill Set: Lean Sigma
         Literature Review Summary
    What Type of Industrial Engineering Identity Is TPS?
         Differences between TPS, the Efficiency Expert, and Traditional Lean
    Adapting Scientific Management to TPS and the Comparison to Contemporary IE
         Standardization or Kaizen (Business Process Reengineering)?
         Knowledge by Observation (Genchi Genbutsu) or by Inference (Data)?
         Scientific Method or System Optimization?
    Summary
    References

    The Property of Goal Seeking in TPS, Part 2
    Problem Solving: The Identity of the Toyota Production System
         Problem Solving versus Kaizen (Improvement)
    Structured Problem Solving
    Toyota’s Eight-Step Problem-Solving Methodology
    Human Problem-Solving Background
    Literature Review of Problem-Solving Methodologies
    Limitations with Problem-Solving Methodology Research
    Problem-Solving Theory and Core Thinking Skills
    Criteria for Evaluating Effective Cognitive Processes
    Applying Human Problem-Solving Theory to Toyota’s Eight-Step Process
         Goal Clarity in A3 Thinking
         Productive Thinking in A3 Thinking
    Putting It All Together
    Summary
    References

    The System Property of Regulation in TPS
    System Property: Regulation
    The System Property of Regulation and the Toyota Production System
    Literature Review of Jishukens
    Literature Review of Quality Circles
    Using Quality Circles and Jishukens to Create a Shared Vision
    The Weakening and Strengthening of TPS using Shared Visions
    The Regulation Cycle of TPS
    Jishuken and Quality Circle Implementation Concepts
         Asking for Help and Promoting Waste Elimination
         Starting Point for Workplace Improvement
         The Team Structure of Jishukens and Quality Circles
         Support Functions in QCs and Jishukens
              Coach and Facilitate Problem Solving
              Jishukens and QCs Must Advance Stability through Standardization
              Model the Company’s Approach to Work
    Summary
    References

    The System Property of Differentiation in TPS
    System Property: Differentiation
    Toyota Production System and System Differentiation
    Literature Review of Leadership
         The Distinction between Management and Leadership
    Literature Review of Leadership Theory
    Leadership Theory for TPS
    The Why Function of TPS Leadership
    The How Function of TPS Leadership
         What If Leadership Is Not on Board with Defining, Coaching, or Implementing Lean?
    The Where Function of TPS Leadership
    The When Function of TPS Leadership
    Summary
    References

    The System Property of Hierarchies in TPS
    System Property: Hierarchy
    The Hierarchical Property of the Toyota Production System
    Decision Making in Hierarchies
         Vertical Decision Making
         Horizontal Decision Making
         Interdependent Decision Making
         Interdependent Performance
         Monitoring and Progress
         Routine Work and Nonroutine Work in Hoshin
    Literature Review of Strategic Planning
         Problems and Challenges in Strategic Planning
    Strategic Planning Theories
    A System of Hierarchies: The Hoshin Process
         Planning Phase of Hoshin
         Preparation Phase of Hoshin
         Hoshin Implementation Phase
         Hoshin Evaluation
         End-of-Year Evaluation
    A Theoretical Interpretation of Hoshin
    Summary
    References

    The System Property of Transformation in TPS
    System Property: Transformation
    The Conversion Process in the Toyota Production System
    Literature Review of Change Management
    Conversion Process: Ingestor
    Conversion Process: Motor
    Conversion Process: Converter
    Conversion Process: Producer
    Conversion Process: Supporter
    Conversion Process: Distributor
    Conversion Process: Matter–Energy Storage
    Summary
    References

    The System Property of Entropy in TPS
    System Property: Entropy
    Entropy in Organizations
    Entropy in the Toyota Production System
         Japanese Management Techniques in Human Resources
         Japanese Management Practices and Toyota
    Minimizing Entropy Using the Human Resource Function in TPS
    Hygiene Theory and TPS: The Essential Needs of the Individual
         Stable Employee Relations
         Fair Appraisal and Treatment
         Improve the Terms and Conditions of Employment
         Workplace Communication
    Motivation Theory and TPS: The Intrinsic Needs of the Individual
         Decision Making
         Teamwork
         Workplace Competence
    Summary
    References

    The System Property of Reversibility in TPS
    System Property: Reversibility
    Minimizing Entropy in the Management and Labor Relationship (Reversibility)
    Literature Review: The Birth of the Toyota Production System as a Union
         The Role of Trade Unions and the Human Resource Function in the United States
         The Use of Lean in Human Resource Development
         A Difficult Implementation of Lean in Union Environments in the United States
         Union Problems and Lean Production in the Automotive Industry
         A Successful Case of Lean Production in the Automotive Sector in a Union Environment
         The Influence of Labor Unions in Japan on Lean Production
    Internal Reversibility in TPS: A Union Perspective
         Larger Employment Issues
    External Reversibility in TPS: A Union Perspective
    Summary
    References

    The System Property of Negative Entropy in TPS
    System Property: Negative Entropy
    Negative Entropy and the Toyota Production System
         Exceptional Creativity, Mundane Creativity, and Lifelong Learning
    Organizational Learning and Communication: Some Basic Similarities with TPS
    Literature Review of Organizational Learning and Communication
    Organizational Learning Theory
    Connecting the Kaizen Mind
    The Preferred Learning and Communication Style for the Kaizen Mind
    Summary
    References

    The System Property of Requisite Variety in TPS
    System Property: Requisite Variety
    A Theoretical Response to Complexity and Variety
    Toyota Production System and the Law of Requisite Variety
    Literature Review: Production Leveling
    The Technical and Social Structures of Production Leveling
         Technical System: Prevention
         Technical System: Reactive
         Social System: Prevention
         Social System: Reaction
    Summary
    References

    The System Properties of Interrelationship and Interdependence in TPS
    System Properties: Interrelationship and Interdependence
    Interrelationship and Interdependence in the Toyota Production System
    A Review of Toyota’s Supplier Development Practices
    Building Positive and Interdependent Structures in TPS
    Summary
    References

    The System Property of Equifinality in TPS
    System Property: Equifinality and Multifinality
    The System Property of Equifinality for a Management System
    The System Property of Equifinality for Non-Value-Added Work Environments
    Literature Review
    The TPS Goal in Facilities Maintenance
    The Tenants of Waste Elimination in Maintenance
         Establishing Normal Work in Unknown and Nonroutine Work Environments
         Fewer Higher-Skilled Employees
         Seibi: Starting Point for Equipment and Maintenance Standards
         Improving Equipment Availability Using Problem Solving
    Summary
    References

    Summary
    Systems Theory and the Modern Theory
    Management System Properties Can Be Satisfied in Many Ways
    Organizing the Properties of TPS for Implementation
    Timing and Pace
    How Do You Know When the Modern Theory of TPS Is Working?

    Biography

    Dr. Phillip Marksberry is the vice president of engineering and quality for American LaFrance, a custom manufacturer of emergency vehicles and modern fire engines. He received his BS in mechanical engineering at the University of Kentucky in 1997 and became board certified as a professional engineer in 2001. In 2000, he received his master’s degree in business management at Brescia University and in 2004 his PhD in mechanical engineering at the University of Kentucky. Dr. Marksberry has more than 20 years experience working in the automotive industry and holds several patents in metal cutting and product design. He has also held roles in production engineering, product design, industrial engineering, and operations. Prior to American LaFrance, he was a faculty member of the College of Engineering, with a joint appointment in the Department of Mechanical Engineering and Center for Manufacturing. Dr. Marksberry has published over 30 technical journal articles and has been a member of various technical societies.

    Dr. Marksberry looks at TPS in the context of organizational behavior, social sciences, management science, and engineering sciences. He presents new insights into how the elements of TPS work together as a system across an organization. Both scholars and practitioners of TPS and Lean Manufacturing will find this book to be thought provoking and revealing about how successful TPS operates.
    Larry Holloway, Professor and Chair of Electrical and Computer Engineering, University of Kentucky