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Toyotism

Toyotism is a form of work organization developed by Toyota aimed at reducing costs and improving quality. It is based on just-in-time, production on demand, and continuous improvement through kaizen.

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36 views4 pages

Toyotism

Toyotism is a form of work organization developed by Toyota aimed at reducing costs and improving quality. It is based on just-in-time, production on demand, and continuous improvement through kaizen.

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Ikhlass Lahmidi

MT Group 2
Toyota Production System

Toyotism is a form of work organization that involves reducing the


production costs, avoid overproduction, reduce delays and produce
the best possible quality. Based on just-in-time and on newrules
the managementthis one has little to do with theTaylorismand theFordismwhatever being
an improvement of these two modes of organization.

It is the Japanese industrial engineer Taiichi Ohno (1912-


1990) who is considered the father of the system of
Toyota production.

Theoretical application of the Ohno method:


The Ohno method can only be carried out in
respecting five conditions, all complementary
one from the other, called the five zero:

Zero delay: Products are manufactured almost on demand. It is the


production in "just-in-time," "just-in-time," or also "kanban method" (which
involves labeling the parts to be able to reorder a new one each time
usage). This helps to avoid excess supply. If certain car models
(in the case of Toyota) sell less, we need to reduce the size of the series, which
implies a decrease in stocks.
Zero stock: no overproduction or almost none, and therefore not causing any
storage surcharge.
The paperless: thanks to the 'kanban' method, we find no
Internal paperwork and a reduction in hierarchy is being implemented.
Zero defects: no product should be faulty to avoid experiencing
repair costs (after-sales service is expensive) and satisfy customers.
Zero breakdown: no machine defects, made possible by maintenance
regular and rigorous of these.

Practical application of the Ohno method:


Ikhlass Lahmidi
MT Group 2
The formal application of toyotism at Toyota is called the Production System of
Toyota (SPT). This system has many advantages and consists of a
"just-in-time" manufacturing. Spare parts are supplied at
right place, at the right time, and in sufficient quantity, without waste. Only the
production responding to a specific demand comes out of the production line.
Several points are grouped together in this production system:

just-in-time: a method of organizing production that consists of


avoid any unnecessary stock by receiving the necessary items just in time
time of their implementation.
the automation of machines: contraction of autonomy and
automation. It is the ability of a machine to stop as soon as it
encounters a problem. Only one supervisor can then monitor all the
machines.
Kaizen: philosophy or approach that consists of improvement
continue, step by step and not radical. Here, it is a principle of empowerment of
teams responsible for defining standard production times and to
distribute the various manufacturing operations of a product so as to work
more effectively and certainly more quickly.
the kanban: a labeling system that allows for constant awareness
the state of the stock and thus to only order the parts necessary for the
production.
the quality circle: a working group composed of operators and managers,
constituted around kaizen activities, which covers quality issues,
of maintenance, of security, of cost price, etc...

The limits and disadvantages of Toyotism:


Ikhlass Lahmidi
MT Group 2
The disadvantages of Toyota Production System are not numerous compared to those of
Taylorism and Fordism. Toyotism seems to be the ideal model of
the organization of the company concerning productivity.

It is important to remember that this form of organization is doable and


only prospers if the corporate culture is applied. Furthermore, in Japan,
The company Toyota benefited from the country's exceptional economic growth.
since the 1960s.

Critiques of Toyotism:

Satoshi Kamata, a Japanese journalist, made a very critical analysis of this


system in the publication of a work, Toyota. The factory of despair (released under this
name in France in 2008). In 1972, he spent five months sharing the daily life of
workers on the assembly lines at the Toyota factory in Nagoya. He tells
the endless increase in speed, the catch-all versatility, the implementation of
concurrence and the indoctrination of its colleagues in the name of the entrepreneurial spirit.

Toyotism has become an ideal for business management:

Here are the 14 principles, called Toyota principles, which stem from Toyotism, of which the
organizational model, initially intended for automobile production, has been
adapted to any type of business in terms of personnel management.

Making management decisions with a long-term perspective, even if it's on


to the detriment of short-term objectives.
Ensure a continuous and uninterrupted flow of information and materials in
the processes.
Producing on a pull basis, that is to say, only producing the products and
services requested, at the requested time and in the requested quantity.
Level the workload in order to: 1. Reduce waste, 2. Not
overload the employees and the equipment, 3. Do not create levels of
irregular production.
Build a culture that encourages employees to stop and take a break
time to resolve quality issues when they occur.
Document processes and working methods in order to standardize the
ways to proceed. Standardization is the foundation of improvement
continue and the empowerment of employees.
Ikhlass Lahmidi
MT Group 2
Implement visual controls to make problems visible.
Problems are the engine of continuous improvement.
Only use reliable and proven technologies.
Encourage collaboration among employees to create teams
Strong. Success depends on teamwork and not on a few individuals.
only.
Respect and collaborate with partners and suppliers to improve
the company.
Move to see for yourself and understand the situation
current.
Taking the time to make decisions by consensus. When the
The decision is made, it needs to be implemented quickly.
Create a learning company culture that encourages every employee to
reflect on one's mistakes and strive to continuously improve.
Foster the development of responsible leaders to convey values
of the company and to train employees to ensure the sustainability of these
14 principles.

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