Discourse on TPS Evolution: Expanding Beyond Manufacturing (Part 3)

Toyota Motor Corporation (TMC) has been emphasising the importance of the Toyota Production System (TPS) in its operations, extending its reach beyond the production line to various aspects of the company.

At a recent meeting, Operating Officer Masamichi Okada highlighted TPS as a strength that Toyota has cultivated through manufacturing, but it can be applied to many other areas beyond the production genba. Okada believes that understanding and applying TPS is critical, and must be Toyota's advantage, regardless of individual work, whether in the plant or the office.

The two pillars of TPS are 'Just-in-Time' and 'Jidoka'. Just-in-Time is about producing only what is needed, when it is needed, and in the amount needed, while Jidoka is about 'working for others' and 'respecting people'. These principles are rooted in 'thinking about how to make people's work easier'.

Akio, the CEO of Toyota, emphasised the importance of viewing the improvement of TPS among office positions as a 'work in progress'. He mentioned that the Japanese word for improvement, 'kaizen', has been adopted by Toyota to the point that it is now used in English. Akio stated that the essence of TPS is not to view results as the goal, but as the starting line for continuous improvement.

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 to pursue greater efficiency throughout all processes. All 24 groups and in-house companies are conducting the TPS training program for office staff, including officers.

The focus of the third session, held on March 10, was on how to grasp and utilise the potential of TPS. 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 with a logistics company.

TPS changes the mindset of team members who have experienced its visible results. Okada stated that as more of Toyota's office personnel engage in TPS activities, they find new ways of looking at the daily tasks they had taken for granted, and see for themselves that this mindset leads to kaizen.

Every spring, TMC hosts discussions between company management and employee representatives. In these discussions, the importance of starting with something attainable is emphasised. TPS efforts by team members help illustrate the importance of this approach.

Looking ahead, Part 4 of Toyota Times will delve deeper into the continued discussion, focusing on Toyota's approach to carbon neutrality. Akio believes that TPS can do more to help those working in the automotive industry, and Toyota is committed to using its unique production system to contribute to a sustainable future.