The Experts below are selected from a list of 5070 Experts worldwide ranked by ideXlab platform
David I. Levine - One of the best experts on this subject based on the ideXlab platform.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Social Science Research Network, 2007Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:The relationship between flexibility and efficiency is re-conceptualized. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance understanding of these obstacles and how they might be overcome, an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility is analyzed. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing 2 recent major model changes, it is fond that NUMMI used 4 mechanisms to support its exceptional flexibility/efficiency combination. These mechanisms are discussed.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Organization Science, 1999Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:This article seeks to reconceptualize the relationship between flexibility and efficiency. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Some researchers have challenged this line of reasoning, arguing that organizations can shift the efficiency/flexibility tradeoff to attain both superior efficiency and superior flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance our understanding of these obstacles and how they might be overcome, we analyze an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing two recent major model changes, we find that NUMMI used four mechanisms to support its exceptional flexibility/efficiency combination. First, metaroutines (routines for changing other routines) facilitated the efficient performance of nonroutine tasks. Second, both workers and suppliers contributed to nonroutine tasks while they worked in routine Production. Third, routine and nonroutine tasks were separated temporally, and workers switched sequentially between them. Finally, novel forms of organizational partitioning enabled differentiated subunits to work in parallel on routine and nonroutine tasks. NUMMI's success with these four mechanisms depended on several features of the broader organizational context, most notably training, trust, and leadership.
-
Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction
ILR Review, 1997Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:New United Motors Manufacturing, Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving performance based on high employee involvement, and criticized by others for intensifying work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention to ergonomic issues during the introduction of a new car model. The authors analyze the origins of NUMMI's ergonomic problems and the responses of the company, union, and regulators. They also discuss a more ergonomically successful model introduction two years later. This case suggests that although employee involvement does not eliminate all divergence of interests between management and workers, it can change the terms of that divergence. When management reliance on employee involvement is complemented by strong employee voice and strong regulators, managers may find it in their interest to improve safety as a means of maintaining high employee commitment and thereby improving business performance.
Jay A Harolds - One of the best experts on this subject based on the ideXlab platform.
-
quality and safety in healthcare part lxxxix principles of the Toyota Production System
Clinical Nuclear Medicine, 2021Co-Authors: Jay A HaroldsAbstract:ABSTRACT A major priority of the Toyota Production System is to satisfy the customers by providing high value. The use of continuous flow, pull Systems, the Andon System, standard work, visual controls, the 5S System, and reliable technology are critically important. Optimizing one's workforce is also very important by developing leaders and teams, using consensus in decision making, and becoming a learning organization. To fully understand the problems, it is also important that leaders go to the workplace to talk to workers and see what is going on.
-
quality and safety in healthcare part lxxxviii introduction to the Toyota Production System
Clinical Nuclear Medicine, 2021Co-Authors: Jay A HaroldsAbstract:ABSTRACT The Toyota Production System (TPS) revolutionized automotive manufacturing and then spread more widely to other manufacturing and service industries, including healthcare. Many of the concepts in the TPS originated from ideas from the quality and Production pioneers in the United States. Japanese experts built on these concepts and added many of their own to fashion them together into a comprehensive System. One of the key concepts in the TPS is to reduce waste without sacrificing quality.
Paul S. Adler - One of the best experts on this subject based on the ideXlab platform.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Social Science Research Network, 2007Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:The relationship between flexibility and efficiency is re-conceptualized. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance understanding of these obstacles and how they might be overcome, an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility is analyzed. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing 2 recent major model changes, it is fond that NUMMI used 4 mechanisms to support its exceptional flexibility/efficiency combination. These mechanisms are discussed.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Organization Science, 1999Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:This article seeks to reconceptualize the relationship between flexibility and efficiency. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Some researchers have challenged this line of reasoning, arguing that organizations can shift the efficiency/flexibility tradeoff to attain both superior efficiency and superior flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance our understanding of these obstacles and how they might be overcome, we analyze an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing two recent major model changes, we find that NUMMI used four mechanisms to support its exceptional flexibility/efficiency combination. First, metaroutines (routines for changing other routines) facilitated the efficient performance of nonroutine tasks. Second, both workers and suppliers contributed to nonroutine tasks while they worked in routine Production. Third, routine and nonroutine tasks were separated temporally, and workers switched sequentially between them. Finally, novel forms of organizational partitioning enabled differentiated subunits to work in parallel on routine and nonroutine tasks. NUMMI's success with these four mechanisms depended on several features of the broader organizational context, most notably training, trust, and leadership.
-
Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction
ILR Review, 1997Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:New United Motors Manufacturing, Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving performance based on high employee involvement, and criticized by others for intensifying work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention to ergonomic issues during the introduction of a new car model. The authors analyze the origins of NUMMI's ergonomic problems and the responses of the company, union, and regulators. They also discuss a more ergonomically successful model introduction two years later. This case suggests that although employee involvement does not eliminate all divergence of interests between management and workers, it can change the terms of that divergence. When management reliance on employee involvement is complemented by strong employee voice and strong regulators, managers may find it in their interest to improve safety as a means of maintaining high employee commitment and thereby improving business performance.
Barbara Goldoftas - One of the best experts on this subject based on the ideXlab platform.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Social Science Research Network, 2007Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:The relationship between flexibility and efficiency is re-conceptualized. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance understanding of these obstacles and how they might be overcome, an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility is analyzed. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing 2 recent major model changes, it is fond that NUMMI used 4 mechanisms to support its exceptional flexibility/efficiency combination. These mechanisms are discussed.
-
flexibility versus efficiency a case study of model changeovers in the Toyota Production System
Organization Science, 1999Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:This article seeks to reconceptualize the relationship between flexibility and efficiency. Much organization theory argues that efficiency requires bureaucracy, that bureaucracy impedes flexibility, and that organizations therefore confront a tradeoff between efficiency and flexibility. Some researchers have challenged this line of reasoning, arguing that organizations can shift the efficiency/flexibility tradeoff to attain both superior efficiency and superior flexibility. Others have pointed out numerous obstacles to successfully shifting the tradeoff. Seeking to advance our understanding of these obstacles and how they might be overcome, we analyze an auto assembly plant that appears to be far above average industry performance in both efficiency and flexibility. NUMMI, a Toyota subsidiary located in Fremont, California, relied on a highly bureaucratic organization to achieve its high efficiency. Analyzing two recent major model changes, we find that NUMMI used four mechanisms to support its exceptional flexibility/efficiency combination. First, metaroutines (routines for changing other routines) facilitated the efficient performance of nonroutine tasks. Second, both workers and suppliers contributed to nonroutine tasks while they worked in routine Production. Third, routine and nonroutine tasks were separated temporally, and workers switched sequentially between them. Finally, novel forms of organizational partitioning enabled differentiated subunits to work in parallel on routine and nonroutine tasks. NUMMI's success with these four mechanisms depended on several features of the broader organizational context, most notably training, trust, and leadership.
-
Ergonomics, Employee Involvement, and the Toyota Production System: A Case Study of Nummi'S 1993 Model Introduction
ILR Review, 1997Co-Authors: Paul S. Adler, Barbara Goldoftas, David I. LevineAbstract:New United Motors Manufacturing, Inc. (NUMMI) is a GM-Toyota joint venture that has been lauded by some for achieving performance based on high employee involvement, and criticized by others for intensifying work and harming workers. In 1993, OSHA cited NUMMI for paying insufficient attention to ergonomic issues during the introduction of a new car model. The authors analyze the origins of NUMMI's ergonomic problems and the responses of the company, union, and regulators. They also discuss a more ergonomically successful model introduction two years later. This case suggests that although employee involvement does not eliminate all divergence of interests between management and workers, it can change the terms of that divergence. When management reliance on employee involvement is complemented by strong employee voice and strong regulators, managers may find it in their interest to improve safety as a means of maintaining high employee commitment and thereby improving business performance.
Denis Royston Towill - One of the best experts on this subject based on the ideXlab platform.
-
industrial engineering the Toyota Production System
Journal of Management History, 2010Co-Authors: Denis Royston TowillAbstract:Purpose – The purpose of this paper is to examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and to determine how these have contributed to enterprise‐wide best practice. Industrial engineering (IE) theory rapidly subsumed method study and thereby made considerable contributions to output in World War II (WWII). The outcome is the positing of “contemporary” IE.Design/methodology/approach – Consideration is given to the Japanese Management Association (JMA) personal handshake route originated by Frank Gilbreth in which experiences were handed down in lecture note format by successive generations of industrial engineers. His interaction with the FW Taylor Scientific Management movement is a second theme. The internationally recognised “softer” approach to teaching and coaching due to Lillian Gilbreth is then discussed. Finally the Gilbreth MOI2 Process Chart is examined.Findings – TPS has evolved over an extended period of time to achieve continuous...
-
industrial engineering the Toyota Production System
Journal of Management History, 2010Co-Authors: Denis Royston TowillAbstract:Purpose – The purpose of this paper is to examine the manifold linkages connecting the Toyota Production System (TPS) back to the Gilbreths and others, and to determine how these have contributed to enterprise-wide best practice. Industrial engineering (IE) theory rapidly subsumed method study and thereby made considerable contributions to output in World War II (WWII). The outcome is the positing of “contemporary” IE. Design/methodology/approach – Consideration is given to the Japanese Management Association (JMA) personal handshake route originated by Frank Gilbreth in which experiences were handed down in lecture note format by successive generations of industrial engineers. His interaction with the FW Taylor Scientific Management movement is a second theme. The internationally recognised “softer” approach to teaching and coaching due to Lillian Gilbreth is then discussed. Finally the Gilbreth MOI2 Process Chart is examined. Findings – TPS has evolved over an extended period of time to achieve continuous material flow. There has been no single procedure or technical breakthrough. Much of the detail would have been familiar to the Gilbreths. These became evident in the USA and the UK auto industries soon after the First World War. Elements of JIT are recognisable even earlier in the building of the UK Crystal Palace in 1851. However the scenario of the current TPS enterprise would be new to the Gilbreths. Similarly the various ways in which the Systems approach has been successfully implemented throughout the organisation would appear strange. This becomes self-evident via a three-axis model representation of contemporary industrial engineering. Research limitations/implications – Newly appointed Toyota executives pursuing the shopfloor based Acclimatisation Course would immediately recognise the method study based waste elimination techniques at work. As Ohno remarked, such removal merely levels the playing field. Knowledge (and above all practice) in their use should be a pre-requisite skill for employees at all levels. This is a sometimes “hidden” secret of TPS, but dates back to Lillian Gilbreth in 1914. Practical implications – The paper supports the view that effective product delivery is best driven via sound industrial engineering expertise operating within an active learning organisation. The four level prism model applied to TPS highlights its System attributes. Originality/value – The paper confirms there is a continuing role for well established method study techniques to be adapted to face new challenges, and output as “contemporary” industrial engineering.
-
exploiting the dna of the Toyota Production System
International Journal of Production Research, 2007Co-Authors: Denis Royston TowillAbstract:The recently published DNA coding for the Toyota Production System has been interpreted as a four-level prism model comprising vision, principles, toolbox, and learning organization. A series of material flow propositions relating to this model are advanced. This includes the smoothing of Production, the strategic use of inventories, and the exploitation of industrial engineering techniques. These help explain and rationalize the apparent impact of ‘Japanization’ on a wide range of industries. A coherent picture thereby emerges from the available industrial evidence. This includes identification of a well-trodden improvement path from ‘traditional’ to ‘seamless’ operations based on uncertainty reduction leading to smooth material flow. Furthermore, TPS readily passes the predicated ‘transferability test’ between enterprises and between market sectors.
-
handshakes around the world Toyota Production System
Manufacturing Engineer, 2006Co-Authors: Denis Royston TowillAbstract:Toyota Motor Corporation's Toyota Production System embraces four very significant components. Just-in-time (JIT) Production is a management philosophy aimed at eliminating waste from every aspect of manufacturing and its related activities. The term JIT refers to the Production of only what is needed, when it is needed, in just the amount needed. Total quality control is a concept of quality operation of the business with all people in all areas of the company's organisation involved to meet customer needs. Total productive maintenance, on the other hand, is a concept of productive maintenance aimed at achieving overall effectiveness of the Production System through the involvement of all the people in the organisation. Finally, computer integrated manufacturing is a concept to integrate the company operations from design, Production and distribution to after-sales service and support in the field, through the use of computers and modern information technologies. The effectiveness of TPS has been expressed through simple, unambiguous performance metrics capable of transcending cultural and economic boundaries.
