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Toyota production system
Operation Management Assignment

Declaration of Plagiarism

Table of contents:

1.0 Introduction

2.0 Operations Management

3.0 Toyota Production System (TPS c )

4.0 Just in Time Inventory Management

5.0 Lean Manufacturing

6.0 Supply Chain Management

7.0 Conclusion

References

1.0 Introduction

The success of Toyota Motor Company is due to the unique reduction systems that focus on continuous improvement and just in time management. Toyota has created a decentralised structure that encourages employee participation and team working. Toyota incorporated concepts just as supply chain management and inventory management to create high quality automobiles and gain a competitive edge in the highly competitive global automobile market. Toyota’s success and its lean manufacturing philosophy have been widely studied. The Toyota manufacturing system is centred on achieving a high level of productivity. The company has a unique approach to problem solving and it continuously trains its employees.

The Toyota Production Systems is based on the lean manufacturing philosophy that seeks to minimize wastages and centres on cost reduction. The Toyota manufacturing philosophy emphasises on quality management through a process of continuous improvement. This report looks at how Toyota created its manufacturing system and the role of operation management techniques to enhance efficiency. This report examines the production processes and philosophy and Toyota to assess how the company has achieved a competitive advantage globally. The lean manufacturing philosophy pioneered by Toyota has become a benchmark for all manufacturing companies around the world. The lean manufacturing philosophy includes concepts such as customer relations, product design, supplier networks


References: 1. Amasaka K (2002) “New JIT”: A new management technology principle at Toyota International Journal of Production Economics, Volume 80, Issue 2, Pages 135-144 2. Balakrishnan R (2003) The Toyota Production System A Case Study of Creativity and Innovation in Automotive Engineering System, Pages: 1-5 3 4. Cox A (1999) "Power, value and supply chain management", Supply Chain Management: An International Journal, Volume 4 Issue 4, pp.167 – 175 5 6. Elsey * B & Fujiwara iwaA (2000) iwaKaizdte nchnologyantransfer instructors as work- based learning facilitators in overseas transplants: a case study, Journal of Workplace Learning, Volume: 12, Number: 8, pp: 333-342 7 8. Gunasekara A, Patel CG, Tirtiroglu G E, (2001) "Performance measures and metrics in a supply chain environment", International Journal of Operations & Production Management, Volume: 21 Issue: 1/2, pp.71 – 87 9 10. Hampson I (1999) Lean Production and the Toyota Production Systems or, the Case of the Forgoften Production Concepts, Economic and Industrial Democracy, Volume 20, pp. 369-391 14 11. Hines P & Rich N (1998) Outsourcing competitive advantage: the use of supplier associations, International Journal of Physical Distribution & Logistics Management, Volume: 28, Number: 7, pp: 524-546 12 18. Riezebos J, Klingeberg W & Hicks C (2009) Lean Production and information technology: Connection or contradiction? Computers in Industry, Volume 60, Issue 4, Pages 237-247 19 21. White R E &. Pearson J N, rso(2001) 0so"JIT, system integration and custoratiomer em s ervice", International Journal of Physical Distribution & Logistics Management, Volume 31 Issue 5, pp.313 - 333 22
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