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首页> 外文学位 >The Toyota production system: An example of managing complex social /technical systems. 5 rules for designing, operating, and improving activities, activity -connections, and flow -paths.
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The Toyota production system: An example of managing complex social /technical systems. 5 rules for designing, operating, and improving activities, activity -connections, and flow -paths.

机译：丰田生产系统：管理复杂的社会/技术系统的示例。设计，操作和改善活动，活动连接和流程路径的5条规则。

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摘要

Researchers have established that Toyota enjoys advantages in cost, quality, lead-time, and flexibility when compared to its competitors in automobile assembly. Differences in generating value have been attributed to differences between the Toyota Production System ("TPS") and alternative management systems. Distinctive tools and practices have been associated with TPS. However, evidence suggests that merely copying these does not generate the performance advantages enjoyed by Toyota. This has prompted several questions: how is TPS used in actual practice; under what circumstances and why does it lead to performance advantages; how is TPS propagated and why is it difficult to imitate?;I have three primary conclusions. The first is that the tools and practices that have received attention are not fundamental to TPS. Rather, they are responses to site-specific challenges in production and delivery of goods and service. The unstated, implicit but nevertheless pervasive guidelines that govern the design, operation, and improvement of individual activities, connections between activities, and flow-paths for production and delivery are fundamental. I have codified these as five "Rules-in-Use.";Second, the five Rules-in-Use promote distinctive organizational features. These are nested, modular structure; frequent, finely-grained self-diagnostics; and frequent, structured, directed problem solving that is the primary mechanism for training and process improvement. These are advantageous when people both design and perform value-adding activities; information relevant to the design, coordination, and improvement of activities is inextricably linked to doing the activity; and the system's performance as a whole is affected by the form, timing, and quantity with which goods, services, and information are passed between activities. Bureaucracies, M-form corporations, light-weight and heavy-weight project management, and other approaches have been used to manage organizations with these characteristics. Toyota has invented---through decades of experimentation---a novel approach that contrasts with these others both in methods and in the fundamental, underpinning assumptions.;My third finding follows from these two. The Rules are fundamental to TPS. They are learned through frequent, structured, directed problem-solving. Therefore, people who know the Rules-in-Use and mechanisms to teach the Rules through frequent, structured, directed problem-solving are both necessary if an organization is going to learn TPS. Both are barriers to imitation.;These Rules were developed from field data, collected during 176 days working or directly observing others work at 33 sites in Japan and North America, over a 3 1/2 year period. Data was gathered across a variety of products, processes, functional specialties, and stages in the supply chain.
机译：研究人员已经确定，与汽车装配竞争对手相比，丰田在成本，质量，交货时间和灵活性方面具有优势。产生价值的差异归因于丰田生产系统（“ TPS”）与替代管理系统之间的差异。独特的工具和实践已与TPS相关联。但是，有证据表明，仅复制这些内容并不能产生丰田所享有的性能优势。这引起了几个问题：TPS在实际中如何使用；在什么情况下以及为什么会导致性能优势； TPS如何传播以及为什么难以模仿？我有三个主要结论。首先，已经引起关注的工具和实践不是TPS的基础。相反，它们是针对产品和服务的生产和交付中特定于站点的挑战的响应。指导个人活动的设计，操作和改进，活动之间的联系以及生产和交付的流路的未阐明，含蓄但普遍的指导原则是至关重要的。我将它们编纂为五个“使用规则”；第二，这五个使用规则促进了鲜明的组织特征。这些是嵌套的模块化结构。频繁，细粒度的自我诊断；以及频繁，结构化，有针对性的问题解决，这是培训和过程改进的主要机制。当人们既设计又执行增值活动时，这是有利的。与活动的设计，协调和改进相关的信息与开展活动密不可分；并且系统的整体性能受活动之间传递商品，服务和信息的形式，时间和数量的影响。官僚机构，M型公司，轻型和重型项目管理以及其他方法已用于管理具有这些特征的组织。丰田（Toyota）通过数十年的实验发明了一种新颖的方法，该方法在方法和基本的基本假设上与其他方法形成了鲜明的对比。我的第三个发现是从这两者得出的。该规则是TPS的基础。通过频繁，结构化，有针对性的问题解决方法来学习它们。因此，如果组织要学习TPS，那么了解使用规则和通过频繁，结构化，有针对性的问题解决方法来教规的机制的人们都是必要的。这些规则都是根据实地数据制定的，这些数据是在日本和北美的33个站点工作了1/3天的176天工作期间收集的，或者直接观察了其他工作。数据跨供应链中的各种产品，过程，功能特殊性和阶段收集。

著录项

  • 作者

    Spear, Steven J.;

  • 作者单位

    Harvard University.;

  • 授予单位 Harvard University.;
  • 学科 Management.;Operations research.
  • 学位 D.B.A.
  • 年度 1999
  • 页码 465 p.
  • 总页数 465
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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