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The Toyota Production System (TPS) presents several challenges to traditional manufacturing practices. Firstly, it requires a shift in mindset from focusing on individual tasks to viewing the production process as a whole. This can be difficult for organizations used to compartmentalized operations. Secondly, TPS emphasizes eliminating waste, which may require significant changes in how resources are managed. Thirdly, TPS promotes continuous improvement, requiring a commitment to ongoing learning and adaptation. Lastly, implementing TPS may require substantial training and investment, which can be a barrier for some organizations.
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The TPS has been a catalyst for similar systems from "Just in Time Manufacturing" to "Demand Flow Technology." "Lean Manufacturing," coined by James Womack, seems to be one of the more well-known versions and it captures the essence of these systems: Lean processes. The book teaches readers that the underlying theme of the TPS and other "lean" systems is all about cutting out the procedures and processes that don't contribute to the end goal. When used correctly, the TPS reduces wasted effort and time by improving material handling, inventory, quality, scheduling, and customer satisfaction. The payoff of using this type of system is well documented in the bottom lines of businesses that have adopted these strategies.
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Taiichi Ohno, the inventor of the Toyota Production System and author of the book by the same name, offers readers lessons in thinking. Readers will l...
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