sTRIVE final.pdf

When TSSC took up a section of a US
company which was well-known for its lean
practices and processes and applied TPS,
unprecedented improvements were
observed. This shows the extent to which the
corporate world misunderstands the concept
of lean manufacturing. Lean practices are
not just a set of tools like 5S and just-in-time
but an entire system that must be inculcated
in the very culture of the organization.
Part 2 explains the 14 principles of the
Toyota Way identified by Dr. Liker. These
principles drive the tools and techniques of
the TPS and Toyota’s management.
The 14 principles have been divided into
four sections:
1. Long-Term Philosophy
2. The Right Process Will Produce the
Right Results
3. Add Value to the Organization by
Developing Your People and
Partners
4. Continuously Solving Root Problems
Drives Organizational Learning
Toyota Way principles would lead to shortterm
and unsustainable jumps in the
performance measures.
Part 3 focuses on how other organizations
can use these principles and study TPS to
bring improvements in their own businesses.
A separate section has been devoted for the
application of the Toyota Way to services
industries.
The terminology surrounding lean processes
and tools have been widely used over the
decade, but “The Toyota Way” suggests that
most of the usage has been misleading or at
least incomplete. Besides, Dr. Liker has laid
emphasis on the application and success of
Toyota’s principles in the services industry,
which is highly relevant given the boom in
this sector in the last two decades. The
Toyota Way is an eye-opener for any
manager or management student and has the
potential to turn around the way one thinks
of business.
The above sections also display the base of
their respective principles. Using a variety of
TPS tools while following only a few of the
QUICK FACT
Long before Detroit became renowned for the production of automobiles, the city had earned a
national reputation for the manufacturing of cigars and chewing tobacco. Tobacco companies
were among the city's leading employers at the turn of the twentieth century, employing more
than 10,000 people. In the mid-1920s, it was estimated that 210 million cigars and 14 million
pounds of chewing tobacco were produced in Detroit each year.
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NOVEMBER 2012