The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on…
Abstract
Purpose
The purpose of the paper is to demonstrate how Toyota deploys Lean Manufacturing and Toyota Production System (TPS) for their automotive parts’ suppliers in Philippines based on the case study and the literature review.
Design/methodology/approach
The methods to better understand how Toyota donates Lean Manufacturing to develop their suppliers include to review the general Lean thinking process and tools and study in depth the selected Lean manufacturing tools that are directly related with Toyota supplier development and to show the actual implementations base in the case of the supplier of Toyota in Philippines.
Findings
The result of the case study shows how Toyota donates their Lean manufacturing (TPS) methods to the suppliers. There are several procedures and various tools for the Lean process. But one procedure within the process and only some of the Lean tools are suitable for supplier development. The case shows that all improvements (Kaizen) during the Lean implementation should be directly intertwined onsite (Genba) and just a small amount of the Lean tools is needed in real-world situations. In other words, the consultation of the Lean implementation might not require the full package of the Lean implementations. More importantly, the consultations of the Lean implementation without deeply understanding the onsite are useless.
Research limitations/implications
The project for the Lean deployment for supplier implementation is targeted to understand the full procedure from the start to the end, but the case in this paper is only covering the setup phase. As the suppliers of Toyota, there are additional parts to be implemented (i.e. shipping management), but it is not covered in this paper.
Originality/value
There are some researches about Lean implementation framework, and only few cases deal with the actual Lean implementations. But the case about the Lean implementation of supplier development initiation which aligned with the Toyota Company is unique.
Details
Keywords
Anwesa Kar and Rajiv Nandan Rai
The concept of sustainable product design (SPD) is gaining significant attention in recent research. However, due to inherent uncertainties associated with new product development…
Abstract
Purpose
The concept of sustainable product design (SPD) is gaining significant attention in recent research. However, due to inherent uncertainties associated with new product development and incorporation of multiple qualitative and quantitative criteria; SPD is a complex and challenging task. The purpose of this paper is to introduce a novel approach by integrating quality function deployment (QFD), multi-criteria decision making (MCDM) technique and Six Sigma evaluation for facilitating SPD in the context of Industry 4.0.
Design/methodology/approach
The customer requirements are evaluated through the neutrosophic-decision-making trial and evaluation laboratory-analytic network process (DEMATEL-ANP)-based approach followed by utilizing QFD matrix to estimate the weights of the engineering characteristics (EC). The Six Sigma method is then employed to evaluate the alternatives’ design based on the ECs’ values.
Findings
The effectiveness of the suggested approach is illustrated through an example. The result indicates that utilization of the neutrosophic MCDM technique with integration of Six Sigma methodology provides a simple, effective and computationally inexpensive method for SPD.
Practical implications
The proposed approach is helpful in upstream evaluation of the product design with limited experimental/numerical data, maintaining a strong competitive position in the market and enhancing customer satisfaction.
Originality/value
This work provides a novel approach to objectively quantify performance of SPD under the paradigm of Industry 4.0 using the integration of QFD-based hybrid MCDM with Six Sigma method.