The soft side of the Toyata production system is the hard side
Name
49343989-MIT.pdf
Description
Full printable version
Size
5.3 MB
Format
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Checksum (MD5)
72bdf1c22be99c1c8586873a50b1ea6a
Author(s)
Johnson, Brent M., 1967-
Advisor(s)
Stephen Graves and Yossi Sheffi.
Date Issued
1998
Publisher
Massachusetts Institute of Technology
Abstract
This thesis analyzes the challenges associate with the rollout of the Toyota Production System (TPS) in a US vinyl extrusion plant. There is a cursory explanation of some of the Technical aspects of TPS, and implementation problems are examined and analyzed in the context of cultural barriers. The thesis contends that the softer, more subtle, leadership principles demonstrated by Toyota management are just as important to Toyota as is the elegance of its production system. Findings include the identification of three key leadership traits that are evident within Toyota, and that are necessary to facilitate the cultural shift to a TPS environment. Those leadership traits are: I) Set Consistent Direction with Fluid Constraints. 2) Create a Culture of Removing Barriers. 3) Develop the Capabilities of People to Improve.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 1998.
"June 1998."
Includes bibliographical references (p. 69).
Subjects
Sloan School of Management.
Civil and Environmental Engineering.
Leaders for Manufacturing Program.
MIT Department
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Department of Civil and Environmental Engineering
Sloan School of Management
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