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Stephen Graves and Yossi Sheffi. Johnson, Brent M., 1967- Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Civil and Environmental Engineering Sloan School of Management 2009-02-17T17:25:09Z 2009-02-17T17:25:09Z 1998 http://hdl.handle.net/1721.1/44607 49343989 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). 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. by Brent M. Johnson. S.M. M.B.A. 69 p. eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Civil and Environmental Engineering. Leaders for Manufacturing Program. The soft side of the Toyata production system is the hard side Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="83d0ca42-9786-4c24-8247-78eafb046d84"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>The soft side of the Toyata production system is the hard side</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>1998</PublicationDate> <Authors> <Author> <DisplayName>Johnson, Brent M., 1967-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Civil and Environmental Engineering.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <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.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>