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The implementation of technical practices and human factors of the toyota production system in different industries
Author(s) -
Yang ChingChow,
Yeh TsuMing,
Yang KingJang
Publication year - 2011
Publication title -
human factors and ergonomics in manufacturing and service industries
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.408
H-Index - 39
eISSN - 1520-6564
pISSN - 1090-8471
DOI - 10.1002/hfm.20296
Subject(s) - total quality management , human resources , business , human resource management , production (economics) , empirical research , construct (python library) , kaizen , operations management , quality (philosophy) , process management , knowledge management , toyota production system , lean manufacturing , marketing , engineering , management , computer science , philosophy , epistemology , economics , macroeconomics , programming language
The Toyota Production System (TPS) can result in huge benefits for companies and has been widely implemented around the world. Nevertheless, most adopters emphasize only the technical practices of the TPS, but neglect the critical role of human factors in the implementation of the TPS. Therefore, this study aims at developing an integrated TPS model that fully integrates the technical elements and human elements of the TPS with Total Quality Management (TQM) practices. An empirical study was conducted to confirm the causal relationships among these constructs. In the empirical study, questionnaires were mailed and e‐mailed to 620 companies that had implemented the TPS, and 151 of the completed questionnaires were valid. These 151 respondents were divided into eight categories. The results revealed that the implementation level of each construct was significantly different in each industry. The automobile and motorcycle industries have put a great deal of effort into the application of Humanity, Human Resource Management (HRM), and TQM practices and obtained good results. Other industries, however, ignored the implementation of HRM practices. The results also revealed that the early adopters enjoyed significant benefits from the implementation of the TPS, which led high‐tech companies to start adopting TPS practices and become lean enterprises. © 2011 Wiley Periodicals, Inc.