A Case Study on Transfer Management of Toyota Production System in Taiwan’s Bicycle Industry—An Organizational Learning View

• Main Authors: Li-Che Hsu, 許禮哲
• Other Authors: Chih-Yuan Chen
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/11896435626962472555

碩士 === 雲林科技大學 === 企業管理系碩士班 === 98 === This paper studies how to learn the Toyota Production System (TPS) by organizational learing and then strengthen the internal core ability of organization and improve its operating system to promote competitiveness in order to adapt to changes in the external environment. The case study is the method of this paper and the bicycle industry in Taiwan as the research objects. This paper is based on the point of view through depth interviews, field observation, secondary data collection process, combined with Crossan, Lane & White (1999) who proposed 4I model of organizational learning and Seeto,Dah Hsian –“yin & yang, the exterior & interior” to develop the 6I organizational learning model of Toyota Production System as the analytical framework. The main conclusions by the development of a comprehensive comparative case study of nine propositions are as following. 1.Toyota production management is a combination of explicit (yang) and tacit (yin) knowledge of production management techniques and this process is without shortcuts. It has to continue gradual learning through 6I overall cooperation and implementation and then we can learn the knowledge of tacit (yin) and follow the continuously updated index through supplemended by incentive systems, continuing upgrading of knowledge and cultural values of organization members to achieve continuous improvement situation. 2.The top managers who support to promote TPS during it is in the beginning and and on the process are the key factors of success or not. Bseides intermal members who need to implement the model of 6I, the top manager also require learning indexs, such as high degree of participation, times of participation, declaring times. The high positions who taking participation fist and take the lead at the right time to provide the necessary resources will help organazions successfully to promote learing TPS activities. 3.Exernal consultants can be used as a catalyst in organization learning of TPS, usually can point out a blind spot in the process on their previous experience on the implementation, and provide advices based on the problems. However, the really suitable method for organization is to focuse on members who practice step by step through the implementation of organizational learning, the problem can be identified. 4.To work on the methods of improving such as Andon, Kanban, etc, it must also learn the knowledge of yin and yang, two sides. By upgrading the index combined to real operating and learning cycle of 6I, it can evolve the improving technology tools which are really suitable for the internal organization in order to enhance the competitiveness of enterprises to adapt to changes in the external environment.