The Empirical Study of Applying Toyota Production System To The Enterprise Focusing On Eliminating Seven Worst Waste—A Case of MT Company

• Main Authors: Yu-Feng Huang, 黃裕峯
• Other Authors: Lai-Wang Wang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/46153380355232641746

碩士 === 國立高雄應用科技大學 === 工業工程與管理系碩士在職專班 === 101 === Business operation often must face internal operations and external environments. In order for enhancing business competitiveness, the entrepreneur not only needs to formulate organizational strategy to cope with environmental opportunities and threats, but also must strengthen its own business capabilities. In the respect of raising business capabilities, except the technological capabilities such as the enhancement of quality and product performances, the upgrade of management capabilities is especially important. In doing so, the enterprise may reduce the deadweight loss, and further decrease the enterprise operation cost as well as enhancing its capabilities and competitiveness. The aim of this study, via the case as example, is to understand an enterprise in operation regarding how to reduce its operation cost and enhance its business operation capabilities. Concerning the cost reduction, the “Toyota production system” of Toyota Motor is a very good example. For Toyota Motor, in addition to its very strong marketing capabilities, the most famous one is how to reduce running and operation cost, and decrease the deadweight loss. In this respect, the Toyota production system emphasizes effective cost control purporting to eliminate the waste, such as production surplus, defects, processing, waiting, handling, inventory storage, surplus movements, etc. Thus, through lean production management method and concept, it can eliminate unnecessary seven big wastes, decrease cost, and enhance efficiency and quality. In doing so, it can strengthen enterprise capabilities and competitiveness. This study embraces case study method, by using Toyota production system’s complete elimination of waste approach. Based on the current case company’s system and real situational requirements, the company employs just in time’s (JIT) continuous flow to help eliminate case company’s seven big wastes. At the same time, considering each company’s difference in nature, it can find out the process stages of successful launch and manipulation approaches. This study uses the way of project activities to provide case company with complete education training and process evaluation framework, and to further carry out internal renovation. The results reveal that, by sharing the improvement experiences of Toyota Motor, it can help understand the enterprise in the long-term objectives of how to satisfy customers, continuously improve shop floor, and respect human beings, which can offer the empirical references for the enterprise launching Toyota production system in the future.