PUBLICATIONS

Employee suggestion systems are often used as a way to improve participation from members of the organization to help solve problems that cannot be solved through traditional organizational practices.

This work investigates the in-house capabilities that are transferred from Toyota to suppliers as a way to more deeply understand how TPS can evolve. This work utilizes a form of data mining to analyze Toyota’s initial practices employed in supplier development.

The goal of this work was to investigate the managerial practices of today to understand if Toyota is sheltering themselves from these newer practices or embracing them like most believe.

The purpose of this paper is to analyze Toyota’s management directed kaizen activities named Jishuken. Currently, there are many variations in understanding how Toyota develops its managers to support daily kaizen, especially when Toyota managers have different levels of understanding of Toyota production system (TPS) and skills essential in applying TPS.

Toyota’s success in the automotive industry has been contributed to many factors, one of which is their systematic company-wide problem solving approach. While Toyota’s structured framework for thinking through problems may offer some interesting insight, it is speculated that how they develop and train their managers to share this thinking with their employees is the key to implementation.

This work investigates the QCs program in Toyota to discover why QCs can achieve success in Toyota and the difficulty of implementing them in other companies.