• IE interfaces
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• v.21 no.4
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• pp.403-410
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• 2008

Manufacture enterprise's environment is felt difficulty more and more by suddenly rise of oil and raw material price lately. In such difficult environment, Toyota Productive System is becoming good example to all enterprises because Toyota competitive power is rising every year. Now, Toyota Company is becoming benchmarking target. In this paper, we survey Toyota Production System, we try to apply advantage of Toyota Production System to Office Work. We propose TOOF (TOyota OFfice) system which is applied to modifying Toyota Production System in financial aid Business. We hope that Office Work are improved through TOOF system.

• 한국산학경영학회:학술대회논문집
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• 2006.06a
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• pp.171-190
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• 2006

Toyota 2005 annual report said Toyota has six consecutive fiscal year positive revenues and record breaking revenues during recent four consecutive years. Net profit is 11% grower than last year. (\11,000,000,000,000). In the spotlight they have record breaking net profit every year, their strongest point is their unique production system which come up with MUDA(waste) free and ongoing improvement activity. Their basic production philosophy is value added through improve production efficiency which can be possible by eliminating MUDA(waste). This basic philosophy's key points are "Just in Time" and "Automation with human". Recently, Korean manufacturing companies and service companies have a growing interest in Toyota Production System. They try to find ways for appling Toyota system to their companies. Through observing Toyota production theory, understand Toyota Production System, Through studying practical application in industrial fields, examine application possibility for Korean industry and more detailed researches are required.

• Journal of the Korea Safety Management & Science
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• v.17 no.4
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• pp.353-363
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• 2015

In unlimited competitive period changed every time, domestic manufacturing industry feels a crisis between China and Japan, who are leaping to manufacturing strong countries with worldwide manufacturing factories. In this situation, many companies make an effort to learn and introduce Toyota production method drawing innovation of production method and reduction of many costs for high quality, but most of cases were failed. The reason for the failure should be that correct understanding and application of TPS corporate culture were insufficient and job attitude was not considered when applying Toyota production system. Therefore, the purposes of this thesis are to arrange major contents based on relative documents of precedent researchers, conduct a survey for employees of middle and small scaled manufacturers who introduced Toyota production system, analyze changes of enterprises' job attitude by introduction of TPS corporate culture and the effects on company's management results through the various analyses for grasping relationship among TPS corporate culture, job attitude and management results, introduce Toyota production system more effectively and suggest measures to maximize company's long-term management results.

• Journal of the Korean Society of Industry Convergence
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• v.12 no.2
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• pp.85-90
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• 2009

The Toyota production system (TPS) developed by Toyota corporation is a management principle and production model to improve values added through elimination of waste. Since the oil shock in 1970s, the TPS has drawn the worldwide attentions as a main factor of competitiveness of Japanese manufacturing system and has been studied and implemented in many countries regardless of size and types of industry. For the correspondence to various customer's requirement, it is required to establish on time delivery procedure and to shorten lead time. Therefore it intended to establish TPS which is adopted to 7 losses reduction and JIT(Just in Time). In this paper, the automatic production line for color TV manufacturing by TPS was developed and proved to push up two times of productivity, to reduce the 25 workers at a time, and to widen the flexibility of manufacturing from 14" to 25" TV.

• IE interfaces
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• v.20 no.3
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• pp.235-244
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• 2007

The Toyota Production System (TPS) developed by Toyota Motor Corporation is a management principle and production method to improve values added thorough elimination of waste. Since the oil shock in 1970s, the TPS has drawn the worldwide attentions as a main factor of competitiveness of Japanese manufacturing system and has been studied and implemented in many countries regardless of size and types of industry. While the principles of the TPS system are known widely, the framework and the implementation methodology are rarely discussed, especially in the domestic companies. In this paper, the framework of the TPS system are developed as a view of the domestic practitioners and researchers, with which the introduction strategy can be developed as a guideline.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.51-59
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• 2009

Lean construction researchers and practitioners have established a new paradigm for managing construction projects. This paradigm stems from insights gained by viewing project delivery as one kind of production and, inspired by the success of the Toyota Production System, leveraging Toyota's 'lean thinking' in the context of such one-of production. Premises of lean construction are that (1) production systems are riddled with variation, (2) variation can be good or bad, but most of it is bad, (3) most of this variation-good or bad-is self-inflicted; consequently 'lean' passionately promotes good- and relentlessly eradicates bad variation. This paper surveys a few of many lean construction means to manage variation. Lean thinking encompasses a lot more than thinking about variation, but that is the lens used here through which construction project management is viewed. Pairing these premises with lean variation-management tools may help readers broaden the insights they can gain from reading the lean construction literature.

• IE interfaces
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• v.20 no.3
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• pp.245-256
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• 2007

Toyota Production System (TPS) has been known a new production paradigm applicable to every type of manufacturing industry, not restricted to automobile assembly system. The basic framework of TPS has been studied and presented actively; many enterprises from all over the world including some of large domestic companies, have adopted and applied. This study analyzed the cases for TPS introduction and application process of LG Electronics and SAMSUNG Electronics, Semiconductor Division. On a different areas of business items, different strategic approaches are developed and implemented on a two comparable domestic companies. Key success factors for two companies are analysed, and some issues are also discussed.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.38 no.1
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• pp.152-161
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• 2015

Until a recent date, Toyota Production System (called TPS) was introduced by many domestic companies to remove waste and reduce manufacturing cost. However, cases of substantial and effective improvement after the introduction are not much. Even though many companies have actively conducted TPS during that time, the outcome is not satisfactory. In this paper, we show the problems and core contents to consider in applying of TPS as follows. First, the innovative organizational culture formed by active participation of employees and leadership of the CEO is very important for a successful introduction of TPS above all. Second, it is necessary to prepare various training programs optimized for the field in order to continuously improve the competency of employees in each class, and to train skilled personnel through that programs. Third, it is necessary to improve the maturity level of TPS application through the construction of correct evaluation system on accomplishment of the production system. In addition, the problems that occur should be solved through the continuous improvement activities. These results will help to TPS introduction of the domestic small-medium companies. Therefore, this study will contribute to strengthen and improve the global competitiveness in the related industries.

• Journal of the Korean Society of Industry Convergence
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• v.6 no.4
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• pp.413-420
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• 2003

We can take 'Profit security', in the field Process improvement activity and man-power upgrade in the learning of organization activity or upgrading ability of each peoples. After Tayler System(Scientific Management in1911) and Ford System(Conveyor system in 1913), Toyota System(Ohno's TPS; Toyota Production System around 1980) which was developed by Toyota in Japan in the third productive revolution. This thesis study on the focus of 2 successful examples(P and S companies in Seong-Seo industrial complex Tae-Gu city) which introduce Toyota system can apply to VM(Visual Management), 3jeong(Right Products Right Quantity, Right Box and Right Position)5S(Seiri, Seiton, Seisoh Seiketsu, Sitsuke), JIT(Just In Time), KAIZEN(Improvement), KANBAN System(Logistic) and output of Factory. For examples P company obtained a lot of results(productivity increase 19%, Quality up 46%-36ppm, storage decrease 25% per year), S company obtained a lot of results(productivity increase 20%, Quality up 40%, storage decrease 33% per year, 2600 improvements in 2002. In conclusion Korean KANBAN system (modified Toyota System) is similar to exchange of work as Korean traditional system in agriculture as like dure 'PUMASHI' SANGBU-SANJO) that's autonomous management systems. In conclusion Korea KANBAN system needs apply to not only all the manufacturing industry but also the various fields of industry.

• 한국산학경영학회:학술대회논문집
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• 2005.11a
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• pp.29-46
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• 2005

Recently, TPS is one of the hot issues which enterprises and manufacturing related people were greatly concerned. TPS is very representative of Japanese production system. And TPS have contributed to the advance of industrial engineering. This study highlights the limitation and unsolved problems of presented TPS, through understanding the basic principles and characteristics and application process of TPS. To be continuously developing and competitive system in the future, we suggest New JIT System to complement current TPS system. New JIT is a customer oriented system. For the customer satisfied quality management, renovate business process in production, development and sales area. It has hardware and software system. Hardware system is consists of TMS, TDS, TPS. Software system Is scientific SQC utilized TQM. For the advanced next generation manufacturing management system, we should develop New JIT system.