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The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
Organizational theory refers to a series of interrelated concepts that involve the sociological study of the structures and operations of formal social organizations. Organizational theory also seeks to explain how interrelated units of organization either connect or do not connect with each other. Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of an individual. The behavior organizational theory often focuses on is goal-directed. Organizational theory covers both intra-organizational and inter-organizational fields of study.
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Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals – between competing needs and demands – to which individuals respond in different ways.
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Participative decision-making (PDM) is the extent to which employers allow or encourage employees to share or participate in organizational decision-making. According to Cotton et al., the format of PDM could be formal or informal. In addition, the degree of participation could range from zero to 100% in different participative management (PM) stages.
Obeya originated from a long history of learning & improving. The earliest notion of which is believed to be the Analects of Confucius nearly 2500 years ago. The roots of what is now a valuable management practice can be found across continents with many disciplines influencing each other throughout history. One of the more recognizable modern examples involving Obeya was at Toyota during the G21 Project, while building the Prius. Chief Engineer of the G21 project, Takeshi Uchiyamada “felt that he lacked the necessary authority to make the optimal decisions and thought he could be overrun by experienced discipline leaders in a way that was not optimal for the project as such”. This need for support from the other leaders that Uchiyamada identified, is what manifested for him the first use of Obeya "large room" in this environment. The Obeya, was instituted "as an arena for all his discussions with the discipline leaders. In this room, the other discipline leaders would be present, and documents and data would be available to all."
The visual workplace is a continuous improvement paradigm that is closely related to lean manufacturing, the Toyota Production System (TPS), and operational excellence yet offers its own comprehensive methodology that aims for significant financial and cultural improvement gains. Introduced by Gwendolyn Galsworth in her 1997 book Visual Systems, this system integrates and codifies the many iterations of visuality in the world of continuous improvement.
References
- ↑ Lindlof, Ludvig; Soderberg, Bjorn (2011). "Pros and cons of lean visual planning: experiences from four product development organisations". International Journal of Technology Intelligence and Planning. 7 (3): 269–279. doi:10.1504/IJTIP.2011.044614.
- ↑ Bateman, Nicola; Philp, Lee; Warrender, Harry (2016). "Visual management and shop floor teams–development, implementation and use". International Journal of Production Research. 54 (24): 7345–7358. doi:10.1080/00207543.2016.1184349. hdl: 2381/43809 .
- ↑ Greif, Michel (1991). The visual factory : building participation through shared information. Cambridge, Mass.: Productivity Press. ISBN 0915299674. OCLC 22488262.