丰田生产方式和艺术让高度定制的丰田有创意的产品外文翻译.docVIP

外文翻译 原文 The Toyota Production System and art: making highly customized and creative products the Toyota way Ｍaterial Source: International Journal of Production Research, Vol. 45, No. 16, 15 August 2007, 3681–3698 Author: E. LANDER*y and J. K. LIKERz The Toyota Production System has led to a movement of ‘lean production’ focused on taking waste out of value streams.Most applications have been to high volume,and relatively standardized products.Under this system work becomes highly standardized specifying to the second what the operator should do.Buffers are precisely sized and controlled through various types of pull signals.When possible, use of one-piece flow cells result in a completely balanced production line. The performance benefits of these lean systems are often remarkable,greatly improving quality,cost,and delivery. But what of companies that are not making standardized products at high volume? What can they learn from lean? In this paper we argue there is a fundamental misunderstanding of TPS, viewing it as a specific tool kit technically implemented in a formulaic way to achieve pre-specified results. In fact, TPS is a philosophy that can be better described as a set of general principles of organizing and managing an enterprise which can help any organization get on a path of positive learning and improvement. Keywords: Toyota way;TPS; Learning organization; Lean manufacturing;Custom manufacturing; High variability manufacturing 1. Is TPS universally applicable? After the first oil crisis in the early 1970s Toyota began to draw attention as people noticed that it suffered less during the downturn and recovered much faster than its competitors. The key to its success was the Toyota Production System (TPS), which was described by four Toyota managers, in the first paper on the topic in this journal, as being based on two basic concepts: ‘Cost　reduction through the elimination of waste’, and ‘Full utilization of worker’s capabilities’ (Sugimori