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The Thinking Production System（英语阅读）
THE THINKING PRODUCTION SYSTEM
Michael Ballé, Godefroy Beauvallet, Art Smalley, Durward Sobek
Toyota Motor Corporation no longer needs an introduction. The spectacular success
of Toyota in the last few years, combined with the no less spectacular problems of
western automakers, has propelled Toyota from an isolated curiosity within one
industry to a model of world-class design, development and manufacturing. Much of
its success is attributed to its now fabled Toyota Production System (TPS), dubbed
lean manufacturing (or simply, “lean”) in Womack, Jones and Roos’ ground-breaking
1
book, The Machine that Changed the World . Since that time, TPS has been extensively
studied with dozens of books and articles describing the system and its tools and
techniques, and promising significant gains in efficiency, quality and on-time
2
delivery. Numerous authors have described successful lean transformations . Toyota
itself has contributed significantly to the diffusion of its model, because they need
their local suppliers to perform at the same high level if they want to reproduce their
success outside of Japan. Indeed, lean is now being applied across broad sectors of
3 4 5
the economy, from logistics to healthcare to building construction to services .
And yet, though many corporate players have endeavored to “go lean,” few have
succeeded beyond reaping the low-hanging fruits. Hajime Ohba, head of the Toyota
Supplier Support Center, recently commented, “Many firms have doubled
productivity in the short run, but few have been able to evolve by continuing to
apply the pr
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