Chosen Article: The Dark side of lean, Daniel Mehri Chosen diligence: Automobile Section 1: Discussion of Advice/Theory Daniel Mehri worked as an form in a Toyota related company for three years. Mehri prime his experience and observation of the day to day operation of the Toyota transaction to contrast starkly with how it had been portrayed by numerous publications. Up to that point almost all case studies published on the Toyota way celebrated the success of the Toyota Production System (TPS) and its nest to Lean Manufacturing. Very little criticism of the TPS existed and it was rapidly been herald as the answer to rapidly improving tired manufacturing industries in western countries. Mehris main arguments was that life in Toyota was not as positive as reported and that TPS contained many noteworthy flaws. At the heart of Mehris findings was the concept that Toyota operated on cardinal different levels. One level was an ideal which was communicated as a reality and which was not exposed due to the Japanese glossiness of Tatemae, the practice of presenting an ideal appearance. The second level was Honne where the reality of what mavin truly matte up and experienced but rarely felt appropriate to share.
As a consequence of these cultural issues, Toyota communicated and strived to retain an ideal public image of their business. This included highlighting health and recourse policies which were not actually operated and even ensuring victims of work shoes accidents continued to appear for work even if unfit to, so they would not be included in health and sanctuary results. In addition to misrepresenting facts, the author also criticises Toyota for endangering its employees health and safety due to a production line which operated at a speed which was higher than humans could manage safely. Mehri also questions the tone that Toyota employees worked in a culture of widespread sharing of breeding and ground breaking innovation and development. Section... If you want to get a full essay, order it on our website:
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