innovation of automobile manufacturing …ijrbem.com/doc/33.pdfinnovation of automobile...

International Journal of Research in Business, Economics and Management

Vol.2 Issue 1 January-February 2018

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Innovation of Automobile Manufacturing Fundamentals

Employing New JIT:

Developing Advanced Toyota Production System

Kakuro Amasaka

[email protected]

Aoyama Gakuin University

Abstract This paper introduces the Advanced Toyota Production System (ATPS) that contributes to the

innovation of automobile manufacturing fundamentals employing New JIT surpassing JIT. In

order to realize this, the author has constructed the ATPS utilizing new three core models: New

Global Partnering Production Model (NGP-PM), Upgrading Intelligence of Production: High-

cycle Model (UIP-HM), and New Japan Global Production Model (NJ-GPM). The author has

developed these models at Toyota Manufacturing USA and others, and has verified the

effectiveness of the Advanced Toyota Production System.

Keywords: Advanced Toyota Production System (ATPS), New JIT, Automobile

manufacturing fundamentals, Toyota Manufacturing USA

Introduction

The top priority of the industrial field today is the new deployment of global marketing in

order to survive the era of global quality competition (Amasaka, 2009a). All over the world,

including Japan, advanced companies are shifting to global production to realize worldwide

uniform quality and production at optimum locations to enable survival in fierce competition.

From this point of view, the reform of Japanese-style management technology is desired once

again. In this need for improvements, Toyota is no exception (Goto, 1999: Amasaka, 2000ab).

The aim of this study is to reassess the way management technology was carried out in the

automobile manufacturing industry and establish “New JIT, new management technology

principle” surpassing JIT (Just in Time) for innovation of automobile manufacturing

fundamentals (Amasaka, 2002, 2014a). In order to realize this, the author has created the

“Advanced Toyota Production System (ATPS)” employing New JIT to contribute to

worldwide uniform quality and production at optimal locations as a strategic deployment of

global production through high quality assurance manufacturing (Amasaa, 2007ab, 2009b).

As a concrete development, the author has constructed the ATPS by utilizing three core

models: “New Global Partnering Production Model (NGP-PM)” for bringing overseas

manufacturing up to Japanese standards, “Upgrading Intelligence of Production: High-cycle

Model (UIP-HM)” for the advanced production business process, and “New Japan Global

Production Model (NJ-GPM)” for the simultaneous achievement of quality, cost, and delivery

(QCD) requirements, and has developed these models at Toyota Manufacturing USA and

others (Ebioka et al., 2007: Amasaka and Sakai, 2008, 2011).

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The significance of New JIT strategy, surpassing JIT

Today, Toyota's JIT has already been developed as an internationally shared system, known as

a Lean System, and is no longer an exclusive technology of Toyota in Japan (Ohno, 1977). As

a result, the superiority in quality of Japanese products assured has been gradually undermined

in recent years (Amasaka, 2002: Taylor and Brunt, 2001). To realize manufacturing that

places top priority on customers with a good QCD and in a rapidly changing technical

environment, it is important to develop a new production technology principle and establish

new process management principles.

Furthermore, a new quality management technology principle linked with overall

activities for higher work process quality in all divisions is necessary for an enterprise to

survive (Burke and Trahant, 2000). The creation of attractive products requires each of the

sales, engineering/design, and production departments to be able to carry out management that

forms linkages throughout the whole organization (Seuring, et al., 2003). Having said the

above, it is the author’s conjecture that it is clearly impossible to lead the next-generation by

merely maintaining the two Toyota management technology principles, Toyota Production

System and TQM.

To overcome this issue, it is essential to renovate not only TPS, which is the core principle

of the production process, but also to establish core principles for marketing, design and

development, production, and other departments (Amasaka, 2002). The next-generation

management technology model, New JIT, which the author has established through theoretical

and systematic analyses, as shown in Figure 1, is the JIT system for not only manufacturing,

but also customer relations, marketing, product planning, R&D, design, production

engineering, logistics, procurement, administration and management, for enhancing business

process innovation and introduction of new concepts and procedures (Amasaka, 2002,

2014ab).

New JIT contains hardware and software systems as the next-generation technical

principles for accelerating the optimization (high-linkage) of business process cycles of all

divisions. The first item, the hardware system, consists of the Total Development

System (TDS), Total Production System (TPS), and Total Marketing System (TMS),

which are the three core elements required for establishing new management technology

Total

Marketing System

Total

Development System

Service

Inspection

Production engineering

Evaluation by examination

development

Engineering design

design

Product planning Product

management

Market research

Manufacturing

TQM by utilizing

Science SQC

ＴＭＳ TMS ＴＤＳ TDS

ＴＰＳ TPS

Preparation for production

How to sell?

Was production

satisfactory ?

How to

produce ?

What is to be

produced ? Sales

What is

needed ? How was

the result ?

Total

Production System

Science SQC

TQM-S Research and

Profile

What is the

expected state ?

Figure 1―New JIT, New Management Technology Principle




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principles. For the second item, the strategic quality management system, the author has

established “new principle of quality management, TQM-S (Total Quality Management by

utilizing Science SQC) called Science TQM, in Toyota as a software system for improving the

business process quality of the 13 departments (Amasaka, 2002, 2004ab).

Creation of Advanced Toyota Production System employing New JIT

Demand for achieving global production

Dramatic changes are occurring in today’s manufacturing industry are truly severe. It is vital

for Japanese manufacturing not to fall behind in the advancement of management technologies.

In order for a manufacturer to succeed in the future world market, it needs to continue to create

products that will leave a strong impression on customers and to offer them in a timely fashion

(Amasaka, 2000ab, 2002).

Recent years have seen significant changes in manufacturing, including the evolution of

digital engineering, the shortening of product lead time, and simultaneous global start-up. In

order to prevent a lag in the transformation of production sites, the most critical issue has

become creating superior products based on the customer-first policy of QCD (Amasaka,

2004b, 2008).

However, it has been observed that, despite the fact that overseas plants have the relevant

production systems, facilities, and materials equivalent to those that have made Japan the

world leader in manufacturing, the building up of quality―assuring of process capability (Cp),

and machine capability (Cm) has not reached a sufficient level due to the lack of skills of the

production operators at the manufacturing sites.

In this context, many studies are being carried out abroad on globalization and TQM

(Amasaka, 2004a: Lagrosen, 2004: Ljungström, 2005: Hoogervorst et al., 2005). As a

countermeasure to this problem, and in order not to lag behind the evolution of digital

engineering―the transition to advanced production systems at production plants, Japanese

manufacturers expect the production plants in Japan to serve as mother plants. They would

welcome overseas production operators to these plants, and promote a local production

program―transplanting the know-how of Japanese manufacturing (Amasaka, 2007bc;

Amasaka and Sakai, 2010).

It is by no means easy to transfer the know-how of Japanese manufacturing directly to

overseas production bases as mentioned above. In other words, there is always an obstacle to

overcome―a suitable production system for each production base, due to the difference in

ability (level of skill) or national characteristics between the local production site and Japan.

Therefore, to cope with this situation, an environment in which the creation of labor

values―Employee Satisfaction (ES), advanced skills, a sense of achievement, and self

development―can be realized must be urgently considered (Amasaka, 2007b, 2008: Yamaji

et al., 2007).

In order to accomplish this, the author surmises that it is necessary to develop a type of

manufacturing that fits the local circumstances of various overseas production bases and to

advance from Japanese mother plants to global mother plants.

Advanced Toyota Production System for evolution of manufacturing fundamentals

In order to offer customers high value-added products and prevail in the worldwide




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quality competition, it is necessary to establish an advanced production system that can

intellectualize the production technology and production management system. This will in

turn produce high performance and highly functional new products. Therefore, the author

(Amasaka, 2007ab) has created the Advanced Toyota Production System so-called New Japan

P r o d u c t i o n M o d e l ( N J - P M ) , a s i n t r o d u c e d i n F i g u r e 2 , i n o r d e r t o

enable the strategic deployment of evolution of manufacturing fundamentals .

The mission of Advanced Toyota Production System is to contribute to worldwide uniform

quality and production at optimal locations as a strategic deployment of global production and

to realize CS, ES, and SS through high quality assurance manufacturing.

With a concrete target, this model is the systemization of a new, next-generation Japanese

production management system and this involves the high-cyclization of the production

process for realiz ing the simultaneous ac hievement of QCD requirements.

In order to make this system into a reality it will be necessary to (i) adapt it to handle

digitalized production and (ii) reform it to realize an advanced production management system.

Other prerequisites for realizing this include the need (iii) to create an attractive workplace

environment that (iv) accommodates the increasing number of older and female workers at

the production sites and to cultivate intelligent production operators. These four measures need

to be organically combined and spiraled up in order to make the simultaneous achievement of

QCD possible.

One of the technical elements necessary for fulfilling these requirements is the

reinforcement of maintenance and improvement of process capabilities by establishing an

intelligent quality control system. Second, a highly reliable production system needs

to be established for high quality assurance. Third, reform is needed for the creation of a next-

generation working environment system that enhances intelligent productivity. Fourth,

intel l igent product ion operators need to be cul t ivated who are capable of

handling the advanced production system and an intelligent production operating

Key to strategic application of Total Production System

(1) Intelligent Quality

Control System

Advanced Toyota Production System

- Evolution of Manufacturing Fundamentals -

(2)

Highly Reliable Production System

(3)

Renovated Work Environment System

(4)

Intelligent Operator Development System

Digitized Production Increasing Older

and Female Workers

Creating Attractive

Workshop Environment

Global Production

- Same Quality Worldwide, and Production

at Optimum Locations -

Renewal of Production

Management System

High Quality Assurance

CS, ES and SS

Figure 2―Outline of the Advanced Toyota Production System




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development system needs to be established.

Through strategic management of these elements, worldwide uniform quality and

simultaneous launch (production at optimal locations) will be possible (Amasaka, 2009: Sakai

and Amasaka, 2008a). The author believes that what determines the success of global

production strategies is the advancement of technologies and skills that are capable of fully

utilizing the above mentioned advanced production system in order to realize reliable

manufacturing at the production sites (Amasaka and Sakai, 2010, 2011).

New Global Partnering Production Model for expanding overseas manufacturing

strategy

For advanced Japanese companies in the process of developing global production, the most

important issue is how to “bring overseas manufacturing to Japan standards” at overseas plants.

The author therefore has constructed in Figure 3, the New Global Partnering Production Model

(NGP-PM) which generates a synergetic effect that organically connects and promotes

continual evolution of the production plants in Japan and overseas, as well as greater

cooperation among production operators (Amasaka, 2007b, 2009: Ebioka et al., 2007).

The mission of NGP-PM is the simultaneous achievement of QCD in order to realize high

quality assurance. The essential strategic policies include the following three items: first of all,

(A) the establishment of a foundation for global production, “realization of global mother

plants - advancement of Japanese production sites”; second, (B) achieving the “independence

of local production sites” through the incorporation of the unique characteristics (production

systems, facilities, and materials) of both developing countries (Asia) and industrialized

countries (US, Europe); and third, (C) the necessity of structuring of a Global Network System

for Developing Production Operators (DNS-DPO) to promote knowledge sharing among the

production operators

in Japan and overseas as well as for the promotion of higher skills and enhanced

intelligence.

In order to realize this, with ATPS as the foundation, it is essential to create a spiraling

increase in the four core elements by increasing their comprehensiveness and high cycle-

ization. Specifically, in “realizing global mother plants” if Japanese and overseas

manufacturing sites are to share knowledge from their respective viewpoints, the core

elements must be advanced. To achieve this, a necessary measure is to design separate

approaches suited to developing and industrialize countries.

First, in developing countries “Asia”, the most important issue is increasing the

autonomy of local manufacturing sites. At these sites, “training for highly skilled operators

(focus on manual laborers)” that is suited to the manual-labor-based manufacturing sites is

the key to simultaneous achievement of QCD. Similarly, in industrialized countries, where

manufacturing sites are based on automatization and increasingly high-precision equipment,

“ t r a i n i n g o f i n t e l l i g e n c e o p e r a t o r s ” r e s u l t i n g i n

“realizing highly reliable production control systems and ensuring high efficiency” is

the key to simultaneous achievement of QCD.




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Furthermore, production operators trained at “global mother plants” (3) can cooperate with

operators at overseas production bases, and in order to generate the synergistic results, can

work to “localize global mother plants” in a way that is suited to overseas production bases.

Developing Advanced Toyota Production System at Toyota Manufacturing USA

Upgrading Intelligence of Production: High-Cycle Model for the advanced production

business process

Considering the points mentioned above, the author has recognized the need to upgrade the

intelligence of the production sites in order to successfully carry out the strategic deployment

of the new manufacturing system. Therefore, the author has established a “Upgrading

Intelligence of Production: High-cycle system (UIP-HS)” for the advanced production

business process for expanding overseas manufacturing strategy as a top runner at Toyota

Manufacturing USA (Amasaka, 2007b: Amasaka and Sakai, 2008).

The objective of this system employing ATPS is effective management in order to improve

the intelligent productivity of production operators and to consolidate the information about

highly cultivated skills and operating skills for advanced facilities into a commonly shared

system. In this way, the production operators can upgrade their simple labor work to intelligent

production operation. To realize this, the four key technologies depicted in Figure 4 (I-IV) are

to reform for intelligent operation of the production sites:

(I ) The “Intelligent Quality Control System” aims to achieve high quality assurance

through digital engineering, reinforcement of quality incorporation focusing on intelligent

cont rol char ts , and ensur ing the process capabi l i t y (Cp) and machine

capability (Cm) through innovation of the operating and maintenance systems of

production facilities.

(II) The “Highly Reliable Production System” that enhances intelligent productivity

with highly skilled workers, aims to construct a global production network system

Manufacturing that meets Japan standards Global production/Consistent global quality and simultaneous global launch

Developing countries

(Asia)

Industrialized countries

(US, Europe) ・Automation/increased precision ・Realize highly reliable

production systems ・Ensure high efficiency

Japan * Quicker skill proficiency for production operators * Higher level of equipment operation/maintenance

New Global Partnering

Production Model

HR Education Div.

Skill training

* Quality control information

Information on HR levels

(B) (B)

(A)

Information on HR levels

Skill training

Implementation ability

Guidance ability

Kaizen ability

Management ability

・Overcome lack of skill in manual labor

・Built-in quality - ensure process capability (Cp)

Realization of a global mother plant

Figure 3―New Global Partnering Production Model (NGP-PM)

High quality assurance

* Quality control

information

・Kaizen

information, etc.

(manual skill)

(skill in operating equipment/machinery)

— — —

(C) (C)

Simultaneous achievement of QCD

Highly skilled operator Enhanced Intelligent operators




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through incorporation of the latest technologies, such as CAE, CAD, robots, and the

use of CG (computer graphics).

(III) The “Renovated Work Environment Model” aims to improve the value of labor and

bring about a comfortable workplace environment that can accommodate the

increasing number of older and female workers in the labor force.

(IV) The “Intelligent 0perators Development System” aims to realize the early

cultivation of highly skilled workers through utilization of visual manuals supported by

the latest IT and virtual technology.

Application: Strategic development of New Japan Global Production Model

Global production must be deployed in order to establish the kind of manufacturing that is

required to gain the trust of customers around the world by achieving a high level of quality

assurance and efficiency and shortening lead times to reinforce the simultaneous achievement

of QCD requirements. The vital key to achieving this is the introduction of a production system

that incorporates production machinery automated with robots, skilled and experienced

workers (production operators) to operate the machinery, and production information to

organically combine them.

Thus, having recognized the need for a new production system suitable for global

production, Amasaka and Sakai (2011) have created a New Japan Global Production Model

(NJ-GPM), as shown in Figure 5 to realize the strategic deployment of the Advanced Toyota

Production System. The purpose of this model is to eradicate ambiguities at each stage of the

production process from production planning and preparation through production itself and

process production system for global production that will improve the reliability of

manufacturing through the clarification and complete coordination of these processes.

More specifically, this model is intended to (i) employ numeric simulation (CAE) and CG

Figure 8.4.2 Upgrading Intelligence of Production – High Cycle System

YES

Feedback on improvement

Database

(II) Highly Reliable Production System

(I) Intelligence Quality Control System

(III) Renovated Work

Environment Model(I

V)

Inte

llig

en

t O

pera

tor

Develo

pm

en

t S

yste

m

Design requirements

* Design specifications

* Drawings / tolerance

* Process drawing

* Assembly drawing

* Important characteristics

Production Technology

* Process ability * Process

* Workability designing

* Accuracy * Productivity

* Irregularity

Production Preparation* Dies * Jigs * Facilities

* Process configuration

* Work direction

* Inspection methods

Production Data* Production planning results * Process review data

* Man-hour planning results *Quality characteristics maintenance data

* Process / facility maintenance data

Temporary workers education

* Process technology * Assembly technology

* Inspection technology * Quality management

Inspection data* Quality defect data

*Quality characteristics

data

Market data* Quality defect data

* Quality related claims

NO

Work environment improvement• Emphasis on human factors

• Labor science (mental fatigue)

NO

NO

YES

*Required production

volume

*Required cost

Product planning Designing

Possible based

on past results

Real-time

Design

change

Database

Possible to handle with

production technology

Production Preparation

Own plants /

outsourcing plants

New production

technology

Production inspection

planning

Data monitoring (overseas, domestic, outsourcing companies)

Production

Market

Process / facility maintenance management

* Local plants maintenance methods

* Local plants troubleshooting methods

* Onsite manufacture condition monitoring

Inspection

ControlControl

YES

Feedback on improvement

Database

(II) Highly Reliable Production System

(I) Intelligence Quality Control System

(III) Renovated Work

Environment Model(I

V)

Inte

llig

en

t O

pera

tor

Develo

pm

en

t S

yste

m

Design requirements

* Design specifications

* Drawings / tolerance

* Process drawing

* Assembly drawing

* Important characteristics

Production Technology

* Process ability * Process

* Workability designing

* Accuracy * Productivity

* Irregularity

Production Preparation* Dies * Jigs * Facilities

* Process configuration

* Work direction

* Inspection methods

Production Data* Production planning results * Process review data

* Man-hour planning results *Quality characteristics maintenance data

* Process / facility maintenance data

Temporary workers education

* Process technology * Assembly technology

* Inspection technology * Quality management

Inspection data* Quality defect data

*Quality characteristics

data

Market data* Quality defect data

* Quality related claims

NO

Work environment improvement• Emphasis on human factors

• Labor science (mental fatigue)

NO

NO

YES

*Required production

volume

*Required cost

Product planning Designing

Possible based

on past results

Real-time

Design

change

Database

Possible to handle with

production technology

Production Preparation

Own plants /

outsourcing plants

New production

technology

Production inspection

planning

Data monitoring (overseas, domestic, outsourcing companies)

Production

Market

Process / facility maintenance management

* Local plants maintenance methods

* Local plants troubleshooting methods

* Onsite manufacture condition monitoring

Inspection

ControlControl

Figure 4―Upgrading Intelligence of Production: High-cycle Model (UIP-HM)




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right from the production planning stage to resolve technical issues before they

occur, (ii) reinforce production operators’ high-tech machine operating skills and

manufacturing capabilities, and (iii) visualize the above using IT in order to reform

production information systems to create a global network of production sites around

the world. The six core technologies that constitute this model and their characteristics are

described below.

(I) Reform of production planning: TPS Layout Analysis System (TPS-LAS) is a

production optimization system intended to realize a highly reliable production by

optimizing the layout of both the production site as a whole and each production

process with regard to production lines, robots, and production operators through the

use of numeric simulation (Sakai and Amasaka, 2006b). TPS-LAS is made up of four sub-

systems: Digital Factory CAE System (LAS-DFS), Robot Control CAE System (LAS-

RCS), Workability Investigation CAE System management (LAS-WIS), and Logistic

Investigation CAE System (LAS-LIS) as shown in Figure 6.

Figure 5―New Japan Global Production Model (NJ-GPM)

Glo

bal

izat

ion

of

Pro

du

ctio

n In

form

atio

n

Vir

tual–M

ain

ten

ance

Inn

ova

ted

Co

mp

ute

r S

yste

m (

V-M

ICS

)

Vis

ual

izat

ion

of

Pro

du

ctio

n P

roce

ss

Hu

man

Dig

ital

Pip

elin

e S

yste

m (

HD

P)

New Japan Global

Production Model

“NJ-GPM”




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(2) Reform of production preparation: Human Intelligence―Production Operating

System (HI-POS) is an intelligent operator development system intended to enable

the establishment of a new people-oriented production system whereby training is

conducted to ensure that operators develop the required skills to a uniform level, and

diagnosis is then carried out to ensure that the right people are assigned to the right jobs

(Sakai and Amasaka, 2006a). HI-POS contains two sub-systems: the Human Intelligence

Diagnosis System (HID), and Human Integrated Assist System (HIA) (Sakai and Amasaka,

2007c, 2008b) as shown in Figure 7.

Figure 3.2.2 HI-POS architecture

Figure 6― Result of Simulation for the Main Body Transfer Route

TPS-LAS-RCS Robot Control CAE Sys




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(3) Reform of the working environment: Intelligent Production Operating System (IPOS) is

intended to lead to a fundamental reform of the work involved in production operations

by raising the technical skills level of production operators and further improving the

reliability of their skills for operating advanced production equipment within an optimized

working environment. IPOS is made up of three sub-systems: the Virtual-Intelligent

Operator System (V-IOS) (Sakai and Amasaka, 2003), Aging & Work Development-

Comfortable Operating System (AWD-COS) (Amasaka, 2007c), and Robot Reliability

Design-Improvement Method (RRD-IM) (Sakai and Amasaka, 2007a). As an example of

V-IOS for assembly work, Figure 8 illustrates the a) training processes, b) work training

systems, and standard work sheet.

(4) Reform of process management: TPS Quality Assurance System (TPS-QAS) is an

integrated quality control system intended to ensure that quality is built into production

processes through scientific process management that employs statistical science to secure

Cp and Cm (Amasaka and Sakai, 2009). TPS-QAS is made up of two sub-systems: Quality

Control Information System (QCIS) and Availability & Reliability Information Monitor

System (ARIM) (Amasaka and Sakai, 1998) as shown in Figure 9 and Figure 10.

Figure 7― HI-POS Architecture

Figure 8― Virtual-Intelligent Operator System (V-IOS)

Figure 8.4.8 Outline of Reliable ARIM

Figure 9―Quality Control Information System (QCIS)

Figure10. Availability & Reliability

Information Monitor System (ARIM)




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Figure 8.4.9 Outline of Human Digital Pipeline (HDP) System

Figure 11―Human Digital Pipeline (HDP) System

(5) Visualization of production processes: The Human Digital Pipeline System (HDP) ensures

that top priority is given to customers through manufacturing with a high level of quality

assurance (Sakai and Amasaka, 2007b). This involves the visualization of intelligent

production information throughout product design, production planning and preparation,

and production processes, thereby facilitating the complete coordination of these processes

as shown in Figure 11.

(6) Globalization of production information: The Virtual-Maintenance Innovated Computer

System (V-MICS) is a global network system for the systemization of production

management technology necessary to realize a highly reliable production system, which

is required to achieve worldwide uniform quality and production at optimal locations

(Sakai and Amasaka, 2005) as shown in Figure 12. Production operators are able to browse

information using DB and CG whenever necessary from the client computers at each

maintenance station via the network, and can also input any special items as necessary.

Maintenance

server

Use of common data

by multiple plants

Server at plant A Server at overseas

plant C

Sever at overseas

plant DServer at plant B

Distribution

Registration Registration


Distribution

Contents creation and correctionContents creation and correction


Maintenance

server

Use of common data

by multiple plants

Server at plant A Server at overseas

plant C

Sever at overseas

plant DServer at plant B

Distribution



Distribution



Figure 8.4.10 Outline of Virtual - Maintenance Innovated Computer System (V-MICS) Figure. 12― Virtual - Maintenance Innovated Computer System (V-MICS)




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For example of the software, authors execute the manual creation program by registering

(i) procedures and descriptions and (ii) a display screen to convert the maintenance manual

into a visual manual that can be read via the Internet as shown in Figure 13. Below is an

example for installing assembly lines in a new overseas plant. The example shown here is a

robot maintenance manual where CG depicting the disassembled structures and motor

replacement is presented to elucidate its effectiveness.

Development ATPS at Toyota Manufacturing USA and others

Concretely, the author has verified the effectiveness of developing these models at Toyota

Motor Manufacturing, Texas, Inc. (TMMTX) 40-42, and other countries (in such cases as

Thailand, Turkey, Malaysia, China, and Vietnam).26,43-46 As the first example. Figure 14 shows

an application of skill training for newly employed production operators displaying a trimming

process.

Figure 13―Example of a Visual Manual using Internet (Robot)

Figure 14―Skill Training Curriculum for New Overseas Production Operators




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Figure 15―Skill Training Curriculum for New Overseas Production Operators

As the second example, Figure 15 shows an application case of shortened training for new

overseas production operators. After conducting the aptitude test, skill training

utilizing the visual manual and intelligent IT system was repeatedly carried out until the

standard set out in the evaluation sheet was met. The deployment of APS reduced the

conventional training period by more than half, from two weeks to five days, leading the full-

scale production to a good start.

The development of NG-PM, UIP-HM, and NJ-GPM are innovation of automobile

manufacturing fundamentals of ATPS at Toyota manufacturing USA. The author has verified

the effectiveness of developing these models at Toyota Motor Manufacturing, Texas, Inc.

(TMMTX: Fikes, Li, and Sakai, 2016), and others (Ebioka et al., 2007: Yeap et al., 2010: Shan

et al., 2011: Amasaka, 2013: Miyashita and Amasaka, 2014).

Conclusion

To realize manufacturing that places top priority on customers, the author has created the

ATPS employing New JIT, new management technology principle surpassing JIT. As a

concrete development, the author has constructed the ATPS consisting of new three models as

follows; NG-PM, UIP-HM, and NJ-GPM, and has developed these models at Toyota

Manufacturing USA and others. In the future, ATPS employing New JIT will be contributed

as “new principle of next-generation manufacturing” of worldwide production management

technology strategy.

Acknowledgement

The author would like to acknowledge the generous support received from the following

researchers. All these at Toyota Motor Corporation, Toyota Motor Manufacturing, Texas, Inc.,

and those connected with the Amasaka laboratory at Aoyama Gakuin University that assisted




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with author’s research.

References

Amasaka, K. 2000a. Basic thought of JIT―Concept and progress of Toyota Production System (plenary lecture),

The Operations Research Society of Japan, Tokyo, Japan. (in Japanese)

Amasaka, K. 2000b. “New JIT, A New Principle for Management Technology 21C: Proposal and Demonstration

of “TQM-S” in Toyota” (special lecture), Proceedings of theⅠWorld Conference on Production and

Operations Management, Sevilla, Spain, pp.15-27.

Amasaka, K. (2002), “New JIT, a new management technology principle at Toyota”, International Journal of

Production Economics, Vol. 80, pp. 135-144.

Amasaka, K. (2004a), “Development of Science TQM, a new principle of quality Management―Effectiveness

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17, pp. 3691-3706.

Amasaka, K. (2004b), “Science SQC, New Quality Control Principle: The Quality Strategy of Toyota”, Springer-

Verlag Tokyo.

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