In the Toyota Production System, hansei or reflection meetings typically are held at key milestones and at the end of a project to identify problems, develop countermeasures, and communicate the improvements to the rest of the organization so mistakes aren’t repeated. Thus, hansei is a critical part of organizational learning along with kaizen and standardized work. It sometimes is compared to “check” in the plan-do-check-act improvement cycle.
Published in Chapter:
Continuous Improvement Philosophy in Higher Education: Lessons From the DNA of the Toyota Production System to Improve Course/Program Delivery Process
Parminder Singh Kang (University of Saskatchewan, Canada), Rajbir Bhatti (Mount Royal University, Canada), and Gurinder Pal Singh (IET Bhaddal, India)
Copyright: © 2020
|Pages: 19
DOI: 10.4018/978-1-5225-9829-9.ch005
Abstract
This chapter explores the unspoken roles of Toyota production system in the context of program/course delivery process. These rules are; how people work, how people connect, how the workflow is organized, how to improve and who does the improvements. These four unspoken rules of Toyota production system are strict guidelines from the shop floor to the top-level management. Toyota production system emphasizes learner's philosophy to improve the value-added activities by understanding the root cause of a given problem. Under these four rules, further, this chapter will look into the different tools that could be applied for the continuous improvement in course/program delivery process. This paper will define the lean principles and waste in the context of the delivery process.