The view is presented that the differences in scale, financial strength and supply chains make it difficult to apply universally the Toyota Production System (TPS) proposed by Sakai Takao (酒井崇男) for adoption by Japanese companies.
The article presents the view that fundamental differences in operating conditions make universal application of the TPS to Japanese companies problematic, and points in particular to the risks of generalising the conditions on which Toyota’s system is based.
Toyota is described as a giant company with 60 plants worldwide, 18,000 skilled workers and the ability to sustain annual investment of around ¥1 trillion. These circumstances are said to underpin the viability of just-in-time (JIT) production.
The article points to the pitfalls of a bottom-up management model that simply shifts responsibility to the frontline, as well as the difficulties of bringing operations in-house. It also presents the argument that it is not realistic for Japanese companies to maintain an in-house-only approach.
As alternatives, it proposes practical strategies such as using external AI platforms, converting frontline data into digital assets and supplying key parts, suggesting a shift toward a more open strategy.
In conclusion, it is argued that Japanese companies should not all pursue TPS, but should move toward a flexible strategy that uses frontline data in combination with external AI.