a viable system view of the japanese lean production system
DESCRIPTION
Powerpoint slides of the speech held by Gandolfo Dominici and Federica Palumbo at World Complexity Science Academy's First Conference, Bologna, 4th - 5th december 2010.TRANSCRIPT
“A Viable System View of the Japanese Lean Production System”
Gandolfo Dominici and Federica Palumbo
WCSA – World Complexity Science Academy First Conference
Complexity Systemic Sciences and the Key Global Challenges of Our Times
December 4th – 5th 2010 - Bologna, Italy
Beer’s VSM(basic viable system model)
Operations
Source: adapted from Kovacheva, 2006
Environment
Meta-system
Gandolfo Dominici and Federica Palumbo WCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
Beer’s Viable System Model
Policy
Intelligence
Control
Sub-system 5
Sub-system 4
Sub-system 3
Sub-system 2Coordination
Sub-system 3*Monitoring
Sub-system 1 - Operations
ENVIRONMENT
Future environment
Market segment 1
Market segment 2
Current environment
Meta-system
Basic units
Local management
Primaryunits
Source: adapted from Espejo & Harnden, 1989
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
Golinelli’s VSA postulates• “A system is viable if it can survive in a particular sort of
environment”.
• “The viable system is projected toward pursuing purposes and attaining objectives and can be connected to supra-systems and subsystems from which and to which expectations, guidelines and rules can be received and allocated”
• “A viable system, as an autonomous entity, may be dissolved within the supra-system it refers to in a specific time-frame due to resonance processes which may follow conditions of consonance”
(Golinelli, 2010, p.55)
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
The Japanese Lean Production System
Lean production
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
The basic Lean Production Viable System scheme
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
“The foundation ofJIT production system is backed by social and institutional conditions peculiar to Japan” (Monden, 1998)
Kaisha sub-systems
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
KAISHA STRUCTURE
Management style, Kaizen
ERP, kanban
TQM (SQC)
Sub-system 1 – Lean Production Operations
•Smoothing of Production•Reduction of Lead Time•Multifunctional workers and standardization of tasks •Modular Cell Manufacturing•Jidoka•Kanban
Sub-system 5 - Policy
Sub-system 4 - Intelligence
Sub-system 3 - Control
Sub-system 2 – Kanban Coordination System
Sub-system 3* Internal
Monitoring through Jidoka
Metasystem
Environmental supra-systems
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
Financial System
KeiretsuJinmyaku
Government System
Educational System
Labor Market System
ENVIRONMENTAL SUPRA-SYSTEMS
KAISHA STRUCTURE
Management style, Kaizen
ERP, kanban
TQM (SQC)
Sub-system 1 – Lean Production Operations
•Smoothing of Production•Reduction of Lead Time•Multifunctional workers and standardization of tasks •Modular Cell Manufacturing•Jidoka•Kanban
Sub-system 5 - Policy
Sub-system 4 - Intelligence
Sub-system 3 - Control
Sub-system 2 – Kanban Coordination System
Sub-system 3* Internal
Monitoring through Jidoka
The Lean Production Viable System
Gandolfo Dominici and Federica Palumbo - University of PalermoWCSA – World Complexity Science Academy First Conference – December 4th – 5th 2010
Educational System
Management style, Kaizen
TQM (SQC)
Sub system 5 - Policy
Sub system 3 - Control
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban
Labor Market System
Sub system 2 – Kanban Coordination System
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban
Sub system 3* Internal
Monitoring through Jidoka
Jinmyaku
Keiretsu
ERP, kanban Sub system 4 - Intelligence
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban
Sub system 1 – Lean Production Operations
•Smoothing of Production•Reduction of lead time and batch size•Multifunctional workers and standardization of tasks• Modular cell manufacturing•Jidoka• Kanban