Hoshin Kanri planning: the system of five alignments behind the Toyota Production System

The Toyota Production System (TPS), also termed lean manufacturing, is famous for its ability to improve productivity, quality, space utilisation, customer focus, suggestions and positive employee outcomes. It is also known to be difficult to imitate and implement. This paper explores the secrets to the successful implementation of TPS/lean production. The discovery that the TPS is grounded in a Hoshin Kanri planning system composed of five major alignments is reported. Characteristics of each Toyota alignment and linkages to US planning literatures are explicated. The US alignment literature is critically analysed using the Toyota framework. Examples from the field are provided. Implications for operations management practitioners, consultants and those attempting mass to lean conversions or lean launches are drawn. A call for research on a taxonomy of alignments is provided.

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