![]() However, critics ultimately recognized that Taylor’s work was more mature than initially understood. Many have widely criticized Taylor and Scientific Management, although it was never fully understood or appreciated by his critics (Locke, 1982). Taylor’s system was viewed as dehumanizing and accused of reducing men and women to the level of machines. Taylor passed on his work to the American Society of Mechanical Engineers, which ultimately led to the development of Industrial Engineering. Through these techniques, Taylor set out to optimize the human effort in manufacturing, thereby achieving enhanced productivity performance. Taylor promoted time and motion studies, production-control methods, and incentive pay. Seminal Theories Which Influenced the Respect for People Principle Scientific Management – Frederick Winslow TaylorĪccording to Warner (1994), Frederick Winslow Taylor is the founder of Scientific Management. Shook, personal communication, March 16, 2020). RFP existed for decades, and research could not uncover why Toyota waited over a half-century to formally publicize this principle (J. Shook, personal communication, March 16, 2020Īccording to Shook, the Toyota Way 2001 publication was not revealing a new concept at Toyota. Jidoka with the “Ninben” or human character added to the automation character embodies respect for people (that was the reason for creating a new character) as coined by Sakichi (Toyoda) in the first decade of the 1900s. The Toyota special re-definition of the Japanese term embeds in it very deep “respect for people.” So, any “Ohno bible” (the 1973 TPS training manuals) I’m sure contains reference to Jidoka. The term “Jidoka” is, as you know, especially difficult. John offered his understanding of the RFP principle as follows: Shook worked for Toyota for 11 years and was instrumental in bringing Toyota to the United States through the New United Motors Manufacturing Inc. John Shook became the first American manager (kacho) appointed to work in Japan by Toyota. This paper focuses on the employee as a stakeholder. There are many stakeholders, as defined by the “people” in RFP. The term “people” represents stakeholders as defined by Toyota as employees, suppliers, customers, investors, communities, and competitors, hence, humanity (Emiliani, 2015). Toyota respects all stakeholders and believes that individual effort and good teamwork creates business success (Toyota Motors Corporation, 2001). The Japanese word for Continuous Improvement is Kaizen, where Kai means change, and Zen means for the better (Macpherson, Lockhart, Kavan, & Iaquinto, 2015). Toyota is never satisfied with the status quo and always works to improve their business. ![]() The Toyota Way consists of two significant pillars: Continuous Improvement ![]() The Toyota Way 2001įigure 1 depicts the evolution of the original Toyota Production System House to the Toyota Way. The RFP principle, conceptualized by the Toyota Motors Corporation in their seminal guide, Toyota Way 2001 (Toyota Motors Corporation, 2001), is characterized by Toyota’s Chairman of the Board, Fujio Cho (Cho, 2020):įigure 1: Original Toyota Production System House vs. Byrne, personal communication, December 15, 2019). He has experienced low employee morale and skepticism throughout businesses exposed to this management practice (A. Liker’s book on the Toyota Way describing the RFP principle has sold over 950,000 copies in 26 languages (IEEE Xplore Digital Library, n.d.).Īrt Byrne, the CEO who led the successful Wiremold transformation, has indicated that the RFP concept has been ignored or abused by many companies over the years due to layoffs associated with Kaizen improvements. ![]() A LinkedIn search for “Respect for People” generated 362,573 search results (, 2020). RFP is a popular topic in the Lean community, evidenced by its social media popularity. Why Select Respect for People as a Topic? Business Trend The low success rate of Lean implementation can be attributed to the disproportionate focus on Lean tools and techniques at the expense of the human factor, as expressed in the RFP principles mentioned in Lean literature (Coetzee, Jonker, van der Merwe, & van Dyk, 2019). Potential Problem: Lean Implementation Success Rate and RFP ![]()
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