Purpose

The purpose of this study is to introduce an enterprise's productivity management named “Production efficiency improvement - PEFF”. This study shows the way of developing the management system to keep their shop floor “flexible to change” and “continuously controlling and improving” from the different levels and in various factories.

Design/methodology/approach

This study refers to Toyota's PEFF management system in the context of productivity enhancement through detailed management processes including yearly management, monthly management, daily management and its application in a case study from another sector as a model case of PEFF expansion. The methodology of this study is to introduce a method for production efficiency analysis, measure and select standard time through PEFF calculation.

Findings

Toyota's PEFF management can be extremely effective at developing management's ability to conduct day-to-day shop-floor management, know-how sharing and how Toyota applies PEFF to develop the world-standard on manpower efficiency for their factories. Besides, this study shows the applicable of PEFF improvement has successfully conducted in other manufacturers in a flexible way to achieve the improvement targets.

Research limitations/implications

The results of this study will aid the managers in production lines to find the method of calculating and evaluating production efficiency through Toyota's management techniques such as PEFF, YIP, WVACT and standard time. However, the approach for this paper was from a synchronized system as Toyota is limited to generalized to small and medium-sized enterprises.

Originality/value

This paper is introducing the original Toyota's management technique to sustainable enhance their manpower performance and efficiency and answer the question of why TPS still exists in the age of digital management. PEFF management serves as an example of a value management process to help manufacturers to set guidelines to improve their productivity.

中文翻译：

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丰田的生产效率改进管理：生产力评估和运营改进的最佳实践

目的

本研究的目的是介绍一个名为“生产效率改进-PEFF”的企业生产力管理。这项研究展示了开发管理系统的方法，以保持车间“灵活应对变化”并从不同级别和不同工厂“持续控制和改进”。

设计/方法论/途径

本研究以丰田的PEFF管理体系为背景，通过年度管理、月度管理、日常管理等详细的管理流程，以提高生产力为背景，并将其应用于另一个部门的案例研究中，作为PEFF扩张的典范。本研究的方法是引入一种生产效率分析方法，通过PEFF计算来测量和选择标准时间。

发现

丰田的 PEFF 管理可以非常有效地培养管理层进行日常车间管理、知识共享以及丰田如何应用 PEFF 为其工厂制定世界人力效率标准的能力。此外，本研究表明PEFF改进已成功地在其他制造商中以灵活的方式进行应用，以实现改进目标。

研究局限性/影响

本研究的结果将帮助生产线的管理人员找到通过丰田的PEFF、YIP、WVACT和标准时间等管理技术来计算和评估生产效率的方法。然而，本文的方法是从同步系统出发，因为丰田仅限于推广到中小企业。

原创性/价值

本文介绍了丰田最初的管理技术，以可持续地提高其人力绩效和效率，并回答为什么TPS在数字化管理时代仍然存在的问题。PEFF 管理是价值管理流程的一个示例，可帮助制造商制定提高生产力的指导方针。