철강산업의 도요타생산방식 적용과정에 관한 연구: 포스코 사례를 중심으로
Adoption of Toyota Production System in the Steel Industry: A Posco Case
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초록
도요타 생산방식(TPS)은 지난 30년간 새로운 생산 패러다임으로 다양한 산업에 큰 영향을 끼쳐왔다. 그러나 TPS의 도입과 적용에 대해서는 최적 실무관행의 도구인지, 도요타에 특화된 생산모델인지, 아니면 변용해야 할 원리의 집합인지에 대한 서로 다른 견해가 존재한다. 또한 철강산업 등 자동차와 확연히 다른 유형의 산업에서 적용가능성은 충분히 논의되지 못했다. 이 논문은 국내 철강산업에서 TPS를 도입하여 내재화해 온 과정을 다룬 사례연구로 크게 두 가지 시사점을 제공한다. 첫째, 포스코 사례는 TPS의 원리에 기반을 두되 수요 기업의 상황에 적합한 형태로 변형하여 적용하는 것이 보다 효과적인 적용 접근법이 될 수 있다는 것을 잘 보여주고 있다. 실례로 포스코는 TPS 학습과정을 통해 표준작업, 준비교체, 종합효율 측면의 원칙을 우선적으로 변용하여 적용하였다. 둘째, 개별도구가 아닌 총체적 TPS 도입은 경쟁 환경과 생산전략과 연계되어야 한다. 철강산업의 경쟁 환경도 점차 다품종 소량생산이 필요한 방향으로 변해가고 있으며 이러한 경쟁환경 변화가 포스코 TPS의 적용의 배경이 되었다. 향후 철강 기업의 생산전략의 우선순위가 생산관점에서 시장(고객)관점으로 전환되어야 하며 이에 따라 철강산업에서 시장주도형 생산방식인 TPS의 적용가능성과 효과는 더욱 높아질 것으로 예상된다.
Abstract
The Toyota production system(TPS) has been considered as a new production paradigm and dispersed across a diverse range of industries over the three decades. However, there has been a long-debate on wether the TPS is a set of best practice tools, just one production model specified to Toyota’s operations, or principles to be adopted with proper and deliberate modifications. Moreover, very little studies have been carried out to investigate the doptability of the TPS to the steel industry which is much different from the automotive industry in which the TPS has been developed. This paper explores how the TPS can be introduced and adopted in the steel industry by focusing on the internalizing and learning process of the world renowned best practice. The case-based study suggests some meaningful implications. First, the Posco case well illustrates that the TPS can be effectively applied to the steel industry; however, the TPS’s best practice components need to be properly modified in order to reflect the different context of a receiving organization while keeping the TPS principles not diluted. This TPS embedding process requires a profound organizational learning. Second, the TPS adoption should be considered in an aligned way with operations strategy. The competitive environment of the steel industry has been changing towards ‘diverse items but small quantity’, which partly drove Posco to adopt the TPS because it is a production system aiming for market-led production. As operations priority in the steel industry shifts from production volume towards mass-customization (flexibility without compromising efficiency), the adoptability and effectiveness of the TPS in this industry is expected to increase.
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