기업규모별 도요타 생산시스템의 기업문화에 따른 생산관리 목표 및 경영성과의 차이분석

Abstract

Previous research(Shim and Yoo 2009) found corporate culture in a Toyota Production System(hereafter referred to as TPS) to have a significant relationship with production goals and management performance. It has was also known that manufacturing firms introducing TPS highly increased their production goals and performance. Their research also found that there were meaningful differences between SMEs(small and medium enterprises) and large firms especially by corporate culture. Extending this previous work, the present study attempted to investigate (1) how TPS implementation elements and organizational culture affect production goals(quality, cost, due date, and flexibility) and management performance including financial and non-financial, (2) whether any difference between SMEs and large firms exists among these variables, and (3) to finally help managers establish appropriate strategies for successfully implementing a TPS. The results of the study revealed that a significant difference existed between large and small & medium sized firms. Specifically, in the case of small & medium firms, TPS implementation elements significantly affected production goals, which in turn influenced management performance, and were highly correlated with corporate culture. However, no significant relationship between corporate culture and production goals was found. Findings also indicated that TPS implementation elements for large firms significantly affected both corporate culture and production goals, which in turn significantly affected management performance. These findings imply that firms with TPS implementation improved their production goals as well as performance.