The Role of Toyota Production System Methodology in Improving the Efficiency of Metallurgical Enterprises

Abstract

The article is devoted to analyzing the potential of the Toyota Production System (TPS) methodology for enhancing the operational performance of metallurgical enterprises. The relevance of the study is driven by the need to increase the industry’s competitiveness amid high volatility in commodity markets and the tightening of environmental regulatory requirements. The scientific novelty lies in proposing an integrated framework that combines the basic principles of TPS, the extended 6S concept, and project management tools, which enables the adaptation of Lean practices to the specifics of large-tonnage, continuous production. The paper systematically describes the key tools of the Lean approach: Kaizen, 5S/6S, Just-in-Time, and value stream mapping (VSM), and examines examples of their application at enterprises of heavy industry. Particular attention is paid to the barriers and critical success factors of transforming production culture. The aim of the study is to examine the Toyota Production System methodology in improving the efficiency of metallurgical enterprises and to propose a conceptual industry-specific TPS model for the metallurgical sector. To achieve this aim, methods of systems analysis, content analysis of scholarly literature, and comparative analysis were employed. The empirical and theoretical base comprises publications indexed in Scopus and Web of Science, materials from Springer proceedings, as well as industry-specific analytical reports. In the conclusion, findings are formulated on the synergistic effect of comprehensive TPS implementation and practice-oriented recommendations are offered. The results are addressed to managers of production units, quality and operational excellence engineers, as well as researchers specializing in the optimization of production systems.