Effective Management of Production Through Spirituality at Work

Abstract

Purpose: This article aims to analyze why Japanese organizations have been successful over the years with the implementation of the Toyota Production System.   Methods: Adopting the Shingo Model as a reference for research, the cultural facilitators found in dimension 1 of the model stand out, with a strong alignment with spirituality in the workplace, as a pillar to guarantee operational excellence aligned with the beliefs and values of the staff, in favor of organizational sustainability. For that, a bibliographical research was carried out of 41 articles from the Scopus databases, addressing the constructs Spirituality in the Work environment and the Shingo Model, within an application context associated with sustainability and added to a comparative analysis.   Results and discussion: From the analysis of the results, it was possible to understand that the Spirituality at Work element is behind the model of the Toyota Production System. The proposed dimensions to characterize an EAT are based on the Shing Prize Model of Effective Management versus the EAT Model by Ashmos and Duchon (2000) versus Bella et al. (2018).   Implications of the research: The article portrays a subject that is a key point for improving productivity and developing an individual's social conscience, so necessary for the sustainability of the planet.   Originality / Value: It was possible to infer from the literature that no articles were found that associate the Shingo model with the theory of Spirituality at work, but the articles by Ashmos and Duchon (2000) and Bella et al. (2018) stand out within the context of organizational sustainability.