Toyota Production System and Lean Tools

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This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean …

This presentation is for the students of Bainbridge Graduate Institute in the Sustainable Operations Course, MGT-564. It provides a high level overview of the most basic tools used by Toyota and lean manufacturing. This is a SlideCast which means there is an AUDIO TRACK, so please turn on your speakers. The presentation is 33 minutes long.

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  • 1. Toyota Production System & Lean Tools BGI MGT-564 Sustainable Operations Collaborate Session #4 Feb 1, 2012 Note: This SlideCast has Audio. Please turn your speakers on!Bill Costantino, Lean Mfg Feb 1, 2012616-891-7578 EBCostantino@earthlink.net 1 SW 2-Day Training
  • 2. MGT 564 - First Day of Class Roadmap
  • 3. MGT 564 - First Day of Class Roadmap MRP Waiting Lines Operations Inventory Management Tools Forecasting
  • 4. MGT 564 - First Day of Class Roadmap Kanban 5S Waste Lean Standard Work One Piece Flow Tools Takt Time MRP Waiting Lines Operations Inventory Management Tools Forecasting
  • 5. 5SBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 5 SW 2-Day Training
  • 6. History of 5-S … Yes, Japan.  SEIRI - Sense of Use (eliminate from the work place everything not required to perform the work)  SEITON - Sense of Ordinance (efficient placement and arrangement of equipment and materials)  SEISON - Sense of Cleanness (tidiness and cleanliness)  SEIKETSU - Sense of Health (ongoing, standardized, continually improving „seiri‟, „seiton‟, „seison‟)  SHITSUKE - Sense of self-discipline (discipline with leadership)Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 6 SW 2-Day Training
  • 7. GILLBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 7 SW 2-Day Training
  • 8. To Be Tool and WIP Board Ordered Spec Card In Process Next Run Maintenance Log & MaintenanceRequest FormsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 8 SW 2-Day Training
  • 9. Organize & Demand the Maintenance of ToolsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net Everything has a Dedicated Home 9 SW 2-Day Training
  • 10. Operating Room Orderliness Pit Crew EfficiencyBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 10 SW 2-Day Training
  • 11. A place for everything and everything in its place, clean and ready for useBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 11 SW 2-Day Training
  • 12. The Next Step - Visual Factory  Ability to understand the status of a production area in 5 minutes or less by simple observation without use of computers or speaking to anyone.  Provides the ability for workers to make decisions / take actions based solely on the status of visual indicators.Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 12 SW 2-Day Training
  • 13. Replacement Part Maintenance Kanban AddressesBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 13 SW 2-Day Training
  • 14. Establish Method of Ordering and Tracking Replacement PartsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 14 SW 2-Day Training
  • 15. Visual Control of Seasonal InventoryBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 15 SW 2-Day Training
  • 16. Visual scheduling boardsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 16 SW 2-Day Training
  • 17. Takt TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 17 SW 2-Day Training
  • 18. Standardized Work is only one part of a fully integrated manufacturing systemBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 18 SW 2-Day Training
  • 19.  Lean Philosophy  Customer First  No defect shall be passed to the “customer”  People Are The Most Important Asset  People’s ingenuity will eliminate waste and lead to a better job  Continuous Improvement  There is always more to improve  Shop Floor First  The shop floor is where value is addedBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 19 SW 2-Day Training
  • 20. Lean Manufacturing “All we are trying to do is shorten the lead time…” Taiichi OhnoBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 20 SW 2-Day Training
  • 21. Lean Manufacturing  is a manufacturing philosophy which shortens the time line between the customer order and the product shipment by eliminating waste.Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 21 SW 2-Day Training
  • 22. Lean Manufacturing  is a manufacturing philosophy which shortens the time line between the customer order and the product shipment by eliminating waste. Business as Usual Customer Waste Product Order Shipment TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 22 SW 2-Day Training
  • 23. Lean Manufacturing  is a manufacturing philosophy which shortens the time line between the customer order and the product shipment by eliminating waste. Business as Usual Customer Waste Product Order Shipment Time Lean Manufacturing Customer Product Order Waste Shipment Time (Shorter)Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 23 SW 2-Day Training
  • 24. Product Leadtime Raw Material Production Waiting Mixing Packaging Transportation Staging Inspection Set-up Time Raw Finished Material Parts = Value Added Time  Value Added Time is only a very small percentage of the Leadtime. = Non-Value Added Time  Traditional Cost Savings focused (WASTE) on only Value Added Items.Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 24 SW 2-Day Training
  • 25. Traditional vs Lean Results Traditional Results of Manufacturing Improvement Time Focused on Non-Value Adding Items Time Time Small Amount of Time Eliminated Large Am ount of Tim e Elim inate d TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 25 SW 2-Day Training
  • 26. Traditional vs Lean Results Traditional Results of Manufacturing Improvement Time Focused on Non-Value Adding Items Time Time Small Amount of Time Eliminated Lean Results Large Am ount of Tim e Elim inate d TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 26 SW 2-Day Training
  • 27. Waste “Anything that adds Cost to the product without adding Value”Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 27 SW 2-Day Training
  • 28. 7 Forms of Waste CORRECTION Repair or MOTION WAITING Rework Any wasted motion Any non-work time to pick up parts or waiting for tools, stack parts. Also supplies, parts, etc.. wasted walking Types PROCESSING of OVERPRODUCTION Producing more Doing more work than Waste than is needed is necessary before it is needed INVENTORY Maintaining excess CONVEYANCE inventory of raw mat‟ls, Wasted effort to transport parts in process, or materials, parts, or finished goods. finished goods into or out of storage, or between processes.Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 28 SW 2-Day Training
  • 29. Waste •Waste is unclear, not defined •Crisis corrections •Reactive improvementBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 29 SW 2-Day Training
  • 30. Shift Mindset Processing Correction Over- Waste Inventory Types Of Waste Production Material Waiting Movement Motion •Waste is unclear, not defined •Waste is tangible, well defined •Crisis corrections •Focus on “small” opportunities •Reactive improvement •Continuous improvementBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 30 SW 2-Day Training
  • 31. Better Utilization Working Smarter through the Elimination of Waste Work Work Waste Waste Work Work New Paradigm Waste Waste Work Work Work Work Waste Waste Waste WasteBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 31 SW 2-Day Training
  • 32. Three Components of Standardized Work Takt Time Standardized Work Standard Work In-Process Sequence StockBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 32 SW 2-Day Training
  • 33. Takt Time The production rate, in seconds, to satisfy customer demand.Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 33 SW 2-Day Training
  • 34. Takt Time Amount of production time per shift number of products needed by the customer per shift = amount of time to produce one product Example : 7.5 hrs/shift x 60 minutes/hr x 60 seconds/min. 450 products needed by customer/shift = 27,000 seconds/shift 450 products = 60 Second Takt TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 34 SW 2-Day Training
  • 35. Cycle Time  The amount of time to process one unit  Includes human and machine work, walking time, and waiting time  Determine by observing the actual time to process one partBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 35 SW 2-Day Training
  • 36. Takt Time and Cycle Time  If Takt Time and Cycle Time are not the same, an imbalance exists in the operating system  If Cycle Time is less than or equal to Takt Time, production will satisfy customer demand  If Cycle Time is greater than to Takt Time, production cannot satisfy customer demand Step C5 Takt Time ( 60 sec ) 60 50 Step C4 40 Step A4 Step E5 Step B3 Step C3 Step D5 30 Step A3 Step E4 Step D4 Step B2 Step E3 20 Step A2 Step C2 Step D3 Step D2 Step E2 10 Step B1 Step A1 Step C1 Step D1 Step E1 0 A B C D E OperatorsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 36 SW 2-Day Training
  • 37. Takt Time and Planned Cycle Time  Takt Time is based ONLY on customer demand and available minutes for production.  Planned Cycle Time is the required production rate to satisfy customer demand allowing for scrap, downtime, change-overs, inefficiency, or other losses to production. Step C5 Takt Time ( 60 sec ) 60 Planned Cycle Time ( 52 sec ) 50 Step C4 40 Step A4 Step E5 Step B3 Step C3 Step D5 30 Step A3 Step E4 Step D4 Step B2 Step E3 20 Step A2 Step C2 Step D3 Step D2 Step E2 10 Step B1 Step A1 Step C1 Step D1 Step E1 0 A B C D E OperatorsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 37 SW 2-Day Training
  • 38. Work Sequence Work Sequence refers to the series of steps in a single process that is fastest, most efficient, of acceptable quality, and safe. When the work sequence is carefully followed, the cycle time will be constant, no steps will be forgotten, and the chance of equipment damage or other major problems will be minimized. Poor Good 8 9 4 5 10 9 8 7 6 10 1 1 5 7 6 3 2 2 3 4Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 38 SW 2-Day Training
  • 39. Standard In-Process StockBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 39 SW 2-Day Training
  • 40. Sample Standard Worksheet from ToyotaBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 40 SW 2-Day Training
  • 41. Stack Chart - Line Balance Step C5 Takt Time ( 60 sec ) 60 50 Step C4 40 Step A4 Step E5 Step B3 Step C3 Step D5 30 Step A3 Step E4 Step D4 Step B2 Step E3 20 Step A2 Step C2 Step D3 Step D2 Step E2 10 Step B1 Step A1 Step C1 Step D1 Step E1 0 A B C D E OperatorsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 41 SW 2-Day Training
  • 42. Stack Chart - Line Balance Takt Time ( 72 sec ) 70 60 50 50 sec 40 48 sec 43 sec 30 33 sec 20 10 15 sec 0 #1 #2 Cut & Glue Tissue Operators Blank Blank Fold Up Candy Pen Total Work Time 43 + 33 + 50 + 48 + 15 Theoretical # Workers = = = 2.6 = 3 Workers Takt Time 72Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 42 SW 2-Day Training
  • 43. Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 43 SW 2-Day Training
  • 44. Stack Chart - Line Balance Step C5 Takt Time ( 60 sec ) 60 50 Step C4 40 Step A4 Step E5 Step B3 Step C3 Step D5 30 Step A3 Step E4 Step D4 Step B2 Step E3 20 Step A2 Step C2 Step D3 Step D2 Step E2 10 Step B1 Step A1 Step C1 Step D1 Step E1 0 A B C D E Operators Takt Time ( 60 sec ) 60 Step D5 Step E4 50 Step D1 Step E1 Step A4 Step C1 40 Step D4 Step C4 Step B3 Step D3 30 Step A3 Step B2 Step C3 Step D2 20 Step A2 Step E5 10 Step B1 Step C2 Step C5 Step E3 Step A1 Step E2 0 A B C D E OperatorsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 44 SW 2-Day Training
  • 45. One Piece Flow Just-In-Time SystemsBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 45 SW 2-Day Training
  • 46. Mass Production Material Storage Weld Storage Receiving Warehouse Assembly Storage Shipping Storage Stamp Warehouse  Value added time = minutes Rework Storage  Time in plant = WEEKSBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 46 SW 2-Day Training
  • 47. Mass Production Material Storage Weld Storage Two Big Problems Receiving Assembly Storage  Large Batch Production Warehouse Shipping  Storage Flow Poor Stamp Warehouse  Within processes   Between processes Value added time = minutes Rework Storage  Time in plant = WEEKSBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 47 SW 2-Day Training
  • 48. Batch & Station B Queue Station A Station CBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 48 SW 2-Day Training
  • 49. The Basic Philosophy of Lean Production HOW TO MANUFACTURE MOST ECONOMALLY:  What is Needed (Sold)  When it is Needed  In the Amount Needed (with the Minimum Materials, Equipment, Labor and Space)Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 49 SW 2-Day Training
  • 50. IDEAL = One Piece Flow But This Assumes:  Equal Cycle Times  Physical Proximity of Processes  Highly Stable Processes  Little/No Changeover TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 50 SW 2-Day Training
  • 51. Batch & Station B Queue Station A Station C One Piece Flow WorkcellBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 51 SW 2-Day Training
  • 52. Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 52 SW 2-Day Training
  • 53. IDEAL = One Piece Flow But This Assumes: Equal Cycle Times Physical Proximity of Processes Just-In-Time is NOT a Zero Highly Stable Processes Inventory System. Little/No Changeover TimeBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 53 SW 2-Day Training
  • 54. Kanban Tool for Real Time Production Withdrawal Kanban Part # 11227T control of Materials Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 54 SW 2-Day Training
  • 55. Lean Production: Model = TPS Goal: Elimination of waste. Customer OrderBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 55 SW 2-Day Training
  • 56. Lean Production: Model = TPS Goal: Elimination of waste. Customer Order FG DeliveryBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 56 SW 2-Day Training
  • 57. Lean Production: Model = TPS Goal: Elimination of waste. Customer Order FG DeliveryBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 57 SW 2-Day Training
  • 58. Lean Production: Model = TPS Goal: Elimination of waste. Kanban: Order to Make Replenish FG TakenBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 58 SW 2-Day Training
  • 59. Production Withdrawal Kanban Production Instruction Kanban Production Withdrawal Kanban Part # 11227T Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012Bill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 59 SW 2-Day Training
  • 60. Lean Production: Model = TPS Kanban: Order to Make Replenish Parts TakenBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 60 SW 2-Day Training
  • 61. Lean Production: Model = TPS Production Withdrawal Kanban Part # 11227T Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012 Kanban: Order to Take Replenish Parts TakenBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 61 SW 2-Day Training
  • 62. Lean Production: Model = TPS Kanban: Order to Make Replenish Parts TakenBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 62 SW 2-Day Training
  • 63. Lean Production: Model = TPS Production Withdrawal Kanban Part # 11227T Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012 Kanban: Order to Take Replenish Parts TakenBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 63 SW 2-Day Training
  • 64. Lean Production: Model = TPS Production Withdrawal Kanban Part # 11227T Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012 Information flow Material flowBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 64 SW 2-Day Training
  • 65. Lean Production: Model = TPS Production Withdrawal Kanban Part # 11227T Storage Area Address Flow Rack 15C Description Left Hand Headrest Tube Quantity / Box 400 Number of Cards: _______ of ________ Date Issued: February 1, 2012 Information flow Material flow Time CashBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 65 SW 2-Day Training
  • 66. Lean Production: Model = TPS Taiichi Ohno: “Reduce the time line by removing non-value added wastes.” Information flow Material flow Time CashBill Costantino, Lean Mfg616-891-7578 EBCostantino@earthlink.net 66 SW 2-Day Training
  • 67. MGT 564 - First Day of Class Roadmap Kanban 5S Waste Lean Standard Work One Piece Flow Tools Takt Time MRP Waiting Lines Operations Inventory Management Tools Forecasting
  • 68. MGT 564 - First Day of Class Roadmap Kata Heijunka Muda TPS Genchi Genbutsu Kaizen Kanban 5S Waste Lean Standard Work One Piece Flow Tools Takt Time MRP Waiting Lines Operations Inventory Management Tools Forecasting