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the toyota way (SCIT) pune PPt
 

the toyota way (SCIT) pune PPt

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    the toyota way (SCIT) pune PPt the toyota way (SCIT) pune PPt Presentation Transcript

        • The Toyota Way
        • 14 Management Principles
        • Khushbu Desai (07030244003)
        • Aditi Chaplot (07030244001)
        • Pooja Mantri (07030244010)
        • Sushant Kumar (07030244024)
        • Shailesh Borah (07030244022)
      • Since Toyota’s founding we have adhered to the core principle of contributing
      • to society through the practice of manufacturing high-quality
      • products and services. Our business practices and activities based on this
      • core principle created values, beliefs and business methods that over the
      • years have become a source of competitive advantage. These are the
      • managerial values and business methods that are known collectively as
      • the Toyota Way.
      • — Fujio Cho, President Toyota
        • Principle 1
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
      • Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
      1. Align the organization toward a purpose greater than “ making money .” 2. Generate value for the customer, society and the economy. 3. Be responsible . Accept responsibility for your conduct and maintain and improve the skills that enable you to produce added value.
        • Principle 2
      • Create a continuous process flow to bring problems to the surface.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1 1.Redesign processes to achieve continuous flow . 2.Create flow to move material and information fast. 3.Link processes and people so that problems surface right away. 4.Make flow obvious throughout your organizational culture.
        • Principle 3
      • Use “pull” systems to avoid overproduction.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
      • 1.Provide downstream customers
      • in the process with what they want,
      • when they want it, and in the
      • amount that they want.
      • 2. Pull vs Push
        • Material replenishment initiated by
        • consumption is the basis for
        • just-in-time.
        • Just-in Time - an organized
        • system of inventory buffers.
        • Principle 4
      • Level out the workload (heijunka). (Work like the tortoise, not the hare.)
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 5
      • Build a culture of stopping to fix problems, to get quality right the first time.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 6
      • Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 7
      • Use visual control so no problems are hidden.
        • Simple visuals to support
        • work flow
        • Determine deviation
        • from standard
        • Reduce report size
      14 13 12 11 10 9 8 7 6 5 4 3 2 1 Eliminate Waste
        • Principle 8
      • Use only reliable, thoroughly tested technology that serves your people and processes.
        • Support people not replace them
        • Analyze impact of new technologies on existing processes
        • Conflict company philosophy or principle?
        • Involve stake holders
        • Encourage to consider new technologies while seeking for new approach
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 9
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 10
      • Develop exceptional people and teams who follow your company’s philosophy.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
      • Create Strong stable culture.
      • Train Exceptional Individual & Teams to work with corporate philosophy.
      • Use Cross Functional Team
      • Make a Continuous effort towards Teamwork.
      • Understand & Use Motivation theory.
        • Maslow’s Need Hierarchy theory.
        • Herzberg’s Job Enrichment theory .
        • Taylor’s Scientific Management theory.
        • Behavior Modification theory.
        • Goal Setting theory
        • Principle 11
      • Respect your extended network of partners and suppliers by challenging them and helping them improve.
        • Maintain Principle of partnership
        • Acquire new suppliers.
        • Enhance relations with existing suppliers.
        • Teach “ The Toyota Way ”.
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 12
      • Go and see for yourself to thoroughly understand the situation (genchi genbutsu).
      • Genchi (actual location) genbutsu (actual material or product)…also known as going to the gemba.
      • Confirm the fact yourself.
      • Solve problem by going to root causes.
      • The Geography of thought.
      • Think & speak based on personally verified data.
          • “ Common sense will tell you the answer, but collecting data and then understanding the facts will tell you whether your common sense was correct.”
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
        • Principle 13
      • Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly  (nemawashi).
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
      • Decision Making is Highly Situational
      • Philosophy is to seek Maximum Involvement for Each Situation
      Decide and Announce Seek Individual Input, then Decide and Announce Seek Group Input, then Decide and Announce Group Consensus, Management Approval Group Consensus, With Full Authority Level of Involvement Time
        • Principle 14
      • Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).
      14 13 12 11 10 9 8 7 6 5 4 3 2 1
    • Leveled Production (Heijunka) Stable and Standardized Processes Visual Management Toyota Way Philosophy
      • Just-in-Time
      • Right Part, Right
      • Amount, Right Time
      • Take Time Planning
      • Continuous Flow
      • Pull System
      • Quick Changeover
      • Integrated Logistics
      • Jidoka
      • (In-station Quality)
      • Make Problems
      • Visible
      • Automatic Stops
      • Andon
      • Person – Machine
      • Separation
      • Error Proofing
      • In-station Quality
      • Control
      • Solve Root Cause of
      • Problems (5 Why’s)
      Best Quality – Lowest Cost – Shortest Lead Time – Best Safety – High Morale Through shortening the production flow by eliminating waste
      • People & Teamwork
      • Selection
      • Common Goals
      • Ringi Decision Making
      • Cross – Trained
      • Waste Reduction
      • Genchi Genbutsu
      • 5 Why’s
      • Eyes for Waste
      • Problem Solving
      Continuous Improvement (kaizen)
        • Toyota Production System House
        • THANK YOU