2. TOYOTA PRODUCTION SYSTEMS
• Integrated System
– Technical
– Managerial
– Philosophy
– Human Development
Forms the ORGANIZATION CULTURE
3. Kiichiro Toyoda’s Philosophy
• Used this philosophy to compete with Ford and
other automobile manufacturers
• Compete with large volume
manufacturers in price, quality and
availability to satisfy customer needs
while producing in small quantities with
limited capital expenditure
5. Toyota Philosophy
Eliminate Waste / Muda of overproduction
Pace of production = Pace of sales
Efficiency is gauged by the ability of a plant to
meet exact customer requirements with the
least amount of resources
6. Toyota Philosophy
• KAIZEN is about people:
By knowing they are adding value for
customer
By having a safe work environment
By utilizing their creativity
By developing themselves
11. TPS
• Tradition Approach to solve problems
• Maintain large inventories
• Add more shifts or work overtime
• Purchase more equipment
12. TPS
• TPS Approach to solve problems
• Expose and attack problems
• Seek out Root cause of problems
• Fix problems 1 by 1
• Do not pass defective part on - inspect at the
process and fix
• Quality feedback immediate
• Defects are visible at the source
13. TPS
• Build Quality:
• Make abnormalities easy to notice
• Call for help
• Take quick action to fix so
– Prevent building defect
– Do not pass defect
• Separate Man’s work and Machine’s work
• Identify man’s work separately from Machine’s
work
14. TPS
• Plan production based on TAKT TIME
TAKT TIME =
Total Available Production Time per day
Total Production Requirements per day
16. TPS
• Always have Standardized Work:
• Most efficient work flow maintaining
– Safety
– Quality
– Quantity
– Cost
• Main consideration on human movement
• Should change when
– Production Requirements change
– Improved operation method is identified
17. TPS
• All relevant work site information is available at
each jobsite through three worksheets
1. Production capacity Sheet
2. Standardized work combination table
– Indicates flow of human work within a process
– Specifies exact time requirement for each work step
– Job design based in takt time
– Useful for problem identification in relationship between
man and machine
18. TPS
3. Standardized work chart
– Illustrates the work sequence and process layout
– Indicates takt time and standard in process stock
– Useful as a method of work site management
Note: Examples of the three documents are attached with the
presentation
19. Problems while implementing TPS
• Human Mindset
– Same way for 30 years
– People fear losing jobs
– Teams are not effective
– How to motivate “kaizen”
effort
– Why must we change
– Manpower has no discipline
– Why must I do
standardized work if I can
do faster my way
• Misconceptions
– TPS only makes me work
harder
– Long distances between
supplier and manufacturer
– No Money
– Just another program
– Equipment not capable
20. Problems while implementing TPS
• Leadership/management
– What to do with people
“kaizened” out
– Large lot sizes, lower costs
– Run machine for 24 hours
– No support from top mgmt
– Top mgmt often changes
• Business Environment
– Unlevel customer orders
– Many customers, not all
advocate TPS
– Many different job
classifications
– Piece rate system
– Many products, one day
turnaround
– Union won’t go along with
TPS
21. KAIZEN
• Points of motion Kaizen
• Hard Work
– Bending
– Reaching
• Waiting
– Waiting time in front of machine
• Walking
– Eliminate or reduce
22. KAIZEN
• Operator work while walking
• Hand movements
– Wide hand movements
– Muda hand movements
– Hands waiting?
• Material Flow
– Work being carried on a straight and level path
– Part direction change
• Eye Movements
– Operator Checking?
