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Similar to Global Automotive Industry & Toyota SCM - TPS Principles
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Global Automotive Industry & Toyota SCM - TPS Principles
- 1. Global Automotive Industry & TOYOTA - SCM
- 15. TOYOTA
- 25. TPS - T oyota P roduction S ystem -Quality must be built in during the manufacturing process!- If a defective part or equipment malfunction is discovered, the machine concerned automatically stops, and operators stop work and correct the problem. For the Just-in-Time system to function, all of the parts that are made and supplied must meet predetermined quality standards. This is achieved through jidoka. Making only "what is needed, when it is needed, and in the amount needed!" Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line. In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period by adhering to the following:
- 26. Jidoka Jidoka means that a machine safely stops when the normal processing is completed. It also means that, should a quality or equipment problem arise, the machine detects the problem on its own and stop, preventing defective products from being produced. As a result, only products satisfying the quality standards will be passed on to the next processes on the production line. Since a machine automatically stops when processing is completed or when a problem arises and is communicated via the "andon (problem display board)," operators can confidently continue performing work at another machine, as well as easily identify the problem cause and prevent its recurrence. This means that each operator can be in charge of many machines, resulting in higher productivity, while the continuous improvements lead to greater processing capacity.
- 27. Jidoka
- 29. JIT – Kanban System
- 30. Four Rules of TPS
- 31. TPS
- 33. The Three TPS Pioneers Built-In-Quality Sakichi Toyoda Just-in-Time Kiichiro Toyoda Pull Systems Taiichi Ohno
- 40. Replacement of Parts Used
- 41. Production of Parts Retrieved
- 61. Mix Planning – Sample Exercise
- 62. Mix Planning – Sample Exercise
- 66. Sales and Operation Planning Mix Planning SNOP Production Scheduling
- 68. Sales and Operation Planning SNOP Annual Planning Monthly Order Internal Capacity Planning Supplier Capacity Planning Production Planning Process Global/Regional Allocation Final Sales Order Preparation
- 73. Sales and Operation Planning Stock Dealer Stock Pipeline Stock In-Transit Sk (or Plant Sk) Allocated Stock (To be Produced)
- 75. Mix Planning to SNOP Transformation - Exercise
- 76. Mix Planning to SNOP Transformation - Exercise
- 80. Understanding of Assembly Plant Operations
- 96. Plan Vs Adjustment Exercise
- 97. Rundown Exercise
- 112. S1 S2 S3 C1 S3 S4 S5 C2 Cross Dock CD 1 Cross Dock CD 2 Plant P1 Plant P2 T1 T3 T4 T6 T5 Full Containers Empty Containers Parts Order & Schedule- Heijunka Pick-Up Schedule- Heijunka T2 Logistics Network