The Toyota Way document outlines the principles and philosophy behind Toyota's success. It discusses 14 principles that make up Toyota's philosophy, which is focused on long-term thinking, defining and improving processes to eliminate waste, developing people, and continuously solving problems. The principles guide Toyota's operational excellence and continuous improvement approach known as the Toyota Production System.
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
The document summarizes key principles from Jeffrey Liker's book "The Toyota Way". It discusses 14 principles that make up the Toyota Production System. Some of the main points covered include how Toyota became the world's best manufacturer through innovations like just-in-time production and eliminating waste. It also describes how Toyota applied these principles to successfully develop the Lexus luxury vehicle brand. The principles emphasize long-term thinking, continuous improvement, respect for people, eliminating waste from processes, problem solving, and visual management among other factors.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Jidoka is a technique to provide machines and operators with the ability to detect when an abnormal condition has occurred and immediately stop the work. Also known as autonomation, meaning "automation with human intelligence", Jidoka is the tool of built-in quality and supports just-in-time production. With an effective Jidoka system in place, companies can ensure that defects are not passed on to the customer, equipment breakdown is prevented and operators can work on multiple machines instead of wasting their time watching them.
In this training presentation, you will learn the key concept and principles of Jidoka, understand the tools and the four-step process of Jidoka, as well as gain insights on developing an effective Jidoka system.
LEARNING OBJECTIVES:
1. Understand the key concept and principles of Jidoka
2. Familiarize with the tools of Jidoka
3. Define the four steps of a Jidoka process
4. Acquire knowledge on developing a Jidoka system
CONTENTS:
1. Introduction to Jidoka
2. Tools of Jidoka
3. Four Steps of Jidoka
4. Developing a Jidoka System
To download this complete presentation, visit: http://www.oeconsulting.com.sg
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
The document summarizes key principles from Jeffrey Liker's book "The Toyota Way". It discusses 14 principles that make up the Toyota Production System. Some of the main points covered include how Toyota became the world's best manufacturer through innovations like just-in-time production and eliminating waste. It also describes how Toyota applied these principles to successfully develop the Lexus luxury vehicle brand. The principles emphasize long-term thinking, continuous improvement, respect for people, eliminating waste from processes, problem solving, and visual management among other factors.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
The document provides an overview of key concepts in lean manufacturing including eliminating waste, the 4P model, value stream mapping, and the lean house model. It discusses 14 principles of lean such as creating continuous process flow, developing leaders from within, and becoming a learning organization through continuous improvement. The principles emphasize eliminating non-value added activities, establishing pull systems, standardizing processes, and building a culture of problem solving and refinement.
Lean manufacturing aims to maximize customer value and minimize waste. It involves identifying the value stream and eliminating non-value adding activities. The core principles of lean are specifying value from the customer's perspective, establishing a continuous flow of materials, and having production pulled by customer demand rather than being pushed based on forecasts. Implementing lean seeks to reduce costs, shorten lead times, improve quality, and increase flexibility through techniques like just-in-time production and continuous improvement.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Jidoka is a technique to provide machines and operators with the ability to detect when an abnormal condition has occurred and immediately stop the work. Also known as autonomation, meaning "automation with human intelligence", Jidoka is the tool of built-in quality and supports just-in-time production. With an effective Jidoka system in place, companies can ensure that defects are not passed on to the customer, equipment breakdown is prevented and operators can work on multiple machines instead of wasting their time watching them.
In this training presentation, you will learn the key concept and principles of Jidoka, understand the tools and the four-step process of Jidoka, as well as gain insights on developing an effective Jidoka system.
LEARNING OBJECTIVES:
1. Understand the key concept and principles of Jidoka
2. Familiarize with the tools of Jidoka
3. Define the four steps of a Jidoka process
4. Acquire knowledge on developing a Jidoka system
CONTENTS:
1. Introduction to Jidoka
2. Tools of Jidoka
3. Four Steps of Jidoka
4. Developing a Jidoka System
To download this complete presentation, visit: http://www.oeconsulting.com.sg
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
The Toyota Production System (TPS) arose from Toyota's circumstances in the 1950s. Key elements include Just-in-Time production to eliminate waste, standardized work processes, visual management systems, continuous improvement through kaizen, and ensuring quality through jidoka. The overall goals of TPS are to provide high quality products, respect employees, reduce costs through waste elimination, and ensure flexibility. TPS focuses on eliminating waste and respecting people to reduce costs while increasing quality, flexibility, delivery speed and overall customer satisfaction.
Gemba walk: the start of your lean journeyboscollkid
This document provides an introduction to Lean management principles and techniques for healthcare professionals. It discusses how Lean originated at Toyota and has been successfully applied in healthcare. The objectives are to understand Lean thinking, value stream mapping, and identifying waste. Examples of waste in healthcare are presented, as well as everyday Lean tools like daily huddles, visual management boards, standard work, Pareto analysis, and 5 Whys that can be started immediately. An example success story from an ambulatory endoscopy suite is also provided.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses the concept of zero defects quality (ZDQ) and poka-yoke, which is a Japanese term that means "mistake-proofing". ZDQ aims to manufacture products with zero defects by focusing on preventing errors rather than detecting errors through inspection. This is achieved through four key elements: point of origin inspection, 100% audit checks, immediate feedback on errors, and poka-yoke methods to make processes mistake-proof. Poka-yoke involves designing processes so that human errors are either prevented or detected immediately. The document outlines seven steps to achieve poka-yoke, including designing robust processes and eliminating the root causes of errors.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
This document appears to be a training manual for implementing Single Minute Exchange of Dies (SMED), a technique for reducing setup times on machines and equipment. It includes sections on traditional vs one-step setup approaches, separating internal and external setup tasks, reducing setup processing times, and developing an implementation plan including teams, communication, training and verification steps. The goal of SMED is to allow for more flexible and efficient production through faster changeovers between product runs.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
Muda refers to any activity that does not add value, according to Toyota production system founder Taichi Ohno. He identified seven common forms of muda, or waste: overproduction, waiting time, transportation, processing defects, unnecessary inventory, unnecessary motion, and overprocessing. Reducing or eliminating these wastes improves productivity and efficiency. Strategies to address each type of waste include improving production planning, minimizing movement of materials, reducing defects, and optimizing processes. Muda can occur throughout manufacturing and office operations, so eliminating it requires analyzing processes across the entire organization.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
Toyota production system-JIT-Lean OperationShahbaz Jaffri
The Toyota Production System (TPS) has three core components: continuous improvement, respect for people, and standard work practices. Continuous improvement involves building a culture where all employees seek to improve processes. Respect for people means empowering employees and recognizing that they know their jobs best. Standard work practices completely specify all work elements to ensure consistency and quality. TPS aims to eliminate waste through just-in-time production and jidoka, or error-proofing processes. Lean operations take a customer-focused approach to optimize the entire production process and minimize waste.
The document outlines the 14 principles of the Toyota Way for management. The principles focus on developing a long-term philosophy, continuous process improvement, visual management, developing leaders and teams, respecting suppliers and partners, consensus-based decision making, and becoming a learning organization through reflection and continuous improvement. The principles are based on concepts from The Toyota Way book by Jeffrey Liker and were prepared by C.K. Vishwakarma for presentation.
Book Review: The Toyota Way by Mehul Bardiaopepiimraipur
The document outlines 14 management principles from Toyota:
1. Have a long-term philosophy prioritizing continuous improvement over short-term goals.
2. Create continuous process flows to surface problems and use pull systems to level workload.
3. Develop exceptional people and partners who follow the company's philosophy of respect and continuous learning.
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
The Toyota Production System (TPS) arose from Toyota's circumstances in the 1950s. Key elements include Just-in-Time production to eliminate waste, standardized work processes, visual management systems, continuous improvement through kaizen, and ensuring quality through jidoka. The overall goals of TPS are to provide high quality products, respect employees, reduce costs through waste elimination, and ensure flexibility. TPS focuses on eliminating waste and respecting people to reduce costs while increasing quality, flexibility, delivery speed and overall customer satisfaction.
Gemba walk: the start of your lean journeyboscollkid
This document provides an introduction to Lean management principles and techniques for healthcare professionals. It discusses how Lean originated at Toyota and has been successfully applied in healthcare. The objectives are to understand Lean thinking, value stream mapping, and identifying waste. Examples of waste in healthcare are presented, as well as everyday Lean tools like daily huddles, visual management boards, standard work, Pareto analysis, and 5 Whys that can be started immediately. An example success story from an ambulatory endoscopy suite is also provided.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
The document summarizes the Toyota Production System and its guiding principles. It describes how Toyota revolutionized manufacturing by developing just-in-time production and lean processes. The Toyota Production System is based on 12 principles including continuous flow, pull systems to avoid overproduction, stopping to fix problems, standardized tasks, visual controls, reliable technology, developing exceptional people, respecting suppliers, going to see problems firsthand, consensus-based decision making, and resolving problems quickly.
The document discusses the concept of zero defects quality (ZDQ) and poka-yoke, which is a Japanese term that means "mistake-proofing". ZDQ aims to manufacture products with zero defects by focusing on preventing errors rather than detecting errors through inspection. This is achieved through four key elements: point of origin inspection, 100% audit checks, immediate feedback on errors, and poka-yoke methods to make processes mistake-proof. Poka-yoke involves designing processes so that human errors are either prevented or detected immediately. The document outlines seven steps to achieve poka-yoke, including designing robust processes and eliminating the root causes of errors.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
This document appears to be a training manual for implementing Single Minute Exchange of Dies (SMED), a technique for reducing setup times on machines and equipment. It includes sections on traditional vs one-step setup approaches, separating internal and external setup tasks, reducing setup processing times, and developing an implementation plan including teams, communication, training and verification steps. The goal of SMED is to allow for more flexible and efficient production through faster changeovers between product runs.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
Muda refers to any activity that does not add value, according to Toyota production system founder Taichi Ohno. He identified seven common forms of muda, or waste: overproduction, waiting time, transportation, processing defects, unnecessary inventory, unnecessary motion, and overprocessing. Reducing or eliminating these wastes improves productivity and efficiency. Strategies to address each type of waste include improving production planning, minimizing movement of materials, reducing defects, and optimizing processes. Muda can occur throughout manufacturing and office operations, so eliminating it requires analyzing processes across the entire organization.
This document provides an overview of Lean fundamentals and tools. It discusses the history and evolution of manufacturing, the key principles of Lean thinking around value, value streams, flow, pull and perfection. It then describes the basic Lean tools for identifying and eliminating waste, including takt time, time observation, bar charts, spaghetti diagrams, standard work, visual management and pull systems. The goal of these tools is to optimize workflow, reduce waste and enable continuous improvement through establishing standard processes and engaging employees.
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
This document discusses Poka Yoke and Jidoka, two Lean Manufacturing concepts. Poka Yoke refers to mistake-proofing methods that help avoid errors in work processes. Examples given include ensuring required parts are inserted in the correct order. Jidoka means automation with human touch, where machines stop immediately when a problem is detected to identify the root cause. Both aim to produce quality products and eliminate waste through continuous improvement of processes.
Toyota production system-JIT-Lean OperationShahbaz Jaffri
The Toyota Production System (TPS) has three core components: continuous improvement, respect for people, and standard work practices. Continuous improvement involves building a culture where all employees seek to improve processes. Respect for people means empowering employees and recognizing that they know their jobs best. Standard work practices completely specify all work elements to ensure consistency and quality. TPS aims to eliminate waste through just-in-time production and jidoka, or error-proofing processes. Lean operations take a customer-focused approach to optimize the entire production process and minimize waste.
The document outlines the 14 principles of the Toyota Way for management. The principles focus on developing a long-term philosophy, continuous process improvement, visual management, developing leaders and teams, respecting suppliers and partners, consensus-based decision making, and becoming a learning organization through reflection and continuous improvement. The principles are based on concepts from The Toyota Way book by Jeffrey Liker and were prepared by C.K. Vishwakarma for presentation.
Book Review: The Toyota Way by Mehul Bardiaopepiimraipur
The document outlines 14 management principles from Toyota:
1. Have a long-term philosophy prioritizing continuous improvement over short-term goals.
2. Create continuous process flows to surface problems and use pull systems to level workload.
3. Develop exceptional people and partners who follow the company's philosophy of respect and continuous learning.
The document outlines 14 management principles of the Toyota Way. The principles focus on long-term philosophy over short-term goals, continuous process improvement, pull-based production systems to avoid overproduction, leveling workload, stopping to fix all problems the first time, standardized processes for continuous improvement, visual controls, reliable technology, developing leaders and exceptional people, respecting suppliers, and leaders directly observing situations.
This document summarizes a paper analyzing the decline of General Motors between 1980-2009. The authors argue that GM's decline was due to more than just high legacy costs, as is commonly believed. While legacy costs were an issue, GM also struggled with poor design, quality and productivity compared to competitors like Toyota. The authors explore why GM had difficulty adopting Toyota's superior managerial practices, despite being aware of them through joint ventures. They suggest GM had problems developing the relational contracts necessary for modern design/manufacturing. Historical practices treating suppliers/workers as interchangeable made change difficult, as did GM's compartmentalized view of expertise within strict financial criteria.
The document outlines 14 management principles from Toyota's production system (TPS), also called the Toyota Way. The principles are organized under four categories: philosophy, process, people/partners, and problem solving. The philosophy principle emphasizes long-term decision making. The process principles focus on eliminating waste through continuous flow, pull systems, leveling workload, and stopping production to fix quality problems. The people/partners principles involve respecting, challenging, and growing employees and suppliers. The problem solving principles prioritize continual learning and improvement. Overall, the Toyota Way principles aim to provide high quality products through efficiency and respect for people.
This document discusses Toyota's long-term business philosophy and principles of management. It contrasts Toyota's approach with other automakers like Ford. Toyota prioritizes long-term goals over short-term financial targets. It focuses on continual product improvement, contributing to the economy, stability for employees, and adding value for customers. Toyota's principles emphasize self-reliance, responsibility, constancy of purpose, trust, mutual respect, and a mission greater than individual paychecks. These principles helped Toyota succeed where other manufacturers like Chrysler struggled.
The 14 principles of the Toyota Way are organized into 4 sections called the 4P's. The principles focus on having a long-term philosophy, using the right processes to produce results, developing people and partners, and using organizational learning to continuously solve problems. The goals are to base decisions on long-term thinking, use visual controls and pull systems to avoid overproduction, and grow exceptional leaders who teach the company's philosophy.
The Totyota Way, Principles of japanese manufuacturing philosophySuraj Vaidya
The document outlines the 14 management principles of the Toyota Way, which are focused on continuous improvement and respect for people. The principles include basing decisions on long-term goals, creating continuous process flows, using pull systems to avoid overproduction, leveling out workloads, stopping to fix problems the first time, using standardized tasks and visual controls, relying on tested technology, growing leaders, developing exceptional people and teams, challenging suppliers to improve, understanding situations firsthand, making consensus-based decisions rapidly, and becoming a learning organization through reflection and kaizen.
Group 1
Principle 6 discusses standardized tasks and continuous improvement. It compares different philosophies including rigid standardization focused on squeezing productivity, industrial engineering focused on applying standards on the shop floor, and Toyota's philosophy of collaborative, learning-by-doing efforts between management and workers to develop standards. The document also notes that quality can only be guaranteed with standard procedures, and that coercive systems differ from enabling systems that allow for customization, flexible improvisation, and help employees control their own work. It states that handling the complexity of a new vehicle launch requires standardizing work in a balanced way without giving complete control to any single group, and that Toyota's innovative approach involves developing a pilot team.
The document discusses Toyota's principle of stopping production lines to fix quality problems. It explains that Toyota believes any problem discovered should be fixed by the next day to prevent reoccurring issues. Toyota's approach is contrasted with the traditional GM method of not shutting down assembly lines. The Toyota method incorporates an Andon system to detect defects and stop production. Employees are empowered and responsible for quality inspection. Through countermeasures and error-proofing, Toyota aims to prevent defects by building quality into processes from the beginning.
This document provides an introduction to lean principles and kanban. It discusses two pillars of lean thinking: don't trouble the customer and develop people. Lean principles include continuous improvement, respect for people, eliminating waste, and problem solving. Kanban is introduced as a change management methodology that utilizes lean tools like visualizing workflow, limiting work-in-progress, measuring and managing flow, making process policies explicit, and using models to recognize improvement opportunities. Similarities and differences between scrum and kanban are also outlined.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
This document provides an overview of Toyota's lean manufacturing system known as the Toyota Production System (TPS). It discusses how TPS was developed based on the philosophies of Toyota's founders and leaders like Taiichi Ohno. Key aspects of TPS discussed include just-in-time production using kanban systems, jidoka or built-in quality control, eliminating waste, visual management with 5S, and problem-solving through continuous improvement. The document positions TPS as a holistic management approach focused on eliminating waste and respecting people, not just an inventory reduction technique.
The document is a presentation on lean manufacturing principles from the website ReadySetPresent.com. It covers topics such as the Toyota Production System house model, the five S system, the two main focuses of lean being continuous improvement and respect for people, the seven types of waste, kanban pull systems, stopping problems to get quality right the first time, becoming a learning organization through reflection and improvement, and Japanese lean terms. The presentation provides over 300 slides on lean foundations and principles.
The presentation is about Management Control System at Toyota. The presentation briefly covers the various techniques developed by Toyota with reference to the "Toyota House Diagram".
This document discusses lean manufacturing and its implementation in the food and beverage industry. It provides examples of Nestle, Kraft Foods, and Coca-Cola applying lean principles with benefits like reduced costs, improved quality, and increased productivity. Implementing lean in food industries can be challenging due to factors like large batch sizes, long forecast periods, and resistance to change.
Activities involved in succession process in uk 4John Johari
The document provides an overview of the Toyota Production System (TPS) and the Toyota Way. It discusses how Toyota developed innovative production methods out of necessity after World War II to produce high quality vehicles with flexibility and short lead times. Key aspects of TPS include just-in-time production, continuous improvement, respect for people, and eliminating waste. The roots of Toyota's success can be traced back to its founders who developed automatic looms and prioritized quality and efficiency. TPS focuses on optimizing the entire production process through identifying and removing non-value added activities.
Brief introduction to 'Toyota Way' (Zeeshan Syed)Zeeshan Syed
This document provides an overview of the Toyota Production System (TPS). It discusses that TPS aims to continuously improve by removing waste, and that being "lean" is a never-ending journey of improvement. Key aspects of TPS discussed include its focus on flow, pull systems, respect for people, standardized work, visual management, and the "14 principles" that guide Toyota's long-term philosophy. The document highlights benefits of approaches like one-piece flow and how Toyota develops people and measures success holistically across factors like quality, cost and safety.
This document provides an introduction to lean manufacturing concepts. It defines lean and value, outlines the history of lean thinking from Henry Ford to Taiichi Ohno, and describes the Toyota Production System. The five principles of lean thinking are defined as identify value, value stream mapping, create flow, establish pull, and seek perfection. Types of processes, such as value-added vs. non-value added, are discussed. Benefits of lean manufacturing include adding value, expanding capacity, and improving customer satisfaction by reducing waste, production time, cost, and cycle time while increasing inventory. Cellular manufacturing and one-piece flow are contrasted with batch and queue systems. The seven wastes are defined as transportation, inventory, motion, waiting
The document provides an introduction to lean management principles. It discusses how lean originated from studying Toyota's production system and focuses on eliminating waste to improve flow and reduce costs. The ultimate goals of lean are to make organizations strong, fast, and able to adapt to changing market conditions while improving customer satisfaction and reducing operating costs.
Case Study Of Toyota Motor Corporation ( Or Toyota )Crystal Williams
Toyota Motor Corporation is a Japanese automaker and the world's largest manufacturer by production and sales. It employs over 300,000 people worldwide and produces vehicles under several brands, including Toyota, Lexus, and Scion. Toyota pioneered the Toyota Production System, also known as "Lean Manufacturing," which focuses on eliminating waste and improving efficiency. This system, along with high-quality vehicles, has made Toyota a leader in the automotive industry.
Toyota has a strong culture shaped by its core values of continuous improvement and respect for people. The company's culture is supported by standardized processes and norms of behavior that emphasize teamwork, problem-solving at all levels, and accountability. Toyota's geographic structure allows it to tailor its approach to different regions while maintaining centralized support functions. However, the rigid hierarchy also contributed to slow responses to safety issues in the past. Overall, Toyota's culture aligns with its strategic priorities of operational excellence, quality, and understanding human motivation.
Toyota faced a recall crisis due to quality issues with their vehicles. They experienced problems with accelerators becoming stuck and pedals obstructing. This led to customer accidents and lawsuits against Toyota. Toyota's management became too centralized and did not listen well to concerns from regional markets. As a result, Toyota was slow to respond to local problems. This violated Toyota's founding principles of empowering employees and continuous improvement.
Leading the Toyota way: an introduction to Lean practices & Operational Excel...Nicolas JOURDAIN
Takeaway from Dr Jefferey Liker masterclass author of the best seller The Toyota Way. And own reflection on what makes Operational Excellence, Lean mindset and superior Leadership the best business enablers of the world ...
The document discusses Nissan's use of operations management functions like just-in-time (JIT), Toyota Production System (TPS), and Lean manufacturing to improve their production after suffering damage from 2011 disasters in Japan. It analyzes these three theories, how they are related and their advantages/disadvantages, and how Nissan can integrate corporate responsibility and ISO 14000 standards into their operations management. The paper also examines how the triple bottom line concept and waste elimination can enhance Nissan's operations management.
The document discusses Toyota's production system and its key principles. It explains that Toyota views its operations as communities of scientists who test hypotheses through a scientific process. Rule 1 is that every job and action is specified in detail to reduce variations and errors. Toyota also encourages participation from all team members and stimulates continuous learning. The Toyota production system grew organically over decades focused on high quality, flexibility and waste reduction.
This document provides an introduction to quality assurance practices in the Japanese construction industry. It begins with an introduction of the author and their experience studying quality practices in Japan. It then discusses how the 1998 Egan report highlighted issues with waste and inefficiency in the UK construction industry. Key performance indicators are presented showing higher levels of productivity, safety, and client satisfaction in Japanese construction compared to the UK. The presentation then covers how quality is embedded within lean thinking principles used in Japanese construction. Core lean concepts like eliminating waste, continuous improvement, and emphasizing client value are discussed. Techniques for achieving quality like total quality management, identifying root causes, and the 5S methodology are also summarized. Strategic differences between the construction industries in Japan and
Toyota has a global supply chain management system focused on lean manufacturing principles. They aim to produce only what is needed through just-in-time production and a pull system. Toyota designs their production system and supplier relationships to eliminate waste and variability. This includes designing parts for commonality, limiting optional variations, and sourcing locally for flexibility. Toyota audits suppliers using metrics focused on quality, cost, delivery and their implementation of Toyota's philosophies. Their logistics network transports parts through local and global inbound routes planned through optimization software.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
This document discusses lean principles and practices as applied by Toyota, including:
- Toyota achieved greater supplier improvements in defects, inventory, and productivity compared to major US automakers from 1990-1996.
- The Toyota Production System aims to eliminate waste and shorten lead times through just-in-time production, quality at the source, leveled production, and continuous improvement.
- Lean logistics principles include optimizing for small frequent deliveries, level scheduling, dedicated transportation, and cross-docking to minimize inventory levels.
- Toyota views suppliers as long-term partners and aims to develop mutual understanding, shared structures and processes, information sharing, and continuous improvement between companies.
This document provides an overview of the Toyota Production System (TPS). It begins with a brief history, noting the origins of key concepts like Jidoka (building quality into processes) in 1902. It describes the goals of TPS as providing high quality to customers while developing employees and reducing costs. The two main pillars are Just-in-Time (producing the right amount at the right time with minimal resources) and Jidoka. Other tools like takt time, kanban, and continuous improvement are discussed. Respect for people is a core part of TPS. The document outlines seven types of waste that TPS aims to eliminate: overproduction, waiting, transportation, processing, inventory, motion, and defects. Quality
Here is a draft essay responding to the tasks:
Lean Operations at Staircases Production Company
Staircases Production Company (SPC) has achieved success through its traditional production methods for timber staircases. However, as Deane considers expanding the business, some elements of lean operations and just-in-time (JIT) manufacturing could help SPC improve efficiency and support growth. While a full-scale implementation of Toyota-style lean may not be practical for SPC's staircase cell, selective application of lean principles could yield benefits.
Task 1: To what extent could SPC apply JIT/Lean techniques to its staircase cell? As a small operation producing customized products in low volumes, SPC's staircase cell differs
Toyota's culture and management behavior is based on Schein's three-level model of culture, which includes artifacts, espoused beliefs and values, and underlying assumptions. Toyota emphasizes teamwork and mutual trust between employees and managers. The Japanese culture that influences Toyota is characterized by collectivism, respect for people, continuous improvement, and long-term thinking. Toyota promotes equality between employees and managers through uniform dress codes and common areas.
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...
The toyota way Book Review
1. The Toyota Way
-Jeffery K. Liker
By:Harish Gawai 12218
Megha Gilda 12220
Roshani Mehta 12248
Sanket Aggarwal 12249
Abhishek Kale 12271
2. Why Study Toyota Way?
Total
annual profit on March 2003 was $8.23 billionlarger than combined earnings of GM, Chrysler and Ford.
Profit margin is 8.3 times higher than industry average.
Toyota shares rose 24% from their 2002 values. Market
capitalization was $105 billion as of 2003 – higher than
total of Big 3.
In 2002, Lexus outsold BMW, Cadillac and Mercedes
Benz in the US for the third year in a row.
In 2003, sold more vehicles than Ford and Chevrolet.
The company has made profit every year over the last 25
years and has approximately $20-$30 billion in cash on a
consistent basis.
3. 3
More laurels
In
2003, Toyota recalled 79% fewer vehicles in US
than Ford and 92% fewer than Chrysler.
According to Consumer Reports, 15 out of the 38
most reliable models from any manufacturer over
the last seven year came from Toyota/Lexus.
According to J.D. Powers ranking for initial
quality and long-term durability, Lexus was #1
most reliable car in 2003 followed by Porsche,
BMW and Honda.
Not a single Toyota car is on the dreaded “vehicles
to avoid” list published by Consumer Reports.
About 50% of the GMs and more than 50% of the
Chryslers are to be avoided.
4. 4
How did it happen?
Incredible consistency
comes from operational
excellence.
The operational excellence is based on the quality
improvement tools and methods developed by
Toyota (under the TPS): such as JIT, kaizen, onepiece-flow, jidoka, and heijunka!
These technique triggered a “lean revolution” in
the manufacturing sector.
Of course, Toyota system is much deeper and in
fact is at a philosophical level!
Toyota Way – 14 principles which constitute this
philosophy.
5. 5
What is “Toyota” lean?
End result of applying the TPS to all areas of
business. A five-step process:
Defining customer value
Defining value stream
Making it “flow”
“Pulling” from the customer and back
Striving for excellence.
Taiichi Ohno (founder of TPS) “All we are doing is
looking at the time line from the moment the
customer gives us an order to the point when we
collect the cash. And we are reducing that time line
by removing the non-value-added waste.”
6. THE TOYOTA WAY
Problem Solving
(Continuous Improvement and
Learning)
People & Partners
(Respect, Challenge and Grow
Them)
Process
(Eliminate
Waste)
Philosophy
(Long Term
Thinking)
+Continual org learning.
+Go & see yourself.
+Decision slowly by consensus and
implement rapidly.
+Grow leaders who live the philosophy.
+Respect, develop and challenge people, teams
and suppliers.
+Create process flow to surface problems
+Use pull system to avoid over production
+Stop when there is a quality problem. (Jidoka)
+ Level out the workload. (heijunka)
+Standardize tasks for continuous improvement.
+Use visual control so no problems are hidden.
+Use only reliable technology.
+Base management decisions on a long term
philosophy, even at the expense of short term
financial gains.
“4 P” MODEL OF THE TOYOTA WAY
7. 7
Story from the beginning
Starts
with Sakichi Toyoda who grew up in predominantly
farming community in late 1800s. Weaving was a major
industry promoted by the Japanese government.
By 1894, Sakichi began to make manual looms that were
cheaper but of better quality (more features and less
failures).
Started working on his own to develop power-driven loom.
This approach of learning and doing yourself became
integral part of TPS (genchi genbutsu).
Among his inventions was a special mechanism to
automatically stop a loom whenever a thread broke –
building in quality as you produce the material (jidoka or
poka-yoke).
8. 8
Toyota story
The
“mistake-proof” loom became Toyoda’s most popular
model and in 1929, his son Kichiro, negotiated the sale of
patent rights to Platt Brothers of England for £100,000.
In 1930, these funds were used to start building the Toyota
Motor Corp.
Kichiro’s contribution to the Toyota philosophy – JIT.
What is JIT? – marriage between the Ford’s idea of
assembly line and US supermarket system of replacing
products on the shelves just in time as customer purchased
them.
Not much later WWII started.
9. 9
Toyota story
Post-WWII,
rampant inflation meant getting paid by
customers was very difficult. Cash-flow problems lead to
pay cuts.
When situation worsened, 1600 workers were asked to
“retire voluntarily.”
The resultant work stoppages and public demonstrations
by workers led to resignation of Kichiro.
Eiji Toyoda took over as president.
Eiji’s main contribution – leadership towards development
of the TPS.
Eiji hired Taiichi Ohno as the plant manager and asked
him to improve Toyota’s manufacturing process so that it
equals the productivity of Ford.
10. 10
Toyota story
Taiichi
Ohno benchmarked the competition by
visiting Ford and studied Henry Ford’s “book.”
Impressed with Ford’s philosophy of eliminating
waste. Ford itself didn’t seem to practice it.
Took idea of reducing inventory by implementing
“pull” system from the US supermarkets.
“Pull” system was implemented by Kanban cards.
Ohno also took ideas from Deming when he was
lecturing in Japan about quality and productivity.
11. 11
Toyota story
Deming
told the Japanese industry about meeting
and exceeding customer satisfaction. Also
broadened the definition of customer to include
both internal as well as external customers.
“The next process is the customer” became the
most significant expression for JIT, because in a
pull system it means the proceeding process must
always do what the subsequent process says.
Otherwise JIT won’t work.
Deming’s PDCA cycle led to Kaizen.
12. THE TOYOTA WAY
Lean
Engineering / Manufacturing / Thinking /
Enterprise /System is a: -
A Five Step Process :
Defining
customer value (internal / external)
Defining the Value Stream (Process)
Making it Flow (Process)
“Pulling” from the Customer back (Inventory)
Striving for Excellence (Long term)
13. Objectives of TPS:
Eliminating
wasted time and resources
Building
quality into workplace systems
Finding
low cost but reliable alternatives to
expensive new technology
Perfecting
Building
business processes
learning
improvements
cultures
for
continuous
14. 14 Toyota-Way Principles
Section I – Long-term philosophy
Principle
1: Base your management decisions on a
long-term philosophy, even at the expense of
short-term financial goals.
Section II – The Right processes will
produce the right results
Principle
2: Create continuous process flow to
bring problem to the surface.
Principle 3: Use “pull” system to avoid
overproduction.
Principle 4: Level out the workload (heijunka).
(work like a tortoise not the hare.)
Principle 5: Build the culture of stopping to fix
problems to get quality right the first time.
15.
Principle 6: Standardize tasks are the foundation for
continuous improvement and employee empowerment.
Principle 7: Use visual control so no problems are
hidden.
Principle 8: Use only reliable, thoroughly tested
technology that serves your people and processes.
III – Add value to the
organization by developing your people
and partners
Section
Principle 9: Grow leaders who thoroughly understand
the work, live the philosophy, and teach it to others.
16. Principle
10: Develop exceptional people and
teams who follow your company’s philosophy.
Principle 11: Respect your extended network of
partners and suppliers by challenging them and
helping them improve.
Section IV – Continuously solving root
problem drives organizational learning
Principle
12: Go and see for yourself to thoroughly
understand the situation (genchi genbutsu).
17. Principle
13: Make decisions slowly by consensus,
thoroughly considering all options, implement
decisions rapidly.
Principle 14: Become a learning organization
through relentless reflection (hensei) and
continuous improvement (kaizen).
So
we see that the JIT, Lean, 5S etc. are just tools
that enable quality and productivity. TPS is much
more than that!
18. Long-Term Philosophy
Principle 1 - Management Decisions on a
Long–Term Philosophy, even at the expense of
Short-Terms Financial Goals:
Work
and grow rather than making money.
Generate value for customer, society and economy.
Be responsible.
Base Management Decisions on a Long–Term
Philosophy, even at the expense of Short-Terms
Financial Goals.
19.
Customers had complaint regarding tyre-life. So Toyota sent
the owner of every Lexus who had the specified batch of
tires, a coupon they could redeem for $500 and apologised
for inconveniency. Many of these customers had already sold
their Lexus.
The way you treat your customer when you do not owe
them anything, like how you treat somebody who can not
fight back – that is the ultimate test of character and long
term philosophy of values.
20. Process – Eliminate Waste
Principle 2. Create Continuous Process Flow
to Bring Problems to the Surface
o Strive to cut waiting time to zero.
o Flow is the heart of the Lean message that shortening the elapsed
time from raw material to finished goods / service will lead to the
best quality, lowest cost and shortest delivery time
o Flow means when a customer places an order, this triggers the
process of obtaining raw material from suppliers, flow to
production plant, assemble the order, transport to dealer and
deliver to customer
o Flow also forces the implementation of other lean tools such as
preventive maintenance, built-in quality (jidoka), continuous
improvement (kaizan) and even production (heijunka)
21. PROCESS FLOW „Batch & Queue‟
Computer Base Dept (1 min each)
Computer Monitor Dept (1 min each)
Computer Test Dept (1 min each)
o Complete processing of first batch of 10 takes 30 minutes
o Transportation from Base to Monitor Dept is in batch of 10
o First good computer ready in 21 minutes
o There are at least 21 sub-assemblies in process at a time
Batch Processing Example
22. PROCESS FLOW – „One Piece‟
Computer Base Dept
Computer Monitor Dept
Product requires three processes
that takes one minute each
(One Piece Flow Production Cell)
Lean Thinking – Batch size - ONE
Computer Test Dept
o First part is ready in 3 minutes
o 10 complete assembly ready in 12 minutes
o Only two sub-assembly in process at a time
Continuous Flow Example
23. Principle 3. Use “Pull” Systems to Avoid
Overproduction
“The more inventory a company has, the less likely they will
have what they need” -Taiichi Ohno
Provide your down line customers in the production process
with what they want, when they want it, and in the amount
they want. Material replenishment initiated by consumption
is the basic principle of just-in-time (JIT). It triggers at a
customer’s orders of Toyota.
Minimize your work in process (WIP) and warehousing of
inventory by stocking small amounts of each product and
frequently restocking based on what the customer actually
takes away.
Be responsive to the day-by-day shifts in customer demand
rather than relying on computer schedules and systems to
track wasteful inventory.
24. Principle 4. Level out the Workload (heijunka)
(Work like the tortoise not the hare)
Eliminating waste is just one-third of the equation for
making lean successful. Eliminating overburden to
people and equipment and eliminating unevenness in
the production schedule are just as important
The slower and consistent tortoise causes less waste
and is much more desirable than the speedy hare that
races ahead and then stops occasionally to doze. The
TPS can be realised only when all move at the speed of
tortoise.
25. Process – Eliminate Waste
Muda
Waste due to Nonvalue adds
Muri
Mura
Unevenness of
production
(down time, NA
parts, defects)
Overburdening
people or
equipment
(safety and
quality problem,
breakdowns and
defects)
26. Principle 5. Build a Culture of Stopping to Fix
Problems(Jidoka), to Get Quality Right the
First Time
Traditional production view: “Do not shut down the
assembly line!” The managers are judged by their
ability to deliver the numbers.
TPS view: “If you are not shutting down the assembly
plant, it means that you have no problems. All
manufacturing plants have problems. So you must be
hiding problems. Please take out inventory so that
problems surface. Then you will have to shut down the
assembly line and fix the problems.”
If we continually follow this view, we can make even
better-quality products more efficiently.
27. 27
Jidoka
Hence we need a method to detect defects when they occur
and automatically stop production so an employee can fix the
problem before the defect continues downstream.
Jidoka is also referred to as autonomation – equipment
endowed with human intelligence to stop itself when it has a
problem.
In-station quality is much more effective and less costly than
inspecting and repairing quality problem after the fact.
Lean manufacturing dramatically increases the importance of
building things right the first time.
With very low levels of inventory, there is little buffer to fall
back on in case there is quality problem.
28. 28
Andon system
When the equipment shuts down because of a quality
problem, flags or light, usually with accompanying music,
signal that help is needed to solve the problem.
This signaling system is called the andon system.
At Toyota, the andon is called a “fixed-position line stop
system.”
When a workstation in the assembly line signals a problem,
the production line is not stopped immediately.
The manufacturing team has until the product moves to the
next workstation to respond and address the problem, before
the andon turns red and stops the assembly line.
30. 30
Andon system
If
the problem is small enough that can be solved
in the lead-time between two workstation, 100%
quality is achieved without stopping the line.
If the problem is complex, the team leader can
conclude that the line should stop.
In TPS, the workstation detects the defects by
using countermeasures and error-proofing (pokayoke).
Applications of andon system to service
organizations like call-center are obvious!
31. Principle 6 – Standardized Tasks are the
foundation for continuous Improvement and
Employee Empowerment
It is impossible to improve any process until it is standardized
Standardization, stabilize the process before continuous
improvements can be made.
eg. If you want to learn Golf , you have to first learn the
fundamental skill needed to swing the club consistently, without
that there is no hope of improving your golf game.
Standardization is to find that balance between providing
employees with RIGID procedures to follow and providing the
freedom to INNOVATE and be creative.
32. Coercive Vs Enabling Systems and Standards
High Bureaucracy
Low Bureaucracy
Technical Structure
Social Structure
Coercive Bureaucracy
+Rigid rule enforcement
+Extensive written rules
and procedures
+ Hierarchy controls
Autocratic
+ Top down control
+Minimum written rules
and procedures
+ Hierarchy controls
Enabling Bureaucracy
+ Empowered Employees
+Rules and procedures as
enabling tools
+ Hierarchy supports
+ Org learning
Organic
+Empowered employees
+Minimum rules and
procedures
+Little hierarchy
33. Principle 7 :Use Visual Controls so No
Problems Are Hidden
Traffic signals tend to be well-designed visual controls. Good
traffic signs don’t require you to study them: their meaning is
immediately clear.
The visual aspect means being able to look at the process, a
piece of equipment, inventory, or information or at worker
performing a job and immediately see the standards being
used to perform the task and if there is a deviation from
standards
Visual management complements humans because we are
visual, touch and audio oriented
34. Clean It Up and Make It Visual – 5 S
Sort
Clear out rarely used
items by red tagging
(seiri)
Sustain
Use regular
management audits
to stay disciplined
(shitsuke)
Standardize
Create rules to sustain
the first 3 S (seiketsu)
Straighten
(Orderliness)
A place for everything
and everything in its
place (seiton)
Shine
Clean it (seiso)
35. Principle 8 - Use Only Reliable, Thoroughly Tested
Technology That Serves Your People, Processes and
Values
At Toyota, new technology is introduced only after it is proven out
through direct experimentation with the involvement of a broad crosssection of people.
It means the technology has been thoroughly evaluated and tested to
ensure it provides added value.
If it determines that the new technology can add value to the process,
the technology is then carefully analyzed to see if it conflicts with
Toyota’s philosophies and operating principles.
36.
Toyota has had experience with pushing technology that is the latest
and greatest, only to later regret it.
One example was an experiment in Toyota’s Chicago parts
Distribution center, where the company installed a highly automated
rotary-rack system.
At the time the warehouse was built, Toyota s dealers placed weekly
stock orders for parts. But soon after the warehouse was completed,
the company implemented daily ordering and daily deliveries to
reduce lead time and lower inventories in the dealerships.
In 2002, Toyota’s parts distribution centered completed a two year
systems initiative known as the Monarch project to improve its
demand forecasting and inventory planning.
The focus of the Monarch system is to work behind the scenes
supporting a visual system on the floor so people can go and see the
actual situation.
37. People and Partners
Principle 9 - Grow Leaders Who Thoroughly
Understand the Work, Live the Philosophy, and Teach It
to Others
Toyota does not go shopping for successful CEOs and
Presidents because their leaders must live and thoroughly
understand the Toyota culture day by day.
Toyota expects its leaders to teach their subordinates the
Toyota Way, which means they must understand and live
the philosophy.
The characteristics of Toyota leadership, particularly the
drive to meet seemingly impossible targets and the
requirement to understand the work by getting your hands
dirty, evolved from the leadership of two company founders
(Sakichi Toyoda, who built Toyota Automatic Loom into one
of the premier loom manufacturers in the world, and his son
Kiichiro Toyoda, who founded Toyota Motor Company)
39.
i.
ii.
iii.
iv.
If we look at all of the great leaders in Toyota’s history we see
they share several common traits:
Focused on a long-term purpose for Toyota as a value-added
contributor to society.
Never deviated from the precepts of the Toyota Way DNA
and lived and modelled themselves around this for all to see.
Worked their way up doing the detailed work and continued
to go to the gemba the actual place where the real addedvalue work is done.
Saw problems as opportunities to train and coach their
people.
A common phrase heard around Toyota is Before we build cars,
we build people. The leader’s goal at Toyota is to develop
people, so they are strong contributors who can think and
follow the Toyota Way at all levels in the organization.
40. Principle 10 - Develop Exceptional People and
teams Who Follow Your Company‟s
Philosophy
Team
Size
Team
member
5-8
Team
Leader
3-4
Group
leader
5-8
Asst.
manager
4-10
Manager
Smallest group
4 TLs
18 TMs
Largest group
5 TLs
23 TMs
Fig. : Typical Toyota organization – assembly operation
41. Principle 10 - Develop Exceptional People and teams
Who Follow Your Company‟s Philosophy
Classic motivation theories and the Toyota way
Internal
Concept
Motivation
Theories
Toyota Approach
Maslow‟s
Need
Hierarchy
Satisfy lower level of
needs and move
employees up the
hierarchy towards self
actualization
Job security, good pay, safe
working conditions satisfy
lower level needs. Culture of
continuous improvement
supports growth towards
self actualization.
Herzberg‟s
Job
Enrichment
Theory
Eliminate “dissatisfies”
(hygiene factors) and
design work to create
positive satisfiers
(motivators)
5 S, ergonomics programs,
visual management, HR
policies address hygiene
factors. Continuous
improvement. Job rotation,
and built-in feedback
supports motivators.
42. External
Motivation
Theories
Concept
Taylor‟s
Scientifically select,
Scientific
design, standardize jobs,
Management train, and reward with
money performance
relative to standards
Toyota Approach
All scientific management
principles followed but at the
group level other than
individual learned based on
employee involvement
Behaviour
Modification
Reinforce behaviour on
Continuous flow and andon
the spot when the
creates short lead times for
behaviour naturally occurs rapid feedback. Leaders
constantly on the floor and
providing reinforcement
Goal Setting
Set specific, measurable
goals, achievable
challenging goals and
measure progress
Set goals that meet these
criteria through policy
deployment. Continuous
measurement of targets
43. Principle 11
Respect Your Extended Network of Partners
and Suppliers by Challenging Them and
Helping Them Improve
Auto industry suppliers consistently report that TOYOTA is
their best customer and also their toughest.
Have respect for your partners and suppliers and treat them
as an extension of your business.
Challenge your outside business partners to grow and
develop.
It shows that you value them.
Set challenging targets and assist your partners in achieving
them.
44. Respect Your Extended Network of Partners and
Suppliers by Challenging Them and Helping Them
Improve
Toyota is very carefully when deciding what to outsource
and what to do in house. Toyota outsource about 70% of the
components. It still wants to maintain internal competency.
Even when Toyota chooses to outsource a key component, it
does not want to lose internal capability.
As a general rule, Toyota wants to have at least two suppliers
for every component.
Toyota is very bureaucratic in their dealings with suppliers,
having extensive standards, auditing procedures, rules etc.
But suppliers consider Toyota as their partner and Toyota is
viewed as enabling customer who participate and solve their
problems too.
46. Principle 12
GO and SEE to Thoroughly Understand
the Situation (Genchi Genbutsu)
Solve problems and improve processes by going to the
source and personally observing and verifying data rather
than theorizing on the basis of what other people or the
computer screen tell you.
Think and speak based on personally verified data.
Even high-level managers and executives should go and see
things for themselves, so they will have more than a
superficial understanding of the situation.
47. GO and SEE to Thoroughly Understand
the Situation (Genchi Genbutsu)
Data is of course important in manufacturing, but place greatest
emphasis on facts – go and see
Think and speak based on personally verified data
See America, then design for America – to design Sienna minivan in
2004, the Chief Engineer of D&D drove extensively in US, Canada and
Mexico to get a feel of what people wants in a minivan
48. Principle 13
Make Decisions Slowly by Consensus, Thoroughly
Considering All Options; Implement Rapidly
If there is a project supposed to be fully implemented in a
year. A typical company anywhere would spend about three
months on planning and begin to implement. But they
encounter all sorts of problems after implementation and
would spend rest of the year in correcting them
Toyota will spend 10 months planning, building consensus,
implement it in a small pilot production – and fully
implement at the end of year, with virtually no remaining
problems
Nothing is assumed. Every thing is verified
49. Make Decisions Slowly by Consensus, Thoroughly
Considering All Options; Implement Rapidly
Level of Involvement
Decision making is highly situational
Philosophy is to seek maximum
involvement for each situation
Decide and
Announce
Time
Seek individual
input, then
Decide and
Announce
Seek group
input, then
decide and
announce
Preferred
Group
consensus,
Management
Approval
Group
consensus
with full
authority
Fallback
If consensus
not achieved
Fallback
Get all the parties on board, iron out all the
resistance, generate consensus, then
implementing