The document summarizes the evolution and key concepts of the Toyota Production System from its origins. It originated from Toyota's textile operations which pioneered the concept of autonomation. The system is centered around just-in-time production and autonomation to eliminate waste. It emphasizes continuous improvement, standard work processes, visual management, and respect for people. In contrast to the American system of mass production and large inventories, Toyota focused on small batch production and the smooth, leveled flow of production.

1. TOYOTA PRODUCTION SYSTEM
TAIICHI OHNO
LEAP TO LEAN
BY:-
JIGNESH GALA
KRISHNA R

3. Genealogy of Toyota Production
System
• Toyoda Spinning and Weaving: 1932 – 1942
• Toyota Motor Company : 1943
• Two pillars of Toyota Production System
• Idea of Autonomation: Auto-activated Loom
• The habit of Watching

4. Product Importance
• Usage of proper equipments & producing
cheaply
• Spending money on good machines
• Learn to use the machines correctly
• The Japanese-Style Production Technique

5. American production system V/s
Japanese production
• Mass production system • Small quantity
• Raw materials carried production of different
along conveyor belts variety
• Assembly line moves at • Movement of both
a fixed speed labor and machines
• Warehousing of parts eliminating wastes
• Complete elimination of
Warehouse

6. Pillars of TPS
• Just in time
• Autonomation

7. Evolution of TPS
• Asking WHY five times
• Concept of Waste
• Analysis of Waste
• Standard Work sheet preparation
• Evolution of Kanban

8. Why should we ask why ?
• Why did the machine stop?
– There was an overload and the fuse blew
• Why was there an overload?
– The bearing was not sufficiently lubricated
• Why was it not lubricated sufficiently?
– The lubrication pump was not pumping sufficiently
• Why was it not pumping sufficiently?
– The shaft of the pump was worn and rattling
• Why was the shaft worn out?
– There was no strainer attached and the metal scrap got in

9. Waste –Concept and analysis
• Present Capacity =Work + Waste
• There are seven basic categories of Waste

10. Writing the work sheet
• Cannot be done theoretically
• One must have knowledge of ground level
activities
• Proper design of work procedure is critical
• Work must be standardised

11. KANBAN
• Tool used to operate the TPS
• Inspiration from American Supermarkets
• Basic function is to carry information
• 3 Types of info:-
1) Pickup information
2) Transfer information
3) Production information

12. • Functions • Rules of use
• Provides Pickup or transport • Later process picks up No of
information items indicated by Kanban
• Provides production • Earlier process produces
information items in Indicated
• Prevents overproduction and Qty+Sequence
excessive transport
• No items are made without
• Serves as a work order
Kanban
attached to goods
• Identifies process making
• Always attach Kanban to
defects thus preventing goods
defective products • Defective products are not
• Reveals existing problems and sent on to next process
maintains inventory control • Reducing the No of Kanban
increases their sensitivity

13. Establishing the Flow
• Requirement as basis for Kanban
implementation
• Production Levelling
• Market diversification

14. Challenges to production
Levelling
• Originally conceived to produce small
quantities of many types of products
• Must lower the Peaks and valleys in
production system
• Places a huge demand on the Die-press
Section
• Thus for each different part the die would
have to change

15. Results of Production Levelling
• Result was from 2-3 hours in the 40s the
Change and setup of dies is now only a few
minutes (<3 min )

16. Further Developments
• Automatic nervous system in business
organisation
• Computer: only a source of information
• Production Schedule and Planning
– Number of cars to be produced
– Monthly, Weekly Schedules
• Adjusting to production schedule when actual
production takes place

17. • Economy at Toyota means Manpower reduction
and cost reduction
• Reduction also needs to be carefully studied
– E.g. Installing electrical control to replace a worker
• The vicious circle of waste

18. The vicious circle of waste
Increased
Unnecessary
Many Workers Power &
Work
Material Use
Excess
Inventory
Shortages Warehouse
Add Workers
Hire more
for Repairs &
Workers
Maintinance
Workers
Carrying
Inventory
Carts
Managemrnt

19. Managing Time, Machine &
Labor
• Appropriate tact time should be determined
• Operating and Operable rates
• Relationship between Production Quantity
and Number of Workers
– E.g. 10 workers  100 pieces
With improvements  120 pieces
Demand decreases
How to tackle the problem?

20. The Number game
• Forecasting the exact number of quantity
required
• To avoid over production it is necessary that
– Production Quantity = Required Number
• Car dealers across send their orders daily to
Toyota Automobile Sales Company at Nagoya
• Classification of Orders
• Estimation of Quantity

21. Misconception about
Equipments
• High Performance Machines
• High-productive machine and High-speed
machines are not always the same
• Life of Machines should be depending upon its
operable rate
• Replacement of Machine should be the last
option

22. “Worker Saving”
• Toyota uses term “worker saving” instead of
“labor saving”
• Labor saving means using equipments such as
lift, bulldozer, etc… which is directly connected
to reducing the man power
• If worker is replaced simply to make the work
easy then it may result costly to install an
equipment

23. The Ford System
• Mass production system
• Raw materials carried along conveyor belts
• Assembly line moves at a fixed speed
• Warehousing of parts