Toyota faced hurdles like labor shortages and overburdened workers in the 1950-1970s which led to stress and high capital spending. To remedy this, Toyota employed temporary workers, introduced Just-In-Time (JIT) production management and improved working conditions. Key practices adopted included Kanban, Jidoka, JIT, Shojinka and Kaizen. Kaizen requires discarding fixed ideas, not making excuses, seeking wisdom from others, and asking "why" five times to identify root causes of issues. Waste was identified in overproduction, unnecessary movement, excess inventory, defects and idle time. Kaizen was implemented by supervisors, engineers, workers through quality circles and a suggestion

1. Toyota’s Kaizen Experience HISTORY

3. 1926

4. 1933

5. 1935(first passenger car prototype developed)

6. 1937(Toyota Motor Corporation established)

7. 1947(launched its first small car)

8. 1950(Toyota motor sales company was formed)

9. 1952-1970

11. Remedies Employed many temporary workers Changed production management(JIT) Changed human resource management Changed working condition

12. Practices Adopted KANBAN JIDOKA JIT SHOJINKA KAIZEN

13. Pre-requisites for Kaizen Discard conventional fixed ideas Don’t make excuses.Start by questioning current practices Correct it right away,if u make mistake Wisdom is brought out when faced with hardship Seek the wisdom of ten people rather than the knowledge of one Think of how to do it,not why it cannot be done Don’t seek perfection.do it right away even if for only 50%of target Don’t spend money for Kaizen use your wisdom Ask ‘WHY’five times and seek root causes Kaizen ideas are infinite

14. Waste identified Overproduction ahead of demand Unnecessary movements of materials and products Excessive inventories Production of defective products Idle time Over processing Unnecessary movement of people

15. Implementation of Kaizen Implemented by the supervisory staff and engineers Implemented by workers through quality circles and a suggestion system

16. Other activities Encouraging an active role in quality control Utilizing employee ideas and opinions in production processes Encouraging the practice of Kaizen in every work sphere

17. THE MODIFICATION Allowed plants to set their own annual production efficiency targets Method of determining production efficiency was changed Best standard time Reduce of long annual working hours Method of calculating the production allowance was altered for blue collor workers and removed for white collor workers

18. Reconstruction of the assembly line Construct an assembly line where workers could work easily and execute their operations Organizing a ‘human-centered’TPS Form a Kaizen mind in everyone so that he/she willingly does Kaizen

19. TARGETS The absence of any operations difficult to execute Quality and worker security assurance Efficiency in logistics Assembling a vehicle in the shortest time possible with minimum cost High investment returns