The document discusses various tools used in the Toyota Production System (TPS), including pull production, material replenishment systems (MRS), single-piece flow, takt time, and cycle time. It defines these terms and explains their importance in achieving lean production through techniques like balancing takt time across operations to reduce waste from batching and long lead times. Visual tools are emphasized for signaling needs and standardizing work processes in TPS.

1. TPS ToolsTPS Tools

2. TPS ToolsTPS Tools
 Bias f or A c t ion is a k e y t ool
 C r e at iv it y b e f or e C ap it al m u st alw ay s
b e ap p lie d : w e m u st aim f or t h e le ast
c ost c ou n t e r m e asu r e – “ m ak e y ou r ow n
b r ain sw e at !”

3. TPS ToolsTPS Tools
 5 S’s – Sor t ( se ir i) , Sim p lif y ( se it on ) ,
Sw e e p ( se iso) , St an d ar d ize ( se ik e t su )
an d Su st ain ( sh it su k e )
 Be f or e all t h is: S0 ( S ze r o) w h e r e y ou
j u st t h r ow ou t j u n k . To d o t h is, y ou
j u st look at w h at is ly in g ar ou n d – an y
it e m w h ic h c an b e c lassif ie d as j u n k
w it h ou t a se c on d look or w it h ou t
ask in g an y on e m u st b e t h r ow n ou t !

4. S1: SortS1: Sort
 Be f or e w e st ar t S1 , w e n e e d t o
d e f in e w h at t h e w or k is – on ly t h e n
c an w e k n ow w h at t o sor t !
 W e h av e t o ag r e e w h at w e ar e g oin g
t o m ak e in t h is ar e a. Th e n w e k n ow
w h at w e w ill n e e d .
 Look at t h e j ob c ar d / p r oc e ss sh e e t
an d f in d ou t w h at is r e q u ir e d t o d o
t h e w or k

5. S1: SortS1: Sort
 W it h t h e p e r son w h o w or k s t h e r e ,
t r u ly sor t ou t t h at w or k ar e a:
 J u n k – im m e d iat e d isp osal
 St u f f t h at I n e e d t o d o t h is w or k ( c alle d
f or in t h e w or k or d e r )
 St u f f t h at I d on ’t u se – d on ’t n e e d f or
t h e w or k in t h is ar e a – b u t n ot j u n k : u se
a Re d Tag t o id e n t if y it an d m ov e it t o a
h old in g ar e a som e w h e r e ( d on ’t t h r ow it
aw ay )

6. S1: SortS1: Sort
 Th e r e w ill b e it e m s w h ic h ar e n ot on t h e
j ob c ar d / p r oc e ss sh e e t ( e . g . a h am m e r )
b u t t h e op e r at or w ill say h e n e e d s it :
 U se t h e 5 W h y s on su c h it e m s
 Pu t t h e it e m on a To- Do List t o se e h ow y ou
c an e lim in at e t h e r e q u ir e m e n t
 A t t h e e n d of S1 , y ou w ill g e t sp ac e ,
e m p t y r ac k s, e m p t y d r aw e r s, e m p t y
c u p b oar d s: m ov e t h e se t oo t o t h e Re d Tag
ar e a: sp ac e is m ag n e t ic – it g e t s f ille d u p !

7. S1: SortS1: Sort
SEIRI
Unnecessary
items
Necessary items
How often do you
need them?
Is disposal
expensive?
Resale value?
Immediate
throw-away
Seldom but can't
throw away
Sometimes
Always
Storage location
Action
Minimize cost of
disposal
Try to sell
Throw away
quickly
Separate
A little far away
Close

8. S2: SimplifyS2: Simplify
 I n ow n e e d t o r e - lay ou t t h e ar e a: look
at t h in g s an d r e - ar r an g e t h e m
 I sh ou ld b e ab le t o ar r an g e t h in g s in a
sp h e r e so t h at I c an g e t w h at I w an t
b y r e ac h in g ou t w it h ou t m ov in g m y
f e e t .
 A r r an g e in or d e r of se q u e n c e t h at I n e e d
t h e m
 C olou r c od e b in s b y p r od u c t / p r oj e c t
( m ist ak e - p r oof in g )
 A r r an g e b y or d e r of j ob c ar d
 Poin t of u se st or ag e

9. S2: SimplifyS2: Simplify
 St ar t w it h t h e
p r od u c t an d
m ov e ou t !
 A g e n e r al r u le
is t h at a
w or k st at ion
sh ou ld b e
ap p r ox im at e ly
six t im e s t h e
size of t h e
u n it b e in g
m ad e !

10. S3: SweepS3: Sweep
 I n e e d t o b e ab le t o look at t h e
w or k st at ion an d say Y ES! Th is is
w or k ab le w or k !
 Th e e n t ir e w or k st at ion sh ou ld b e m ad e
h ig h ly v isu al:
 Sh ad ow b oar d s
 In st r u c t ion s
 C olou r c od e d

11. THE DENTIST’S CHAIRTHE DENTIST’S CHAIR
SHADOW BOARD
ARTICULATED
WORK “DESK”
APPROPRIATE
LIGHTING
CAROUSEL
STORAGE FOR
COMPONENTS
ADJUSTABLE
STAND

12. S4: StandardizeS4: Standardize
 St an d ar d izin g m e an s:
 U sin g t h e sam e t ools
 Doin g t h e w or k in t h e sam e w ay
 U sin g t h e sam e f ix t u r e s
 Tak in g p ar t s f r om t h e sam e b in s
 U sin g t h e sam e in st r u c t ion s
 N OT u sin g m y ow n p e r son al t oolb ox !
 St an d ar d ize d w or k in g ( n ot St an d ar d
W or k )

13. S4: StandardizeS4: Standardize
 M ov e t ools ou t of t oolb ox e s t o sh ad ow
b oar d s – if n e c e ssar y , in t h e e ar lie r
st ag e s, u se t r an sp ar e n t c ov e r s an d
loc k s
 If som e on e h as d e v e lop e d an d is u sin g a
sp e c ial t ool: r e sp e c t t h e d e v e lop m e n t ,
an d le v e r ag e f r om it so t h at e v e r y on e
c an u se it
 M ak e e v e r y t h in g t r an sp ar e n t ,
d oc u m e n t e d , v isu al

14. S5: SustainS5: Sustain
 A lso k n ow n as se lf - d isc ip lin e
 To e n f or c e t h e d isc ip lin e of 5 S, w e n e e d t o
c ar r y ou t au d it s
 Re c og n ize g ood 5 S
 LRT m e m b e r s c an st ar t d oin g t h e au d it s
 Id e ally sh ou ld b e se lf - au d it , t h e n au d it b y
t h e su p e r v isor of t h e ar e a say w e e k ly , t h e n
b y t h e m an ag e r / se n ior m an ag e r m on t h ly
an d b y t h e GM q u ar t e r ly

15. Video on 5-SVideo on 5-S

16. TPS ToolsTPS Tools
 Pu ll – d ow n st r e am ac t iv it ie s sig n al
t h e ir n e e d s t o u p st r e am ac t iv it ie s –
 w h at p ar t / m at e r ial is n e e d e d ,
 q u an t it y n e e d e d ,
 w h e n an d w h e r e it is n e e d e d .
Th e u p st r e am p r oc e ss d oe s n ot
p r od u c e an y t h in g u n t il t h e d ow n st r e am
p r oc e ss sig n als a n e e d

17. TPS ToolsTPS Tools
 M RS – M at e r ial Re p le n ish m e n t Sy st e m
– Te c h n iq u e s f or u sin g c ar d s, lig h t s,
h e ig h t s, g r id s, sq u ar e s, f lag s or ot h e r
v isu al m e an s of sig n allin g t h e n e e d f or
r e p le n ish m e n t of m at e r ials, p ar t s or
su p p lie s loc at e d at r e - su p p ly p oin t s.

18. TPS ToolsTPS Tools
 On e Pie c e – M ak in g an d m ov in g on e
p ie c e at a t im e t h r ou g h a se r ie s of
p r oc e ssin g st e p s as c on t in u ou sly as
p ossib le , w it h e ac h st e p m ak in g j u st
w h at is r e q u e st e d b y t h e n e x t st e p .

19. TPS ToolsTPS Tools
 Tak t t im e – Th e av ailab le p r od u c t ion
t im e d iv id e d b y c u st om e r d e m an d –
p r ov id e s t h e h e ar t b e at of a le an
p r od u c t ion sy st e m
 C y c le Tim e – Th e t im e r e q u ir e d f or an
op e r at or t o c om p le t e on e c y c le of
h is / h e r st an d ar d w or k . If m ad e t o
e q u al Tak t Tim e , p r od u c t s c an b e
m ad e in s i ngl e-pi ece f l ow wi t h
pul l product i on

20. TIME: Some simple questionsTIME: Some simple questions
to check understandingto check understanding
1 day 1 day 1 day 1 day
Customer
consumes
Customer
consumes
Customer
consumes
Customer
consumes
1 day 1 day
Customer
consumes
Customer
consumes
Takt time = ??????
Question 1
etc
Every 1
day
Every 2
days
Every 2
days
Every 4
days
Cycle times =
Op 1= ???
Op 2= ???
Op 3= ???
Total process= ????
Question 2
Op 1
Op 2
1 unit
1 unit
1 unit
4 units
Op 2
Op 3
Takes 1
day
Takes
2 days
Takes
2 days
Takes
4 days
Lead time from
arrival to
delivery= ?????
Question 3
Op 1
Op 2
1 unit
buffer
4 units
Op 2
Op 3
1 unit
buffer
4 unit
min
buffer
1
unit
buff
er
Arrival
Delivery

21. TIME: Maybe not so simpleTIME: Maybe not so simple
questions !!!!questions !!!!
Takt time = basically 1 day
But….. Weekends??
Maybe 0.72 working days
1 day 1 day 1 day 1 day
Customer
consumes
Customer
consumes
Customer
consumes
Customer
consumes
1 day 1 day
Customer
consumes
Customer
consumes
Question 1
etc
Cycle times =
Op 1= 1day
Op 2= 2 days
Op 3= 4 days
Total process= 4 days
… even though the last process
delivers 4 units at a time
Every 1
day
Every 2
days
Every 2
days
Every 4
days
Question 2
Op 1
Op 2
1 unit
1 unit
1 unit
4 unitsOp 2
Op 3
Lead time from arrival to
delivery= up to 16days!!!!
But not so obvious.
Actually will vary because
of the batch process at
the end. Good example of
why 1 piece flow helps.
Takes 1
day
Takes 2
days
Takes 2
days
Takes 4
days
Question 3
Op 1
Op 2
1 unit
buffer
4 units
Op 2
Op 3
1 unit
buffer
4 unit
min buffer
1 unit
buffer
Arrival
Delivery

22. TIME: Lean helps keep theTIME: Lean helps keep the
answers simple!answers simple!
 The definitions are important:
 We have to make sure that there is no confusion between
cycle time and lead time
 The aims are simple:
 We must always strive for cycle time to equal takt time
 Otherwise the process will wastefully over- or under-produce
 Lead time must be as short as possible
 The analysis of lead time shows the awful waste generated by:
 Batch production
 Buffers
 ---- And any unbalanced cycle times
 The definition of value adding time within cycles is
also important:
 Simply put it is the actual time needed to complete the tasks
that really add value for the customer
 Typically the time taken to change the form, fit or function of
the input

23. Takt Time BalanceTakt Time Balance
TAKT TIME:
The time between each unit
being “consumed” by the customer
Operation
1
Operation
2
Operation
3
Operation
4
Operation
5
We work 8 hours per day
Every 4 hrs Every 4 hrs Every 4 hrs Every 4 hrs
The customer
Needs
2/day
Every 4 hrs
Every operation has to be able to complete one unit every 4 hours
If any single operation cannot complete a unit every 4 hours we will not be
able to satisfy the customer demand
Even if the work content of an operation makes it possible to complete units
faster than one every 4 hours, there is no point doing so:
The “extra” units completed will just “pile up” in front of the next station
We must start
A unit
Every 4 hours
SINGLE PIECE FLOW:
One part moves between each work
step every takt time interval

24. TAKT TIME: ExamplesTAKT TIME: Examples
Op
10
Op
20
Op
30
Op
40
Customer(s) Consumes
10 per 40 hour week
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Op
10
Op
20
Op
30/1
Op
40
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
50%
Takt
=8hrs
Op
30/1
50%
Takt =8hrs
For Op 20
Takt = 4 hrs
And delivers
alternately to
Op 30/1 and
Op 30/2

25. TAKT TIME: ExamplesTAKT TIME: Examples
Op
10
Op
20
Op
30
Op
40/a
Customer(s) consumes
6 per 40 hour week
Product A
Takt =
6.6 hrs
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Op
40/b
Customer(s) consumes
4 per 40 hour week
Product B
Takt =
10 hrs
Op
10/A
Op
20/A
Op
30/A
Op
40/A
Takt =
6.6 hrs
Takt =
6.6 hrs
Takt =
6.6 hrs
Takt =
6.6 hrs
Takt =
6.6 hrs
Op
10/B
Op
20/B
Op
30/B
Op
40/B
Takt =
10 hrs
Takt =
10 hrs
Takt =
10 hrs
Takt =
10 hrs
Takt =
10 hrs
Product A
Product B
4 per week
6 per week
++
OrOr

26. TAKT TIME: ExamplesTAKT TIME: Examples
Op
10
Op
20
Op
30
Op
40
Customer(s) Consumes
10 “wing” sets per
40 hour week
Takt =
4 hrs/
Wing set
Takt =
4 hrs/
Wing set
Takt =
4 hrs/
Wing set
Left Wing
Takt =
4 hrs/
Left wing
Right wing
Takt =
4 hrs/
Right wing
For Op 20
Takt =
4 hrs/wing
set
Only the right wing needs Op 30
Op
10/R
Op
20/R
Op
30/R
Op
40/B
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Takt =
4hrs
Op
10/L
Op
20/L
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
Wing Sets
4 per week
4 per week
++
Partial Line for the right wings that need Op 30
Partial Line for the left wings that do not need Op 30

27. TAKT TIME: ExamplesTAKT TIME: Examples
Op
10
Op
20
Op
30
Op
40
Customer(s) Consumes
10 per 40 hour week
Takt =
4 hrs
Takt =
4 hrs
Takt =
4 hrs
50%
50%
For Op 20
Takt =
4 hrs
Takt
=
8hrs
Takt =
8hrs
Only 50% of “overhauls” need Op 30
Op
10/Y
Op
20/Y
Op
30/Y
Op
40/Y
Takt =
8 hrs
Takt =
8 hrs
Takt =
8 hrs
Takt =
8 hrs
Takt =
8 hrs
Op
10/N
Op
20/Y
Op
40/Y
Takt =
8 hrs
Takt =
8 hrs
Takt =
10 hrs
Takt =
8 hrs
Product Y
Product N
5 per week
5 per week
++
Line for the 50% of “overhauls” that need Op 30
Line for the 50% of “overhauls” that do not need Op 30
OrOr

28. Takt Time BalanceTakt Time Balance
Hours/
Operation
8
6
4
2
Op 1 Op2 Op3 Op4 Op5
Takt time
3 hrs
1 hr
4 hrs
3.5 hrs
8 hrs Double the
station to
make 2 X
4hours
Technically
the “perfect”
Takt time
balance
Actually keeping
a small “reserve”
is more practical
Double the
station to
make 2 X
4hours
Share an
operator to fill
the 4 hour
takt time

29. TPS ToolsTPS Tools
 V isu al C on t r ols –
Th e u se of
sig n als, c h ar t s,
m e asu r e m e n t s,
d iag r am s, lig h t s
an d sig n s t o
c le ar ly def i ne
t h e n or m al or
d e sir e d c on d it ion
an d t o expos e
t h e ab n or m al
u n d e sir e d
c on d it ion

30. TPS ToolsTPS Tools
 SM ED – A p r oc e ss of c h an g in g ov e r
p r od u c t ion e q u ip m e n t f r om on e p ar t
n u m b e r t o an ot h e r in as lit t le t im e as
p ossib le ( t im e le ss t h an 1 0 m in u t e s,
or sin g le - d ig it )
 Poin t of u se – A ll m at e r ial, t ools an d
in f or m at ion r e q u ir e d t o d o a j ob
sh ou ld b e at ar m s le n g t h t o t h e
e m p loy e e , w it h t h e m ost f r e q u e n t ly
u se d it e m s b e in g t h e c lose st .

31. TPS ToolsTPS Tools
 A d j u st m e n t Elim in at ion – A d j u st m e n t s
an d t r ial r u n s ac c ou n t f or 5 0 t o 7 0%
of in t e r n al se t u p t im e . Th e m ost
e f f e c t iv e m e t h od of ad j u st in g is Not
t o Adj us t .
 M ist ak e Pr oof in g – M e t h od s t h at h e lp
op e r at or s av oid m ist ak e s in t h e ir w or k
c au se d b y c h oosin g t h e w r on g p ar t ,
le av in g ou t a p ar t , in st allin g a p ar t
b ac k w ar d s, e t c . ( Pok a- y ok e )

32. TPS ToolsTPS Tools
 SW IP– St an d ar d W or k in Pr oc e ss –
Th e m in im u m n u m b e r of u n it s r e q u ir e d
t o m ak e t h e p r oc e ss f low an d su p p or t
t h e st an d ar d w or k .
 5 W h y ’s – Th e p r ac t ic e of ask in g w h y
r e p e at e d ly w h e n e v e r a p r ob le m is
e n c ou n t e r e d in or d e r t o g e t b e y on d
t h e ob v iou s sy m p t om s t o d isc ov e r t h e
r oot c au se .

33. Example of 5 WhysExample of 5 Whys
 W h y d id t h e m ac h in e st op ?
 Th e r e w as an ov e r load an d t h e f u se b le w .
 W h y w as t h e r e an ov e r load ?
 Th e b e ar in g w as n ot su f f ic ie n t ly lu b r ic at e d .
 W h y w as t h e b e ar in g n ot lu b r ic at e d ?
 Th e lu b r ic at ion p u m p w as n ot p u m p in g su f f ic ie n t ly .
 W h y w as it n ot p u m p in g su f f ic ie n t ly ?
 Th e sh af t of t h e p u m p w as w or n an d r at t lin g .
 W h y w as t h e sh af t w or n ou t ?
 Th e r e w as n o st r ain e r at t ac h e d an d m e t al sc r ap s
g ot in .

34. TPS ToolsTPS Tools
 Rig h t sizin g – Pr oc e ss e q u ip m e n t t h at is
h ig h ly c ap ab le , e asy t o m ain t ain ( an d
t h e r e f or e av ailab le t o p r od u c e w h e n e v e r
n e e d e d ) , q u ic k t o c h an g e ov e r , e asy t o
m ov e , an d d e sig n e d t o b e in st alle d in sm all
in c r e m e n t s of c ap ac it y t o f ac ilit at e c ap it al
an d lab ou r lin e ar it y . Ex am p le s: sm all
w ash in g m ac h in e s, h e at t r e at m e n t ov e n s,
an d p ain t b oot h s t h at c an b e p lac e d in
p r oc e ss se q u e n c e in c e lls t o f ac ilit at e
c on t in u ou s f low

35. TPS ToolsTPS Tools
 Rig h t sizin g ( c on t in u e d ) – A p r oc e ss w it h a t ak t t im e of 4 0
se c s w it h t w o m u lt if u n c t ion m ac h in e s e ac h t ak in g 3 0 se c on d s
– c ap ac it y in c r e ase m u st b e m ad e b y ad d it ion al m ac h in e s in
in c r e m e n t s of 3 0 se c on d s of c y c le t im e . If in st e ad t h e sam e
p r oc e ss is d on e u sin g a se r ie s of sim p le m ac h in e s t h at e ac h
c y c le in t e n se c on d s, t h e c e ll or lin e h as t h e ab ilit y t o h an d le
d e m an d in c r e ase s an d ad d it ion al p r od u c t s w it h ou t b u y in g
m or e e q u ip m e n t .

36. TPS ToolsTPS Tools
 Ph y sic al Lay ou t – A m e an s of im p ac t in g
w or k f low an d p r od u c t iv it y t h r ou g h t h e
p h y sic al p lac e m e n t of m ac h in e r y or
f u r n it u r e . Pr od u c t ion m ac h in e r y sh ou ld b e
g r ou p e d in a c e llu lar ar r an g e m e n t b ase d
u p on p r od u c t ion r e q u ir e m e n t s, n ot p r oc e ss
t y p e . In an of f ic e , f u r n it u r e sh ou ld b e
ar r an g e d su c h t h at t h e r e is an e f f ic ie n t
f low of in f or m at ion or se r v ic e s r at h e r t h an
st r ic t ly d e f in e d d e p ar t m e n t s.

37. TPS ToolsTPS Tools
 J id ok a – Pr ov id in g m ac h in e s an d op e r at or s
t h e ab ilit y t o d e t e c t w h e n an ab n or m al
c on d it ion h as oc c u r r e d an d im m e d iat e ly st op
w or k . Th is le ad s t o im p r ov e m e n t s in t h e
p r oc e ss t h at b u ild - in q u alit y b y e lim in at in g
t h e r oot c au se s of d e f e c t s.
 M ak e it U g ly ! – W h e n w ast e oc c u r s, it m u st
N OT b e h id d e n . W ast e m u st b e e x p ose d
f or w h at it is – an op p or t u n it y t o w h ic h
c ou n t e r m e asu r e s c an b e id e n t if ie d an d
ap p lie d .

38. TPS ToolsTPS Tools
 Pr ob le m Solv in g – A f or m al c h ar t in g
p r oc e ss t o id e n t if y le an solu t ion s t o
m an u f ac t u r in g or ad m in ist r at iv e
p r oc e ss p r ob le m s.
 Lin e St op – Th e p r ac t ic e of st op p in g
p r od u c t ion or a p r oc e ss t o e x p ose a
w ast e or p r oc e ss f ailu r e , f or c e r e al-
t im e p r ob le m r e solu t ion , an d p r e v e n t
f u r t h e r p r oc e ssin g of d e f e c t iv e
m at e r ial or in f or m at ion .

39. TPS ToolsTPS Tools
 C u r t ain Op e r at ion – A m e t h od of
e m u lat in g c on t in u ou s f low p r od u c t ion
w it h a b at c h an d q u e u e m ac h in e . On
t h e j ou r n e y t o on e - p ie c e f low ,
c u r t ain s m ay b e n e c e ssar y .

40. Thank You!Thank You!
n r ao@ v sn l. c om