5906574 Toyota Production System

7/29/2019 5906574 Toyota Production System

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Toyota ProductionSystem

&Dual Kanban System

Irfan Kazi & Naresh S


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Toyota ProductionSystemToyota production system was developed &

promoted by TMC.

The main purpose of TPS is to eliminatewaste through continuous improvementactivities.

Profit through cost reduction

Elimination of over production Quality control , Quality assurance , Respect

for humanity


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Cost ReductionIncrease of capital

turnover ratio

Elimination of Waste

Production

methods

Information

systemControl by

teamwork

Automatic

stop device

Small lot sizeShort setup timeMultifunctional worker

Job finishing within cycle time

Kanban

Continuous flow of Production

Just-in time production Jidoka

oyo a ro uc onSystem


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Manufacturing as a

Competitiv

e Weapon

There are two ways to increaseefficiency: 1) increaseproduction quantity or 2) reduce

the number of workersTaiichiOhno.

Over time, lowercosts, higher quality,and fasterdevelopment &production times will

increase sales.

Reducepeople atall levels

in theorganization

Cost Reduction Is theGoal

Cost Reduction Is theGoal

In the shortterm, you

may need to

Goal ofTPS

Why?


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Cost vs. Vitality &Growth

As you reduce costs, you create options: Lower prices, which often lead to higher

market share

More R & DGrowth through acquisitions or diversification

Higher investment in training and equipment

Greater profitability, which rewardsshareholders, including employees

Options give the company the means tosurvive on its own terms, even in slow

economic times, and grow as the Back


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Main Features of TPS

Greater Product Variety

Fast Response (Flexibility)

Stable Production Schedules

Supply Chain Integration

Demand Management


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Elements of TPS

The SMED Program.

Highlight Problems (Jidoka).

Gradual Elimination of Waste.Continuous Improvement (Kaizen), Root-

Cause Analysis (5-whys?) and Fool-proofing(Poka-Yoke).

Cross-Trained Workers.

Just-In-Time Production.


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A Lean Paradox

Resolvehow tomaintainmutual

trustwhilereducingpeople

Reducing costs means reducing people, but if youeliminate people as a result of improvement, you will

get no more improvement.

Reducing costs means reducing people, but if youeliminate people as a result of improvement, you will

get no more improvement.The Toyota Production Systemclearly reveals excess manpower

Managements responsibility is toidentify excess manpower andutilize it effectively.

Hiring people when business is

good and production high just tolay them off is a bad practice.

On the other hand, eliminatingwasteful and meaningless jobs

enhances the value of work forworkers.


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Develop ALean Strategy

Create a sense ofurgency

Throughout the

enterprise, selllean/TPS as thesolution

Hire a sensei &retain design talent

Establish targets

Resolve how tomaintain mutualtrust whilereducing people

Give preliminarythought to supplierissues

Consider thecompetitiveenvironment

Manufacturing as aCompetiti

veWeapon

Design TheManufacturing System

Identify thecustomerbase and

product rangeIdentify takttime & itsrange

Applyaxiomaticdesign to

create thebasic factorysystem

Eliminatenon-essentialinfrastructureand layers

above thefactory floor

EstablishEstablish

FlowFlow

WithinWithin

CellsCells

EstablishEstablish

FlowFlow

WithinWithin

CellsCellsForm cellsbased on takt

time

Definestandard workcontent foreachoperation tobe < takt time

Separateworker frommachine(jidoka)

Develop quicksetups &standard WIP

(SMED)

Standardize

Form cellsbased on takt

time

Definestandard workcontent foreachoperation tobe < takt time

Separateworker frommachine(jidoka)

Develop quicksetups &standard WIP

(SMED)

Standardize

EstablishEstablish

PullPull

BetweenBetween

CellsCells

EstablishEstablish

PullPull

BetweenBetween

CellsCellsDesign aninformationsystem to

produceonly theproductsrequired bythedownstreamcells

Incorporatetakt time todrive flows

Instituteleveledproduction(heijunka)

Use visualcontrol

Strive ForPerfection

Institutekaizen &institutionalize5Ss throughoutorganization

Transferownership ofall processesto work force

Push leandown tosuppliers

Integrateproductdevelopment

Reduce peopleat all levels inthe

organization

All activities must support the goal of shortening thetime it takes to convert customer orders into

deliveries. Toyota Motor Corporation, 1992

All activities must support the goal of shortening thetime it takes to convert customer orders into

deliveries. Toyota Motor Corporation, 1992

Apply flexibleApply flexible

designs todesigns to

create thecreate the

basic factorybasic factory

systemsystem

the TPS


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Toyota Production System

Just-In-TimeRight part, right amount,

right time

Jidoka

(In-station quality)Make Problems Visible

Leveled Production (Heijunka)

Stable and Standardized Processes

Takt time planning

Continuous flow Pull system

Quick changeover

Integrated logistics

Automatic stops Andon

Person-machine

separation

Error proofing

In-station quality

control

Solve root cause of

problems (5 Why?)

Waste Reduction Gemba Kaizen

5 Whys

Eyes for Waste

Problem Solving

People & Teamwork Selection

Common Goals

Rigid decision making

Cross-trained

Continuous Improvement

Visual Management

Toyota Way Philosophy

Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste


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DUAL KANBAN SYSTEM

KANBAN IS THE MAIN TOOL FOROPERATING ON JUST IN TIME


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Kanban System

Thepull system means that materials aredrawn or sent for by the users of the materialas needed. [Monden]

The Kanban system is an information systemthat harmoniously controls the production ofthe necessary products in the necessaryquantities at the necessary time in every

process of a factory and also amongcompanies, which is known as the JITproduction. [Monden]

A Kanban is a tool to achieve JIT production. Itis simply a card which is usually put in a


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Types Of Kanbans

Kanbans are classified as follows1. Primary Kanban :

travels from one stage to another among mainmanufacturing cells- withdrawal Kanban(conveyor

kanban), production Kanban2. Supply Kanban:

travels from a warehouse orstorage facility to a manufacturing facility

3. Procurement Kanban:travels from outside of a company to the receiving area

4. Subcontract Kanban :travels between subcontracting units

5.

Auxiliary Kanban :the form of an express Kanban, emergency Kanban, or a


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Operations Principles

Level production (balance the schedule)

Avoid complex information andhierarchical control systems on a factory

floor Do not withdraw partswithout a kanban

Withdraw only the parts needed at each

stage Do not send defective parts to the

succeeding stages

Produce the exact quantity of partswithdrawn


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The key objective of a Kanban system:1. To deliver the material just-in-time to the

manufacturing workstations

2. To pass information to the preceding stage asto what and how much to produce

Following functions

1. Visibility Function : the information andmaterial flow are combined together2. Production Function : indicates the time,quantity, and part types to be produced

3. Inventory Function : # of Kanbans = # ofinventor

Kanban Functions


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Rule 1: Move a Kanban only when the lot it represents isconsumed.

Rule 2: No withdrawal of parts without a Kanban is allowed.

Rule 3: The number of parts issued to the subsequent processmust be the exact number specified by the Kanban.

Rule 4: A Kanban should always be attached to the physicalparts.

Rule 5: The preceding process should always produce parts inthe quantities with drawn by the subsequent process.

Rule 6: Defective parts should never be conveyed to the

subsequent process.

Basic KanbanRules


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Dual Kanban

System

Each kanban is physically attached to a


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Dual Kanbans

ProcessA

ProcessB X

P

W Container with withdrawal kanban

Container with production kanban

PWP

XX

XX X

Flow of work

Flow of kanban

XXX


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Production

Cards

Production

Cards

Move

Cards

Move

Cards

Move Card

Production Card

Outbound

Stockpoint

Inbound

Stockpoint

Dual KanbanSystem

D t i i N b Of


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Determining Number OfKanbans

Where

N = number of kanbans or containers

d = average demand over some time period

L = lead time to produce parts

S = safety stock

C = container size

No. of kanbans =mand during lead time + safety stock

container size

average de

NdL S

C

=+


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TKM

GLOVE

COMPARTMENT

SUPPLIER TG

KIRLOSKAR

T004-A

PROCESS CODE :

ASSEMBLY

55581- 0B010- 00QTY/BOX10

PACKING CODE :

PB10123

Dock

01

LOCATION CODE :

T2R-2

516 SEQNO. 1

KEY CODE :1234567890

KANBANSAMPLE

PART NAME

NAME OF SUPPLIER FROM

WHERE THE PARTS WILL BE

PARTS

DESTINATION

SUPPLIER CODE

FOR EASYSUPPLIER

IDENTIFICATION

LINE SIDE ADDRESS FOR

PARTS STORAGE. BASED ON

THIS ADDRESS, THE PARTS

ARE DELIVERED TO THE

USAGE AREA.

PART NUMBER

PARTS RECEIPT AREA.

WE HAVE TWO

RECEIPT AREAS

DOCK 01 AND DOCK 02.

MINIMUMORDER LOT

PARTS PACKING

STYLEPART ID NO. THIS NUMBER IS USED INSTEAD

OF 10 DIGIT PART NUMBER FOR EASY

IDENTIFICATION AMONG PRODUCTION,

SUPPLIER AND PARTS GROUP

COLOUR GIVEN FOR

EACH PROCESS LINE

FOR EASY DELIVERY OF

PARTS FROM PC ZONE

TO LINE.

PARTS USAGE

PROCESS NAME


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Conclusion

Toyota production system has beencreated from actual practices in the

factories of Toyota, it has a strongfeature of emphasising practicaleffects, and actual practice andimplication over theoretical

analysis. This system can play a greatrole in the task of improving the

constituents of the companies world-wide es eciall those of the


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Bibliography

www.icaen.uiowa.edu/ie166/Private/Lecture/ch8-Kanban.pdf

www.ie.bilkent.edu.tr/akturk/ie561/gokha

n2 www.toyota.co.jp

Yasuhiro Monden, Toyota Production

System, 2nd edition, IEM Press, Georgia,1991

Vollmann, Berry, Whybark,Manufacturing Planning & ControlSystem, 4th edition, Irwin McGraw-Hill,


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Thank You

5906574 Toyota Production System

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