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Vignesh Hegde NarashimaNaresh Kumar Suresh KumarRamprasad Chinnaswamy DevarajMuthukumaran Periyandi GopalakrishnanTOPIC 11 :CAB IN WHITEBody in whiteorBIWrefers to the stage in automotive design orautomobile manufacturingin which a car body's sheet metal components have been welded together but before moving parts (doors, hoods, and deck lids as well as fenders), the motor, chassis sub-assemblies, or trim (glass, seats, upholstery, electronics, etc.) have been added and before painting.

1 : TOYOTA PRODUCTION SYSTEM

INTRODUCTION :

The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota.Practical expression of Toyotas people and customer oriented philosophy.It is not a rigid company-imposed procedure but a set of principles that have been proven in day-to-day practice over many years.TPS strives for the absolute elimination of waste, overburden and unevenness in all areas.The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. Originally called "just-in-time production," it builds on the approach created by the founder of Toyota , Taichi Ohno ( Based on Jidoka and JIT ).

TPS OBJECTIVES The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable.

MAIN PRINCIPLES OF TPSReduced Setup Times

Small Lot Production

Employee Involvement andEmpowerment

Pull Production

SupplierInvolvement

TPS OVERVIEW IN A NUTSHELLImportant Features- Pillars Just in time Jidoka Kanban Kaizen Poka Yoke Genchi Genbutsu Andon Board Muda/Mura / Muri Pull System Takt Time

OVERVIEW OF CONCEPTS

Just in time(JIT) is a production strategy that strives to improve a business'return on investmentby reducing in-processinventoryand associatedcarrying costs.

Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results.

Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantlyKanban(literallysignboardorbillboardinJapanese) is a scheduling system forlean andjust-in-time(JIT) production.

Kanban is a system to control thelogisticalchain from a production point of view, and is not aninventory control system .

Kanban was developed byTaiichi Ohno atToyota, as a system to improve and maintain a high level of production.JUST IN TIME KANBAN

Autonomationdescribes a feature of machine design to effect the principle ofjidokaused in theToyota Production System(TPS) andLean manufacturing.

It may be described as "intelligent automation" or "automation with a human touch. This type of automation implements some supervisory functions rather than production functions.

At Toyota this usually means that if an abnormal situation arises the machine stops and the worker will stop the production lineJIDOKA

Andon is amanufacturingtermreferring to a system to notify management, maintenance, and other workers of a quality or process problem.

The centrepiece is a signboard incorporating signal lights to indicate which workstation has the problem.

The alert can be activated manually by a worker using a pullcord or button, or may be activated automatically by the production equipment itself. ANDON BOARD

Takt time, derived from the German wordTaktzeit, translated best asmeter, sets the pace for industrial manufacturing lines so that production cycle times can be matched to customer demand rate.

For example, in automobile manufacturing, cars areassembled on a line, at a certain cycle time, ideally being moved on to the next station within the takt time so as to neither over or under produce.TAKT TIME POKA YOKEPoka-yokeis a Japanese term that means "mistake-proofing". A poka-yoke is any mechanism in alean manufacturingprocess that helps an equipment operator avoid (yokeru) mistakes (poka).

Its purpose is to eliminate product defects by preventing, correcting, or drawing attention tohuman errorsas they occur.

The concept was formalised, and the term adopted, by Shigeo Shingoas part of theToyota Production System .

VARIANT HANDLING WITH TPSProblems faced in variant handling Large number of involved variables High risk of mistakes Increasing waste

Bigger portfolio of components Cumbersome to maintain Increasing burden

Variablity of incoming order non repititive assembly Increasing inconsistency

Apart from this , there is a general problems related to stocking of required components and also the optimization of stocking , material flow and logistics in the production system .

OPTIMIZATION IDEAS USING TPSImplementing kanban and JIT concepts in the variant handling will enable optimal handling of variants.

The production process will know exactly what component to install at each station in the assembly line according to the Kanban card and the required parts can be optimally delivered at each station according to the Card again in accordance to JIT concept Also Kaizen involves improving the Operation and assembly processes.

Hence a clear cut idea of the requirements of the market can shed light on the requirement .

Hence Stocking of the components can be decided depending upon the demand and the also the manufacturing process can be optimized according to the variants.

Reviewing and confirming the conformance with the Kanban card at every station will implement POKA YOKE concept effectively and will prevent mistakes in the assembly

Also Problems related to overstocking or stagnation of parts are kept in check through the emphasis of the basic concepts of TPS which are Small lot production and Pull Production respectively

LEAN PRODUCTION- INTRODUCTIONLean manufacturing,Lean Enterprise, orlean production, often simply, "lean", is a production philosophy that considers the expenditure of resources in any aspect other than the direct creation ofvaluefor the end customer to be wasteful, and thus a target for elimination.

Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.

Essentially, lean is centred onmaking obvious what adds value by reducing everything else. Lean manufacturing is a management philosophy derived mostly from theToyota Production System(TPS)

5 Principles of Lean Production

Principle 1 : By counducting Surveys analysing sales and getting feedback on demand , product production can be optimized and also stocking of products can be more specific in accordance to the Demand.

Principle 2 : Items which have no order can be terminated from production. Delivery of product to required stations at the required time ( JIT ) will eliminate wait times for tool , part , processing and etc .

Also the optimization of logistics will elimite unnecessary Transport conveyance. Production of unddefective parts will eliminate waste of time in rework and repair ORGANIZATION IN ACCORDANCE TO LEAN PRINCIPLESPrinciple 3 : Using a concept of single piece flow in production will result in the operator concentrating on one at a time which eliminates mistakes , better quality . Also by using a single piece flow , no confusion occurs while assembling two dissimilar variants next to each other .

Principle 4 : Already Explained above in TPS .

Principle 5 : Continuous Improvement (commonly referred to by the Japanese word kaizen) is arguably the most critical principle of lean manufacturing. It should truly form the basis of your lean implementation. Without continuous improvement your progress will cease. As the name implies, Continuous Improvement promotes constant, necessary change toward achievement of a desired state.

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LEAN TOOLS - AT A GLANCELEAN vs OTHERS

Batch ProductionA technique used in manufacturing, in which the object in question is created stage by stage over a series of workstations, and different batches of products are made.AdvantagesIt can reduce initial capitaloutlay(the cost of setting up the machines) A single production line can be used to produce severalproducts.DisadvantagesInefficiencies associated with batch production as equipment must be stopped, re-configured, and its output tested before the next batch can be produced.So Downtime increases.

Push MethodPush type" means Make to Stock in which the production is not based on actual demand.It involves forecasting inventory needs to meet customer demand. Companies must predict which products customers will purchase along with determining what quantity of goods will be purchased. The company will in turn produce enough product to meet the forecast demand and sell, or push, the goods to the consumerDisadvantagesForecasts are often inaccurate as sales can be unpredictable and vary from one year to the next.

AdvantagesAssurance of having enough product on hand to complete customer orders, preventing the inability to meet customer demand for the product.

Two Bin SystemTWO BIN SYSTEM - The two-bin system is a simple pull method that is suitable for small and inexpensive parts. In a two-bin system, the parts are stored in two similar bins at the workstation. Parts are picked from the first bin (1), and when the first bin is emptied the operator puts it in a collection box. The second bin (2) slides down and the operator continues to pick parts from the second bin. The material handler picks up the empty bin from the collection box and refills it.

AdvantagesUninterrupted production , Minimization of stock control costs , Minimization of procurement costs , Minimization of internal distribution costs, Minimization of stock costs ,Minimization of accounting costs, Minimization of logistic costs.

Disadvantages It is less effective in shared-resource situations. Surges in mix or demand cause problems because kanban assumes table repetitive production plans. It is less suited to industries where mix and volumes fluctuate.

It in itself doesn't eliminate variability, so unpredictable and lengthy down times could disrupt the system; poor quality in terms of scrap and rework also affect its good functioning.

These systems are not suited for manufacturing environments with short production runs, highly variable product demand, poor quality products, and a multitude of product types.

A breakdown in the this system can result in the entire line shutting down.

The throughput of a this system is not managed but is instead a result of controlled WIP and known cycle times.