TOYOTA PRODUCTION SYSTEMTAIICHI OHNO

LEAP TO LEAN

BY:-JIGNESH GALA

KRISHNA R

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

Product Importance

• Usage of proper equipments & producing cheaply

• Spending money on good machines• Learn to use the machines correctly• The Japanese-Style Production Technique

American production system V/s Japanese production

• Mass production system• Raw materials carried

along conveyor belts• Assembly line moves at

a fixed speed• Warehousing of parts

• Small quantity production of different variety

• Movement of both labor and machines eliminating wastes

• Complete elimination of Warehouse

Pillars of TPS

• Just in time• Autonomation

Evolution of TPS

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

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

Waste –Concept and analysis

• Present Capacity =Work + Waste

• There are seven basic categories of Waste

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

KANBAN

• Tool used to operate the TPS• Inspiration from American Supermarkets• Basic function is to carry information• 3 Types of info:-1) Pickup information2) Transfer information3) Production information

• Functions • Provides Pickup or transport

information• Provides production

information• Prevents overproduction and

excessive transport• Serves as a work order

attached to goods• Identifies process making

defects thus preventing defective products

• Reveals existing problems and maintains inventory control

• Rules of use• Later process picks up No of

items indicated by Kanban• Earlier process produces

items in Indicated Qty+Sequence

• No items are made without Kanban

• Always attach Kanban to goods

• Defective products are not sent on to next process

• Reducing the No of Kanban increases their sensitivity

Establishing the Flow

• Requirement as basis for Kanban implementation

• Production Levelling• Market diversification

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

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 )

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

• 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

The vicious circle of wasteMany Workers Unnecessary

Work

Increased Power &

Material Use

Excess Inventory

Warehouse

Hire more Workers

Carrying Carts

Workers Inventory

Managemrnt

Add Workers for Repairs & Maintinance

Shortages

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 piecesDemand decreasesHow to tackle the problem?

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

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

“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

The Ford System

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