Laevoluciondelossistemasoperativos 141023093503-conversion-gate02-141023220515-conversion-gate02
Tpstermology 150106031149 Conversion Gate02
-
Upload
stephen-ooi -
Category
Documents
-
view
214 -
download
0
Transcript of Tpstermology 150106031149 Conversion Gate02
BY: Prashant Thakur
TOYOTA PRODUCTION SYSTEM (TPS)
Manufacturing Technology 2
CONTENT TABLE:
• History Of Manufacturing Management• HISTORY (company)• Goals of TPS• Toyota Principles• Toyota Ways• How to make money ????• Toyota Production System• TPS-House• Main pillar of TPS• Just-In-Time( Takt time,Pull System,Flow production)• Heijunka
Manufacturing Technology 3
• Waste (INVENTORY)• Jidoka• Genchi Genbustu• Andon Wheel• Standardization• Mistake proofing• Visual management• Kaizen• 5’s• The Environment – Toyota’s commitment• Health and Safety• What TPS Means for your Business
Manufacturing Technology 4
History of Manufacturing Management
Manufacturing Technology 5
• The Toyota Production System (TPS) arose out of necessity in response to the circumstance surrounding the company. Many of the foundational concepts are old and unique to Toyota while others have their roots in more traditional sources.
• The oldest part of the production system is the concept of Jidoka which was created in 1902 by Toyota founder Sakichi Toyota.
• The most famous element of the TPS is no doubt the Just-in-Time pillar of the production system.
• Everything was expected to be procured just in time and not too early or too late. Later elements developed in the 1950’s including takt time,standardized work, kanban, and supermarkets added to the basis for JIT.
• There are also many other tools and techniques that were developed in Toyota such as 7 Wastes,Standardized Work, 5S, SMED, Visual Control, Error Proofing, as well as many others.
Manufacturing Technology 6
GOALS OF TPSThe goal of the Toyota Production System is to provide products at world class quality levels to meet the expectations of customers, and to be a model of corporate responsibility within industry and the surrounding community.
The Toyota Production System historically has had four basic aims that are consistent with thesevalues and objectives: The four goals are as follows:1. Provide world class quality and service to the customer.2. Develop each employee’s potential, based on mutual respect, trust andcooperation.3. Reduce cost through the elimination of waste and maximize profit4. Develop flexible production standards based on market demand.
Manufacturing Technology 7
Section I – Long-term philosophy• Principle 1: Base your management decisions on a long-term • philosophy, even at the expense of short-term financial goals.
Section II – The Right processes will produce the right results
• Principle 2: Create continuous process flow to bring problem to the surface.• Principle 3: Use “pull” system to avoid overproduction.• Principle 4: Level out the workload (heijunka). (work like a tortoise not the hare.)• Principle 5: Build the culture of stopping to fix problems to get quality right the first time.
TOYOTA-PRINCIPLES
SUCCESS DEPEND UPON THE PRINCIPLEs
Manufacturing Technology 8
• Principle 6: Standardize tasks are the foundation for continuous improvement and employee empowerment.
• Principle 7: Use visual control so no problems are hidden.• Principle 8: Use only reliable, thoroughly tested technology that serves your people and
processes.
Section III – Add value to the organization by developing your people and partners
• Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
TOYOTA-PRINCIPLES
Manufacturing Technology 9
• Principle 10: Develop exceptional people and teams who follow your company’s philosophy.
• Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve.
Section IV – Continuously solving root problem drives organizational learning
• Principle 12: Go and see for yourself to thoroughly understand the situation (genchi genbutsu).
• Principle 13: Make decisions slowly by consensus, thoroughly considering all options, implement decisions rapidly.
TOYOTA-PRINCIPLES
Manufacturing Technology 10
The TOYOTA WAY
The five core values of The Toyota Way are shared and practiced by Toyotaemployees at every level in their daily work and relations with others This is how Toyota is able to deliver sustainable customer satisfaction.
Continuous Improvement
Respect For People
Manufacturing Technology 11
CHALLENGE“To maintain a long-termvision and meet all challengeswith the courage andcreativity needed to realizethat vision.”
KAIZEN“Continuous improvement.As no process can everbe declared perfect,there is always room forimprovement.”GENCHI
GENCHI GENBUTSU“Going to the source to findthe facts to make correctdecisions, build consensusand achieve goals.”
Continuous Improvement
Manufacturing Technology 12
Respect For People
RESPECT“Toyota respects others,makes every effort tounderstand others, acceptsresponsibility and does itsbest to build mutual trust.”
TEAMWORK“Toyota stimulates personaland professional growth,shares opportunities fordevelopment and maximizesindividual and teamperformance.”
Manufacturing Technology 13
How to make money?
Traditional pricing strategy: Cost + Profit = Selling price
Example: When the cost goes up, the product selling price is raised to reflect the higher costs and maintain the desired level of profit.
Some even argues that the profit added should be large enough to cover potential losses if the product does not sell well.
Toyota accepts neither this formula nor these arguments!
Manufacturing Technology 14
Toyota's philosophy Selling price – Cost = Profit
Customers decide the selling price.
Profit is what remains after subtracting the cost from it.
The main way to increase profit is to reduce cost.
Consequently, cost reduction through waste elimination should have the highest priority.Toyota's paradox: Reducing cost (waste), will reduce lead time while increasing quality and customer satisfaction.How? We will discuss it soon.
Manufacturing Technology 15
Toyota Production System
Definition: The production system developed by Toyota Motor Corporation to provide best quality, lowest cost, and shortest lead time through the elimination of waste.
The Toyota Production System empowers team members to optimize qualityby constantly improving processes and eliminating unnecessary waste innatural, human and corporate resources.
It entrusts employees with well-defined responsibilities in each production stepand encourages every team member to strive for overall improvement.
Manufacturing Technology 16
The TPS House
Manufacturing Technology 17
Main Pillars Of TPS
• JUST-IN-TIME
• JIDOKA
Manufacturing Technology 18
• JUST-IN-TIME- smooth, continuous, optimized workflows……………….
• JIT is a manufacturing philosophy involving an integrated set of procedures/activities
designed to achieve a volume of production using minimal inventories OR• A philosophy that seeks to eliminate all types of waste, including carrying excessive levels of
inventory and long lead times.• Takes its name from the idea of replenishing material buffers just when they are needed
and not before or after.• Best applied to a production system, such as automobile assembly, that would be
considered repetitive, such as a flow shop.
Manufacturing Technology 19
Manufacturing Technology 20
JIT Elements Are:
• Takt Time
• Flow Production
• Pull system
Manufacturing Technology 21
• TAKT TIME(Heartbeat of production)
• Takt is the rate of customer demand – essentially, what the market is requiring be produced.
• It is the basis on which we can create flow within our work-cells and throughout our whole value chain from raw materials to customer delivery.
• Takt time is the available working time for production divided by the actual average daily demand for our product(s) expressed in minutes. this gives us the customer demand rate for use throughout our organization and the supply chain.
• The Takt time also forms the basis for enabling the design and balancing of our work-cells and production lines in an efficient manner.
Manufacturing Technology 22
Manufacturing Technology 23
Takt Time vs Cycle Time
• Takt time should not be confused with machine cycle time; machine cycle time is the time taken to produce a part, this could exceed takt time in some cases which would mean that the process would be incapable of producing enough products within the available time.
• Where cycle times exceed your Takt time there is a need for machines to either be run on additional shifts to build stock, the product to be outsourced or a need for additional machines to be run in parallel.
Manufacturing Technology 24
FLOW PRODUCTION
• Producing and moving one item at a time (or a small and consistent batch of items) through a series of processing steps as continuously as possible, with each step making just what is requested by the next step.
It is also called the one-piece flow, single-piece flow, and make one, move one.
Manufacturing Technology 25
Manufacturing Technology 26
Flow with JIT
Traditional Flow
CustomersSuppliers
Customers
Suppliers
Production Process (stream of water)
Inventory (stagnant ponds)
Material(water in stream)
Manufacturing Technology 27
PUSH vs PULL SYSTEM• Push system : material is pushed into downstream workstations
regardless of whether resources are available• Pull system: material is pulled to a workstation just as it is needed
Manufacturing Technology 28
• Traditional Manufacturing Way:
Material Information (Production Schedule)
Work Station 1
WS 2 WS 3
• One directional flow system:
Manufacturing Technology 29
• Pull (JIT) System
The production of items only as demanded for use or to replace those taken for use.
Material
Information (via Kanban/Card)
Work Station 1
WS 2 WS 3
Manufacturing Technology 30
HEIJUNKA – LEVELLING THE FLOW• The term heijunka describes the foundation of the TPS approach.
• It is the opposite of mass production series, in which high volumes of a single product are produced, often significantly unrelated to demand.
• With heijunka a process is designed to switch products easily, producing what is needed when it is needed, and relying on production.
• Any variations in volumes are accommodated by establishing a level-average demand rate.
• It will reduce the ripple effect of the production.
Manufacturing Technology 31
A
A A B B B C
JIT Small Lots
Large-Lot Approach
Time
Time
A A B B B C
A A A B B B B B B C C
JIT produces same amount in same time if setup times are lowered
Small versus Large Lots
Small lots also increase flexibility to meet customer demands
Manufacturing Technology 32
11010
41040
41040
Heijunka = Leveling (Smoothing) Production Schedule using Mixed Model Sequencing = Uniform Plant Loading.
Product Demand RequirementsMonthly Daily
1020200
4020800
4020800
A
B
CLargest integer that divides into all daily requirements evenly is 10
Product Daily Requirements Divided by 10A
B
C
Mixed-model sequenceA-B-A-B-A-B-A-B-C Repeat 10 times per day
Determining Production Sequence
Manufacturing Technology 33
Manufacturing Technology 34
• ELIMINATION OF WASTEWaste – defined as anything that does not add value.
Manufacturing Technology 35
Scrap
Work in process inventory level(hides problems)
Unreliable Vendors Capacity Imbalances
WHY TOYOTA HATES INVENTORY ????
Manufacturing Technology 36
Scrap
Reducing inventory revealsproblems so they can be solved.
Unreliable Vendors Capacity ImbalancesWIP
Manufacturing Technology 37
Scrap
Reducing inventory revealsproblems so they can be solved.
Unreliable Vendors Capacity ImbalancesWIP
Manufacturing Technology 38
KANBAN CARD
• A smooth, continuous and optimized workflow, with carefully planned and measured work-cycle times and on-demand movement of goods, reduces the cost of
wasted time, materials and capacity. • Team members can concentrate on their tasks without interruption, which leads to better
quality, timely delivery, and peace-of-mind for Toyota’s customers.
• In TPS it means having just the right components to build the product.
Manufacturing Technology 39
• JIDOKA……. building in quality
Jidoka translates as “automation” and can be described as“automation with a human touch”. If a defect or error isidentified it is addressed immediately – even if this meanstemporarily stopping production.
Manufacturing Technology 40
• GENCHI GENBUTSU – GOING TO THE SOURCE
• It means going to the actual place to solve the problem.
• which means ‘going to the source’ of the problem and assessing it for yourself rather than relying on information supplied by others, in order to gain a complete and accurate understanding.
Manufacturing Technology 41
ANDON BOARD/WHEEL
• The Andon board is a simple but highly-visible electronic sign displaying the status of production lines.
• It notifies management immediately if a worker has identified a fault, precisely identifying its location.
• Workers take responsibility for production quality, with the power to stop the production line as required.
• The production line will not be restarted until the reason for the fault has been resolved.
Manufacturing Technology 42
STANDARDISATION• key element for quality assurance is a focus on standardization.• Developing and relying on standardized work tasks not only ensures
consistently high levels of quality, but also maintains production pace and provides a benchmark for implementing continuous improvement.
Manufacturing Technology 43
• MISTAKE-PROOFING AND LABELLINGDevices that make it difficult or impossible for a worker to maketypical errors at his or her workstation are a common sight onToyota production lines.
Goal: Finding defects before they occur = Zero Defects
Manufacturing Technology 44
• VISUAL MANAGEMENT• In shop floor the things are visually display so that every one can excess them.• Provide safety features for employs like by visually representing the Heights, how to
carry load, how to move pallet truck etc.• Help's visitor to excess plan without the help of others.• It also applies for tools,materials,documents etc.
Manufacturing Technology 45
QPSDC
Manufacturing Technology 46
Manufacturing Technology 47
A CULTURE OF CONTINUOUS IMPROVEMENT – ‘5S’
• SEIRI – Sifting SEITON – Sorting• SEISO – Sweeping and cleaning SEIKETSU – Spic-and-span• SHITSUKE – Sustain
Manufacturing Technology 48
The Environment – Toyota’s commitment
• Toyota has a policy in place to reduce CO2 emissions, use resources more efficiently, and reduce environmental risk factors.
• Its policy is to analyze the effects of every stage in its products’ lives: development,
manufacturing, operation, and recycling.• TPS philosophy also includes
the 3Rs – reduce, reuse, recycle
manufacturing sites have all achieved ISO 14001 certification.
Manufacturing Technology 49
TPS IS CONCERNED WITH Health and Safety• Toyota maintains health and safety for its
team members so they can concentrate on their jobs delivering the best quality products and be more efficient.
• Manufacturing sites have achieved OHSAS 18001 certification –the international standard for occupational health and safety management.
OHSAS 18001 is a British Standard for occupational health and safety management systems
Manufacturing Technology 50
What TPS Means for your Business• Toyota’s customers know what to expect when they buy from Toyota – a business
partner with the strength and flexibility to meet the needs of a changing market
• Quality inherent in Toyota’s products, thanks to the company’s constant striving for improvement, has direct benefits for their customers…
• Costs are kept to a minimum thanks to a good return on investment based on the productivity and reliability of Toyota's products…
• Delivery is on time, and to the expected standard, allowing Toyota's customers to plan and maintain their operations successfully…
• Environmental concerns are shared by Toyota and its customers, from manufacturing through to recycling at end-of-life. Choosing Toyota products is a good choice for the environment…
Manufacturing Technology 51
• Safety is Toyota’s constant concern – both for its employees and for those of its customers.
TPS – A World-Class System