Lean dan Toyota Production System

Heru Darmawan, ST., MT

Sustainable & Lean Manufacturing

Program Studi Teknik Industri
Fakultas Teknik
Universitas Pelita Bangsa
 INTRODUCTION

• Changes in customer demands

• Variety
• Price
• Delivery
• Quality
• Impacts on production capability
• Short set up and cycle times
• Quick response
• Low cost
• Zero defect, etc.
 LEAN OPERATIONS

• Definition
• “Doing more with less…”
• Less inventory, less space, fewer worker, etc.
• Coined by James Womack and Daniel Jones
• Similar to Toyota Production System (TPS)
• Initially known as Just-In-Time (JIT)
• Smoothing flow of material to arrive just as it is needed
Lean Operations - Wastes
Lean Operations – Basic Elements

(Dennis, 2007)
 STABILITY

• 5S
• Total Productive Maintenance
• When machine is broken down
• When maintenance is started
• Preventive steps
 STANDARDIZATION

• The need to have standard

• Time (takt time)
• Sequence of operations
• In Process Stock
• Objective
• One piece flow within takt time
 JUST IN TIME (JIT)

“ to produce the necessary units in the necessary quantities at the

necessary time”

“ parts from preceeding process arrive at the time needed and in

necessary quantities”

“ an important pillar of TPS”

 JUST IN TIME (JIT)

• Benefits :
– Unnecessary inventory eliminated
– Lower inventory carrying cost
– Quality control
– Stores and warehouse not needed
– Prevent overproduction
 JIT – Major Components

• Kanban system
• Production smoothing
• Shortening setup time
• Standardization of operations
• Machine layout and multi-function workers
• Improvement activities and suggestion system
• Visual control system
• Functional management system
 JIT – Kanban System

• What it is..
• Type and quantity of units needed are written on a tag-like card called
“Kanban”
• Sent from one workstation to preceeding workstation
• Connecting process; information system
• Better control of production
(what type of waste is eliminated?)
 JIT – Kanban System

• Types
• Withdrawal Kanban
• Production-ordering Kanban
• Circulates within factory and with suppliers
• Allow adapting to changing demands
• Withdrawal/productions in lots of small quantities (vs. large batch)
• Changing demands overcome by overtime or process improvements
 JIT – Kanban System

• Example
• A manufacturing process producing 100 engines/day
• Subsequent process requests 5 engines per lot to be withdrawn using the
withdrawal kanban
• Equivalent to picking up 20 times/day (and producing 20 times in one day)
 JIT – Kanban System

• Example – 10% decrease in demands

• Final process withdraws only 18 times
• Preceeding process only produces 18 times 5 (=90) engines, and STOPS
production
• System saves unnecessary production of 10 units
• Example – 10% increase in demands?
• Risk of variations in demands are met with
• Improvement
• Overtime
 JIT – Production Smoothing

• Avoid mura (inconsistency)

• Reflect real customer demands
• Example
• 10,000 cars needed/month
• 5000 sedans, 2500 hardtops, 2500 wagons
• 20 days/month
• 8 hours/day
• Production schedule?
 JIT – Production Smoothing

• Example
• Production schedule (daily)
• 250 sedans, 125 hardtops, 125 wagons
• Production smoothing (of the quantity)
 JIT – Production Smoothing

• Example
• Determining order of production
• Takt time = 480/500 = 57.5s
• Sedan’s cycle time = 480/250 = 1min 55s
• (max time allowed to produce a sedan)
• Compare this cycle time vs. Takt time
• Remaining time available (=58s); can produce one car
• Thus, produce “sedan,..., sedan,..., sedan”
 JIT – Production Smoothing

• Example
• Determining order of production
• Hardtop or Wagon cycle time = 480/125 = 3min 50s
• (max time for producing Hardtop or Wagon)
• Compare with takt time
• Remaining time = 2min 53s
• Three cars can be produced within this remaining time
• Produce “Hardtop, ..., ..., ..., Hardtop, ...”
• Same order for the Wagon
 JIT – Production Smoothing

• Example
• Production order becomes...
• “Sedan, hardtop, sedan, wagon, sedan, hardtop, ...”
• Smoothing of the model
 JIT – Production Smoothing

• Issues
• Production smoothing usually achieved by mass production, and thus, specific
(large) machines
• Smoothing a large variety of models requires general-purpose machines
• Need for small batch (or lot) size; ideally, “one-piece production”
• Assignment: Find out what “production smoothing” really is.
 JIT – Shortening Setup Time

• Common sense
• Producing in a large lot size
• Minimal cost (per piece)
• Because of long setup times (status quo)
• WIP inventory is allowed
• Using TPS
• Reduce inventory (it is muda)
• Shorten setup times (hours to minutes)
 JIT – Layout Redesign

• Conventional system
• Machines in a serial layout
• One worker one machine
 JIT – Layout Redesign

• Toyota
• One worker operating three (or more) machines
• Multi-function worker
• One-piece production (according to takt)
• Results
• Shorten product lead time
• Eliminate unnecessary inventory
• Improved morale (feeling part of the process)
• Improved knowledge and teamwork
 JIT – Standardization of Operations

• Why do we need standards?

• Two types of standard operations
• Standard operations routine sheet
• Similar to a man-machine chart
• Standard operation sheet
• Indicate cycle time, standard quantity of the WIP
JIT – Standardization of Operations

• Standard Operations Routine Sheet

 Jidoka

• Jidoka as one important pillar

– NOT automation
– Autonomous check of abnormality in the process
– Prevents mass production of defective parts
– Use automatic stopping device (usually designed
by workers)
– Pokayoke
• Visible control system
Toyota Production System (TPS)
TPS ~ Lean manufacturing
Toyota Production System (TPS)
 Lean in Small Corporation

• Lean is a production system with four factors :

– sales, production and inventory management
– total organizational buy-in
– total quality management
– lean manufacturing techniques
Sales, production & inventory management

• There are several technique :

– PQR analysis - Capacity Planning
– Forecasting - Standard WIP
– Production smoothing - Inventory Turns
– Kanban - Product Information
– Supermarket - Delivery Performance
– Visual pull signal
 Total organizational buy-in

• There are several technique :

– Vision - Morale
– Action Plan - Communications
– Policy deployment - Lean Training
– Enfranchisement - Change Management
– Performance-based pay - Work Safety
– Skills training - Profitability
– Continuous improvement culture - Team Building
– Kaizen promotion office - Effective leadership
 Total quality management

• There are several technique :

– Statistical Process Control - Problem-solving tools
– Best practices - Supplier Quality
– Poka Yoke - Information flow
– Waste reduction - First pass quality
– 5S - Prevention vs detection
– ISO 9000 structure - Quality assurance
 Lean Manufacturing Techniques

• There are several technique :

– Value Stream Mapping
– Takt time
– One piece flow
– Pull system
– Single minute exchange dies (SMED)
– Overall equipment effectiveness (OEE)
– Productivity
– Facility layout
 Lean Manufacturing Techniques

• There are several technique :

– standard work
– Jidoka
– Machine reliability
– Total productive maintenance (TPM)
– Value added ratio
– Line balancing
– Handling reduction
– Right sized equipment
 Lean Operations

• Benefits of lean
• Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Shorter lead time
• Increased productivity
• Greater flexibility
• Better relationships with suppliers
• Increased capacity
• Better use of human resources
 References

• Abdullah, F. (2003). Lean Manufacturing Tools and Techniques in The Process Industry with a Focus
on Steel. USA : University of Pittsburgh.
• Conner, G. (2004). Lean Manufacturing for the Small Shop. Michigan : Society of Manufacturing
Engineers.
• Dennis, P. (2007). Lean Production Simplified. New York : CRC Press.
• Liker, J. (2006). The Toyota Way: 14 Management Principles from the Great World’s Manufacturer,
McGraw-Hill.
• Monden, Y. (1993). Toyota Production System : An Integrated Approach to Just-inTime. Norcross :
Industrial Engineering and Management Press.
• Ohno, T. (1988). Toyota Production System : Beyond Large Scale Production. Portland :
Productivity Press.
• Womack, J. Jones, D. (2003). Lean Thinking : Banish Waste and Create Wealth in Your Corporation.
New York : Simon & Schuster.
Terimakasih
Heru Darmawan, ST., MT
HP.081284062381
[email protected]
[email protected]