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    Toyota Production System

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    Mohit Sharma
    This document discusses lean management techniques including Toyota Production System principles. It covers topics like kaizen, poka-yoke, value stream mapping, kanban, and the elimination of waste. The key aspects of Toyota Production System are just-in-time production to reduce lead times and costs, continuous improvement, and emphasizing people over automation. Kanban is used as a pull system to signal demand and authorize movement of parts through production.

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    Toyota Production System

    Uploaded by

    Mohit Sharma
    347 views33 pages
    This document discusses lean management techniques including Toyota Production System principles. It covers topics like kaizen, poka-yoke, value stream mapping, kanban, and the elimination of waste. The key aspects of Toyota Production System are just-in-time production to reduce lead times and costs, continuous improvement, and emphasizing people over automation. Kanban is used as a pull system to signal demand and authorize movement of parts through production.

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    This document discusses lean management techniques including Toyota Production System principles. It covers topics like kaizen, poka-yoke, value stream mapping, kanban, and the elimination of waste. The key aspects of Toyota Production System are just-in-time production to reduce lead times and costs, continuous improvement, and emphasizing people over automation. Kanban is used as a pull system to signal demand and authorize movement of parts through production.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    347 views33 pages

    Toyota Production System

    Uploaded by

    Mohit Sharma
    This document discusses lean management techniques including Toyota Production System principles. It covers topics like kaizen, poka-yoke, value stream mapping, kanban, and the elimination of waste. The key aspects of Toyota Production System are just-in-time production to reduce lead times and costs, continuous improvement, and emphasizing people over automation. Kanban is used as a pull system to signal demand and authorize movement of parts through production.

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    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
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    Lean Management

    Prof. Vivek Kumar FIIB

    Production Optimization Techniques


     Kaizen  Poka-Yoke  Lean Manufacturing  Kanban

    Production Management

    Production Management : Managing production of product in cost effective manner meeting customer needs and organizational objectives.

    Toyota Production System


     Philosophy of complete elimination of waste, imbibing all aspects of production to get most efficient output.  It is integrated socio-technical system  Based on the concepts of  Jidoka Automation with a human touch  Just in Time Production as per demand

    Toyota Production System


     Developed by Toyota founders and the engineer Ohno along with Deming and Juran  Reduces lead time and cost with improvement in quality  Diversification and risk reduction strategy  Emphasis on human strength and ergonomics rather than process automation  Continuous experimentation and measurement strategy

    Production The Toyota Way


     Long term philosophy (Ford and Shingo)  Right process to produce right results with involvement of everyone  Value addition by developing people and partners (organizational commitments)  Continuously solving root problems through education and training and job empowerment

    Innovation for Competitive Advantage


     Individual innovation  Motivation  Technology application  Creativity  Analysis and application of results  Innovation teams  Innovation Organization

    Human Development Strategy


     Human Assets Management  Selection and Recruitment as per QR  Training Cultural & Job Specific  Motivation Monetary & Recognition  Job Description / Empowerment / Ownership  Synergy at work

    Kaizen
    Everyday and in every way, we should get better and better - Tiger Woods Do the right thing right, the first time and every time - Dr. Deming Hence, Kaizen (Continuous improvement should be the way of doing business)

    Developing Kaizen Culture


     Management oriented improvement projects and resource allocations  Group oriented method and process design and monitoring systems  Individual oriented job description, job empowerment and job ownership

    Purpose of Kaizen
     Customer satisfaction i.e. right product, at right place, at right time, at right cost  Supplier relations vendor partnership, base rationalization and constant evaluation  Getting workers acceptance and overcoming their resistance to change  Waste elimination

    Kaizen Components
     Perceptiveness problem identification  Idea development brain storming by focused team to develop innovative ideas (Quality Circles)  Decision implementation and effect developing alternate solutions with their costing and implementation of Appears to be the best solution. Evaluation of effect on the process such as flexibility, cost and safety as prime parameters

    Kaizen Tools
     Five S methodology (house keeping)  Suggestion system & PDCA cycle  Kanban system  Poka Yoke  TPM  SMED  TAKT time analysis

    Value Stream Mapping


    A lean technique for analysis of flow of materials and information, currently required to bring a product or service to a customer It is also called Material and Information Flow Mapping at Toyota Commonly used in Lean environment to identify opportunities for improvement in lead time It can be used in logistics, SC or any service

    VSM Implementation
     Identify target product or service  Draw a current state value stream map, showing current steps, delays and information flow for product delivery  It can be a production flow or design flow  Assess the current state value stream map for eliminating waste  Draw a future state value stream map and implement the decided course of action

    Poka - Yoke
    A Japanese word for Prevention of Inadvertent errors The basic principle of poka-yoke is prevention of defects, rather than eliminating them It is a zero defect control program Mistakes can result from forgetfulness, misunderstanding, errors in identification, lack of skill, absent mindedness, lack of standards or equipment malfunctions

    Poka - Yoke
    Increase in Productivity and Quality

     An approach for mistake proofing processes using methods to avoid simple human errors  With fewer or no mistakes, more units are available for use/sales  The time consumed on products is less due to standard method of work, hence, higher productivity  With mistakes reduction, quality improves

    Implementation of Poka - Yoke


     Use check lists for operations and design sequences  Brain storm for all possible sources of errors and cater for their elimination during design/production  Use limit switches/warning lights for mistake identification  Use of computer based technology to minimize mistakes

    Various methods for Poka - Yoke


     Check lists  BPR  Color code for easy identification  JIT Kanban system  Templates for product differentiation  Optical scanners and bar codes  Distinct packaging  Guide notches for correct matching etc

    Identification of Losses/Wastes
     Losses due to over production  Losses due to waiting (including WIP)  Losses due to transportation  Losses due to inventory  Losses due to poor processing  Losses due to bad design/improper motion  Losses due to defective production

    Elimination of Losses
     Focused factory networks  Group technology  Quality at the source  JIT production/delivery  Uniform plant loading and minimum set up time  Kanban production control system  Optimal use of all resources

    Lean Production (Lean Factory)


    Concept of JIT developed by Japanese

     Little JIT  Production Scheduling and inventory


    management  Production just when needed  Materials just when required for next stage

     Big JIT  Full range of organizational & operational


    improvements

    Principles of Lean Production


     Only one type of product with demand constant and firm  All resources for production available  Quality materials delivered just when needed  Processing time and sequence of operations for one unit is fixed and known  Machines well maintained and employees committed  Avoid waste of time, investment and ideal workers

    Accomplishment of Lean Production


     Design flow processes  Establish quality control systems  Stabilize schedules and material flow  Vendor partnerships with reduced lead time  Reduced inventories  Improved product design continuously (standardization, high volume, discrete units and automation)

    Kanban
    Meaning of Kanban It is a card or a sign through which we develop a scheduling system for communicating the demand to the delivery system. It replaces all written work orders, move tickets and routing sheets It authorizes movement of parts/materials through the production system, hence a physical control

    Kanban

    Part Number & Name

    Proceed ing Process A12 Subsequ ent Process B6

    Part Number Part Name Stock Location Container Capacity

    Process A 12

    Box capacity 20

    Box Type B

    Issue No. 4 of 8

    Withdrawal Kanban

    Production Kanban

    Kanban on Shopfloor

    Input Area

    Work Station A

    Output Area

    Input Area

    Work Station B

    Output Area

    Pull and Push System


    Pull System
    1
    IN

    A
    OUT

    13

    12

    11

    10

    Mizusumashi
     JIT uses Kanban and Mizusumashi system  It is fixed, course pickup production when needed  Workers move between assembly lines and storage and bring the material to the line. Such workers are called Mizusumashi  System was used in 1950s for raw materials and components between the factories

    Mizusumashi
     Manual movement to the shop floor as per WIP, through human carts/hands  Simulation can be tried for development design  Heuristic approach to work out minimum number of containers  Present system is AGV and Conveyors among processes and storages  Periodic review

    Mizusumashi
     Parts are kept in the containers for handling / counting  Mizusumashi picks up only empty containers, goes to the storage area and fills up the empty containers. Then supply these containers to the work place  Worker (Technician) goes to the staging area to wait until the next review

    Electronic Kanban between mill locations


    In the present day set up, electronic Kanban signaling is utilized between, division plant location instead of manual Kanban system. This has been developed to be compatible with the present ERP system, hence implementation can be done in conjunction with installation of ERP system, across various locations. A system has been created as a stepping stone to the future ERP Kanban functionality.

    The Essence

    JOYCE BROTHERS

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