toyota production system
DESCRIPTION
THIS PPT FILE GIVES A SNAP SHOT OF THE TOYOTA PRODUCTION SYSTEM.. IT WAS PREPARED BY ME FOR MY COLG PRESENTATION..TRANSCRIPT
Toyota Production System
& Dual Kanban System
Irfan Kazi & Naresh S
Toyota Production System Toyota production system was developed &
promoted by TMC. The main purpose of TPS is to eliminate waste
through continuous improvement activities.
Profit through cost reduction Elimination of over production Quality control , Quality assurance , Respect
for humanity
Cost ReductionIncrease of capital
turnover ratio
Elimination of Waste
Productionmethods
Information system
Control byteamwork
Automatic stop device
•Small lot size•Short setup time•Multifunctional worker•Job finishing within cycle time
Kanban
Continuous flow of Production
Just-in time production Jidoka
Toyota Production System
Manufacturing as a
Competitive Weapon
There are two ways to increase efficiency: 1) increase production quantity or 2) reduce the number of workers—Taiichi Ohno.
Over time, lower costs, higher quality, and faster development & production times will increase sales.
•Reduce people at all levels in the organization
“Cost Reduction Is the Goal”
“Cost Reduction Is the Goal”
In the short term, you
may need to
Goal of TPS
Why?
Main Features of TPS
Greater Product Variety
Fast Response (Flexibility)
“Stable” Production Schedules
Supply Chain Integration
Demand Management
Elements of TPS
The SMED Program.
Highlight Problems (Jidoka).
Gradual Elimination of Waste. Continuous Improvement (Kaizen), Root-Cause
Analysis (5-whys?) and Fool-proofing (Poka-Yoke).
Cross-Trained Workers.
Just-In-Time Production.
Stable Production Schedules (Heijunka)
A Lean Paradox
•Resolve how to maintain mutual trust while reducing people
Reducing costs means reducing people, but if you eliminate people as a result of improvement, you will
get no more improvement.
Reducing costs means reducing people, but if you eliminate people as a result of improvement, you will
get no more improvement.The Toyota Production System clearly reveals excess manpower…
Management’s responsibility is to identify excess manpower and utilize it effectively.
Hiring people when business is good and production high just to lay them off is a bad practice.
On the other hand, eliminating wasteful and meaningless jobs enhances the value of work for workers.
Taiichi Ohno.
Develop A Lean Strategy
•Create a sense of urgency
•Throughout the enterprise, sell lean/TPS as the solution
•Hire a sensei & retain design talent
•Establish targets
•Resolve how to maintain mutual trust while reducing people
•Give preliminary thought to supplier issues
•Consider the competitive environment
Manufacturing as a Competiti
ve Weapon
Design The Manufacturing System
•Identify the customer base and product range
•Identify takt time & its range
•Apply axiomatic design to create the basic factory system
•Eliminate non-essential infrastructure and layers above the factory floor
Establish Establish Flow Flow
Within Within CellsCells
Establish Establish Flow Flow
Within Within CellsCells
•Form cells based on takt time
•Define standard work content for each operation to be < takt time
•Separate worker from machine (jidoka)
•Develop quick setups & standard WIP (SMED)
•Standardize operations
•Form cells based on takt time
•Define standard work content for each operation to be < takt time
•Separate worker from machine (jidoka)
•Develop quick setups & standard WIP (SMED)
•Standardize operations
Establish Establish Pull Pull
Between Between CellsCells
Establish Establish Pull Pull
Between Between CellsCells
•Design an information system to produce only the products required by the downstream cells
•Incorporate takt time to drive flows
•Institute leveled production (heijunka)
•Use visual control systems
•Implement total productive maintenance
Strive For Perfection
•Institute kaizen & institutionalize 5Ss throughout organization
•Transfer ownership of all processes to work force
•Push lean down to suppliers
•Integrate product development
•Reduce people at all levels in the organization
All activities must support the goal of “shortening the time it takes to convert customer orders into
deliveries.” Toyota Motor Corporation, 1992
All activities must support the goal of “shortening the time it takes to convert customer orders into
deliveries.” Toyota Motor Corporation, 1992
•Apply flexible Apply flexible designs to designs to create the create the basic factory basic factory systemsystem
Implementing the TPS
The Toyota Production System
Just-In-Time“Right part, right amount,
right time”
Jidoka(In-station quality)
“Make Problems Visible”
Leveled Production (Heijunka)
Stable and Standardized Processes
• Takt time planning• Continuous flow• Pull system• Quick changeover• Integrated logistics
• Automatic stops• Andon• Person-machine
separation• Error proofing• In-station quality
control • Solve root cause of
problems (5 Why?)
Waste Reduction• Gemba Kaizen• 5 Why’s
• Eyes for Waste• Problem Solving
People & Teamwork• Selection• Common Goals
• Rigid decision making• Cross-trained
Continuous Improvement
Visual Management
Toyota Way Philosophy
Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Moralethrough shortening the production flow by eliminating waste
DUAL KANBAN SYSTEM
KANBAN IS THE MAIN TOOL FOR
OPERATING ON JUST IN TIME
Kanban System
The pull system means that materials are drawn or sent for by the users of the material as needed. [Monden]
The Kanban system is an information system that harmoniously controls the production of the necessary products in the necessary quantities at the necessary time in every process of a factory and also among companies, which is known as the JIT production. [Monden]
A Kanban is a tool to achieve JIT production. It is simply a card which is usually put in a rectangular vinyl envelope. [Monden]
Types Of Kanbans Kanbans are classified as follows
1. Primary Kanban : travels from one stage to another among main manufacturing cells- “withdrawal Kanban”(conveyor kanban), “production Kanban”
2. Supply Kanban: travels from a warehouse or storage facility to a manufacturing facility
3. Procurement Kanban:travels from outside of a company to the receiving area
4. Subcontract Kanban :travels between subcontracting units
5. Auxiliary Kanban :the form of an express Kanban, emergency Kanban, or a Kanban for a specific application
Operations Principles
Level production (balance the schedule) Avoid complex information and hierarchical
control systems on a factory floor Do not withdraw parts without a kanban Withdraw only the parts needed at each
stage Do not send defective parts to the
succeeding stages Produce the exact quantity of parts
withdrawn
The key objective of a Kanban system:1. To deliver the material just-in-time to the
manufacturing workstations2. To pass information to the preceding stage as
to what and how much to produce
Following functions1. Visibility Function : the information and material flow are combined together2. Production Function : indicates the time, quantity, and part types to be produced3. Inventory Function : # of Kanbans = # of inventory
Kanban Functions
Rule 1: Move a Kanban only when the lot it represents is consumed.
Rule 2: No withdrawal of parts without a Kanban is allowed.
Rule 3: The number of parts issued to the subsequent process must be the exact number specified by the Kanban.
Rule 4: A Kanban should always be attached to the physical parts.
Rule 5: The preceding process should always produce parts in the quantities with drawn by the subsequent process.
Rule 6: Defective parts should never be conveyed to the subsequent process.
Rule 7: Process the Kanbans at every work centre in the order in which they arrive at the work centre.
Basic Kanban Rules
Dual Kanban System
Each kanban is physically attached to a container
Dual Kanbans
ProcessA
ProcessB X
P
W Container with withdrawal kanban
Container with production kanban
PWP
XXX
X X
Flow of work
Flow of kanban
XXXX
Production Cards
Production Cards
Move Cards
Move Cards
Move Card
Production Card
Outbound Stockpoint
Inbound Stockpoint
Dual Kanban System
Determining Number Of Kanbans
WhereN = number of kanbans or containersd = average demand over some time periodL = lead time to produce partsS = safety stockC = container size
No. of kanbans = mand during lead time + safety stock
container sizeaverage de
NdL S
C
TKM
GLOVE COMPARTMENT
SUPPLIER TG KIRLOSKAR
T004-A
PROCESS CODE : ASSEMBLY
55581- 0B010- 00QTY/BOX 10
PACKING CODE : PB10123
Dock 01
LOCATION CODE :T2R-2
516 SEQ NO. 1
KEY CODE :1234567890
KANBAN SAMPLE
PART NAME
NAME OF SUPPLIER FROMWHERE THE PARTS WILL BE
PARTS
DESTINATION
SUPPLIER CODEFOR EASY
SUPPLIER
IDENTIFICATION
LINE SIDE ADDRESS FORPARTS STORAGE. BASED ON
THIS ADDRESS, THE PARTSARE DELIVERED TO THE
USAGE AREA.
PART NUMBER
PARTS RECEIPT AREA.WE HAVE TWO
RECEIPT AREAS –DOCK 01 AND DOCK 02.
MINIMUM
ORDER LOT
PARTS PACKING
STYLEPART ID NO. THIS NUMBER IS USED INSTEAD
OF 10 DIGIT PART NUMBER FOR EASY
IDENTIFICATION AMONG PRODUCTION,SUPPLIER AND PARTS GROUP
COLOUR GIVEN FOREACH PROCESS LINE
FOR EASY DELIVERY OFPARTS FROM PC ZONE
TO LINE.
PARTS USAGE
PROCESS NAME
Conclusion
Toyota production system has been created from actual practices in the
factories of Toyota, it has a strong feature of emphasising practical effects, and
actual practice and implication over theoretical analysis. This system can play a great role in the task of improving the
constituents of the companies world-wide especially those of the automobile
industry.
Bibliography
www.icaen.uiowa.edu/ie166/Private/Lecture/ch8-Kanban.pdf
www.ie.bilkent.edu.tr/akturk/ie561/gokhan2 www.toyota.co.jp Yasuhiro Monden, Toyota Production System,
2nd edition, IEM Press, Georgia, 1991 Vollmann, Berry, Whybark, Manufacturing
Planning & Control System, 4th edition, Irwin McGraw-Hill, 1997
Thank You