toyota production system
TRANSCRIPT
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
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
Toyota Production System
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
Production – The Toyota Way
Individual innovation
Motivation
Technology application
Creativity
Analysis and application of results
Innovation for Competitive Advantage
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
“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)
Kaizen
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
Developing Kaizen Culture
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
Purpose of Kaizen
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 Components
Five “S” methodology (house keeping)
Suggestion system & PDCA cycle
Kanban system
Poka – Yoke
TPM
SMED
TAKT time analysis
Kaizen Tools
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
Value Stream Mapping
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
VSM Implementation
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
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
Implementation of 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
Various methods for Poka - Yoke
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
Identification of Losses/Wastes
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
Elimination of Losses
Concept of JIT developed by Japanese
Little JIT
Production Scheduling and inventory management
Production just when needed
Materials just when required for next stage
Lean Production (Lean Factory)
Big JIT
Full range of organizational & operational improvements
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
Principles of Lean Production
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)
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
Kanban
Part Number & Name Proceeding
Process A12
Box capacity
Box Type
Issue No.
Subsequent
Process B 620 B 4 of 8
Part NumberPart Name
Process A 12
Stock Location
Container Capacity
Withdrawal Kanban Production Kanban
Kanban on Shopfloor
Input Area
Work Station
A
Output Area
Input Area
Work Station
B
Output Area
Pull System
Pull and Push System
A B
IN
OUT
1 2 3 4 5 6
7
8910111213
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 1950’s 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.
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