Toyota Production System - PowerPoint by I14TpTUD

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									Toyota Production System
   The Lean Machine
                 Learning
• Listen – Understand – Act
• Experience-Teach Back
• “ What you can do” is more important than “
  what you know”
     Manufacturing Environment
 You Could Sell all that you
          produced
Single item-mass production
 Cost + Profit = Selling Price




          You can not be sure whether what you
                      produce will sell
          High mix, low volume + quick delivery
                                                   Emerging
                Selling Price – Cost= profit
                                                    Markets
                                                  dominated
                                                    by new
                                                    Values
                      Market Growth and Response




          Response to change



C
                                                                Uncompetitiveness
h
a
n   Competitiveness
                                                   Status quo
g
e
                                Market Change




                               Time
    Challenges of Manufacturing
•    Selling Price – Cost = Profit
•    Cost = Value Addition + Waste
•    What Does the customer pay for
•    Time is Money
     – Order time to Dispatch time = D
     – Production Time = P
     – D=P
            Total “Waste” Elimination
• Wastes (Muda)
    – T-Transportation
    –   I-Inventory
    –   M-Motion
    –   W-Waiting
    –   O-Over Production
    –   O-Over Processing
    –   D-Defect
   – S-Staff resource
• The eye for seeing waste does not see flowers, it sees
  roots.

• As a person incharge of the worksite what measures will you take to
  eliminate /reduce waste
 Elements of TPS – Waste Elimination
• JIDOKO ( Autonomation)
  – Quality must be built in during the manufacturing
    process




• JUST-IN-TIME
  – Making only "what is needed, when it is needed,
    and in the amount needed!“
              Lean Machine
• Production Time – 30 min, switch time 30 min
• One time production produces one month
  inventory
• Full capacity of the automated line used, even
  if workers worked overtime there is shortage
  of products
• 5 workers are allocated on the line; filling
  capacity 100/min
                  After Lean
•   Daily no of production items :8
•   Daily production qty: 12,000-15000
•   Production Lot : 100-5000
•   Product cycle : 1.5 Month
•   Every mondy, 2 new products come in
•   Cost of the in house made machine-2 MY
          SMED
                                Large Variety Small Volume


•   Distinguish Internal and External Setup
•   Covert Internal to external setup
•   Improve functional clamps
•   Eliminate Adjustment
                       Toyota           USA                Sweden    Germany

    Stamping m/c die   9 min            6 Hrs              4 Hrs     4 Hrs
    change
    No Changes         1.5/Shift        1 in less than 2   -         1 in 2 days
                                        shift
    Lot Size           1 day            10 days            1 month   -

    Stokes/Hr          500-550          300                -         -
Rotating Profile Templates
                             The U-Shaped Washer



                                                   Pear-Shaped Holes for Clamping


                                                   Clamping holes




      Spring Stops
                             Kanban
• The more inventory a company has… the less
  likely they will have what they need – Taiichi
  Ohno
• Control of excess production is a scheduling
  system that tells you what to produce, when to
  produce it, and how much to produce. And
  where to deliver.

      Inventory turn ratio

      Toyota          A-Japan   B-USA   C-USA

      63              13        6       6
Poka Yoke
Visual Control
            Why-Why Analysis
• Start with question ,”Why?” in Improving the
  workplace.

• People as well as companies tend to become
  controlled by customs and experiences as they
  grow old ( become obstinate)
• They some times without investigating the true
  causes, rely on experience, intuitions, nerve and
  inspiration so as to perhaps avoid tiresome
  business
    Why-Why
• Use Concise expressions ( Short and brief)
• Continue repeating the question, “Why?” until
  recurrence prevention measures are obtained
• Note ones that are considered abnormal(
  Deviations from normal conditions)
• Avoid investigating causes of psychological
  problems
• Avoid using the term “bad”
• Eliminate logical thinking which are not rational
  to practical problems
• Avoid short cuts
                   TPS Tools
•   SMED
•   Kanban System
•   Five Why’s
•   Wastes Elimination
•   Kaizen
•   5S
•   Machine Layout & Multi-function Worker
•   Poka- yoke
•   Visual Controls
•   Elimination of Breakdowns
•   Leveling and Nagara System
          Use Mind over Money
• Problems of improvements that spend money
  – Improvement that you can do by spending money is
    equally possible for your competitor
  – Improvement that took money makes further
    improvement difficult
  – Company that easily spends money prevents the
    employees from thinking
     • Stifles their inventivesness

     Enhancement of competitiveness
            do what your competitors cannot do
              The Toyota DNA
• All work shall be as to content, sequence, timing
  and outcome
• Every customer-supplier connection must be
  direct and there must be an unambiguous yes-or
  no way to send requests and receive response.
• The pathway of every product and service must
  be simple and direct
• Any improvement must be made in accordance
  with scientific method, under the guidance of a
  teacher, at lowest possible level in the
  organization
• The end of the workshop is to commence your
  work
• Shu, Ha, Ri
  – Shu: Master Basics
  – Ha: Add knowledge to what you have learned to
    apply it to your work(Construct logic,
    improvement)
  – Ri: Interact with others to rebuild the logic to
    outweigh yourself(Innovation)
  Continuing effort is power

								
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