Toyota Production System The Lean Machine

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Toyota Production SystemThe Lean Machine
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Learning

• Listen Understand Act
• Experience-Teach Back
• What you can do is more important than what
  you know

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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 Selling Price Cost profit
Emerging Markets dominated by new Values
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Market Growth and Response
Response to change
Change
Uncompetitiveness
Competitiveness
Status quo
Market Change
Time
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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
• DP

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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

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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!

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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

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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

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SMED
Large Variety Small Volume

• Distinguish Internal and External Setup
• Covert Internal to external setup
• Improve functional clamps
• Eliminate Adjustment

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Rotating Profile Templates
The U-Shaped Washer
Pear-Shaped Holes for Clamping
Spring Stops
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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.

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Poka Yoke
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Visual Control
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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

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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

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TPS Tools

• SMED
• Kanban System
• Five Whys
• Wastes Elimination
• Kaizen
• 5S
• Machine Layout Multi-function Worker
• Poka- yoke
• Visual Controls
• Elimination of Breakdowns
• Leveling and Nagara System

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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

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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

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• 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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