Sie sind auf Seite 1von 5

Toyota: Background

Toyota Motor Company was founded in 1937 by the


Toyoda family.

Lean Production

Business was relatively unsuccessful until Eiji


Toyoda introduced the Toyota Production System
after studying Fords Rouge plant in Detroit in 1950.

Gestione Strategica
delle Organizzazioni
Prof. Moreno Muffatto
2014-2015

Context

The production executive, Taiichi Ohno,


successfully helped Toyoda improve his company
using this new production method and mode of
thinking.

Country Differences

Cultural
Company as a community: lifetime employment,
access to company facilities, seniority-based wages
as a return, employees must be more flexible and
actively promote interests of company
Implications: labor = Fixed cost

Western careers vs. Japanese community


Focus on long-term growth as opposed to short-term
profits
More interpersonal relationships with employees,
suppliers, and customers

Economic
Postwar conditions put Japan into a country lacking
significant capital, so that Japan had to rely mostly on
producing its own technology.

Sistema di Produzione Toyota (SPT)


Obiettivo: ridurre i costi di produzione

1.

2.

3.
4.

Principi chiave:
Just in Time (JIT) = produrre i pezzi nella quantit
necessaria al momento giusto
Jidoka = controllo automatico e autonomo dei difetti di
produzione
Shojinka = manodopera flessibile
Soikofu = creativit

Maggiore
consapevolezza
di problemi e cause

Just in Time (JIT)

Riduzione
delle scorte

Obiettivo: adeguare la produzione alla domanda


giornaliera
Aumento della variet giornaliera > riduzione del lead
time di produzione
Livellamento della produzione

Riduzione
Dimensione
Lotti

Minori scorte
nel sistema

Produzione JIT

Minori costi
relativi
alle scorte

Controllo
qualit

Produzione
regolare

Minor numero
di ore per
rilavorazioni

Minor spreco
di materiale

Maggiore produttivit e risposta al mercato pi rapida

Principles

Lean production

less time, inventory, space, labor, and money

eliminating waste, simplifying procedures and


speeding up production.

Toyota was able to greatly reduce lead-time and


cost using the TPS (Toyota Production System),
while improving quality at the same time

Base your management decisions on a long-term


philosophy, even at the expense of short-term financial
goals.
Create a continuous process flow to bring problems to
the surface.
Use "pull" systems to avoid overproduction.
Build a culture of stopping to fix problems, to get quality
right the first time.
Standardized tasks and processes are the foundation for
continuous improvement and employee empowerment.

Traditional Push Manufacturing Company

Lean Production

Forecast Sales

Make Sales from


Finished Goods
Inventory

Order components

Store
Inventory

Store Inventory

Produce goods in
anticipation of Sales

Customer places
an order

Create Production
Order

Generate component
requirements

Goods delivered
when needed

Production begins
as parts arrive

Components
are ordered

Inventory Hides Problems Just as Water in a


Lake Hides Rocks

Streamlined Production
Traditional Flow
Production Process
(stream of water)

Inventory level

Suppliers
Flow with JIT

Inventory level

Customers
Inventory (stagnant
ponds)

Suppliers

Material
(water in
stream)

Scrap
Setup
time

Process
downtime
Quality
problems

Scrap

Late
deliveries

Setup
time

Process
downtime
Quality
problems

Late
deliveries

Customers

Kaizen

philosophy of continual improvement

involving everyone managers and workers

Poka-Yoke

Management has two major components:


maintenance
improvement

Kanban

to achieve Just-in-time

pulls just the number and type of components


the process requires

defect warning system

make it impossible to make mistakes

initial term was baka-yoke, which means foolproofing

improve quality and reliability

can eliminate both human and mechanical errors

Jidoka

Jidoka involves the automatic detection of errors or


defects during production

helps to detect a problem earlier and avoids the spread


of bad practices

physical card or other devices

The Seven Wastes

Jidoka

meaning automation with a human touch


quality control process

Wastes
Overproducing

Unnecessary production to maintain high utilizations

Waiting

Excess idle machine & operator & inventory wait


time

Transportation

Excess movement of materials & multiple handling

Over-processing

Non-value adding manufacturing & other activities

Excess Inventory

Storage of excess inventory

Four principles:
1. Detect the abnormality
2. Stop
3. Fix or correct the immediate condition
4. Investigate the root cause and install a
countermeasure

Description

Excess Movement Unnecessary movements of employees


Scrap & Rework

5S Scan
Seiri
(sort)

Goal
A place for
everything and
everything in its
place

Seiton
(set in order)

Cleaning, and
looking for ways to
keep clean and
organized

Seisou
(shine)

Keep only what you


need

Seiketsu
(standardize)
Shisuke
(sustain)

Maintaining and
monitoring the first
three categories

Sticking to the rules

Scrap materials & rework due to poor quality

Eliminate or Correct
Unneeded equipment, tools, furniture;
unneeded items on walls, bulletins; items
blocking aisles or stacked in corners;
unneeded inventory, supplies, parts; safety
hazards
Items not in their correct places; correct
places not obvious; aisles, workstations, &
equipment locations not indicated; items not
put away immediately after use
Floors, walls, stairs, equipment, & surfaces
not lines, clean; cleaning materials not easily
accessible; labels, signs broken or unclean;
other cleaning problems
Necessary information not visible; standards
not known; checklists missing; quantities and
limits not easily recognizable; items cant be
located within 30 seconds
Number of workers without 5S training;
number of daily 5S inspections not performed;
number of personal items not stored; number
of times job aids not available or up-to-date

Suppliers Lean Production Supply Chain


Organized suppliers into functional tiers
First-tier suppliers: worked together in a productdevelopment team
Second-tier: made individual parts
Encouraged cooperation and communication among
first-tier suppliers
In house supply operations turned into a network of
quasi-independent first-tier supplier companies

Supplier Networks
Long-term supplier contracts
Synchronized production
Supplier certification
Mixed loads and frequent deliveries
Precise delivery schedules
Standardized, sequenced delivery
Locating in close proximity to the customer

Suppliers Lean Production Supply Chain


Substantial cross-holdings between Toyota and suppliers, as
well as among suppliers themselves even though each supplier
is an independent company
Cross- sharing of personnel through
Toyota sending personnel to suppliers to compensate for
greater workload
Toyota transferring senior managers to suppliers for top
positions
Developed the just-in-time (JIT) system

Lean Services
Basic elements of lean production
apply equally to services
Most prevalent applications
lean retailing
lean banking
lean health care

Das könnte Ihnen auch gefallen