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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
Jidoka
Control by teamwork
Small lot size Short setup time Multifunctional worker Job finishing within cycle time
Goal of TPS
Why? Cost Reduction Is the Cost Reduction Is the Goal There are two ways to increase Goal efficiency: 1) increase production quantity or 2) reduce the number of workersTaiichi In the short Ohno.
Over time, lower costs, higher quality, and faster development & production times will increase sales.
More R & D
Growth
through acquisitions or diversification Higher investment in training and equipment Greater profitability, which rewards shareholders, including employees
Options give the company the means to survive on its own terms, even in slow Back economic times, and grow as the
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), RootCause Analysis (5-whys?) and Fool-proofing (Poka-Yoke). Cross-Trained Workers. Just-In-Time Production.
A Lean Paradox
Reducing costs means reducing people, but if you Reducing costs means reducing people, but if you eliminate people as a result of improvement, you will eliminate people as a result of improvement, you will get no more improvement. get noToyotaimprovement. The more Production System clearly reveals excess manpower
Resolve how to maintain mutual trust while reducing people
Managements 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.
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?)
Leveled Production (Heijunka) Stable and Standardized Processes Visual Management Toyota Way Philosophy
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
Types Of Kanbans
1.
Kanbans are classified as follows Primary Kanban : travels from one stage to another among main manufacturing cells- withdrawal Kanban(conveyor kanban), production Kanban Supply Kanban: travels from a warehouse or storage facility to a manufacturing facility
2.
3.
4.
Procurement Kanban: travels from outside of a company to the receiving area Subcontract Kanban : travels between subcontracting units Auxiliary Kanban : the form of an express Kanban, emergency Kanban, or a
5.
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
Kanban Functions
The key objective of a Kanban system: 1. To deliver the material just-in-time to the manufacturing workstations 2. To pass information to the preceding stage as to what and how much to produce Following functions 1. Visibility Function : the information and material flow are combined together 2. Production Function : indicates the time, quantity, and part types to be produced 3. Inventory Function : # of Kanbans = # of inventory
Basic Kanban Rulesa Kanban only when the lot it represents is Rule 1: Move
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.
Dual Kanbans
P W P
X X X X X
Process A
Process B
W P
Inbound Stockpoint
Outbound Stockpoint
Move Cards
Production Cards
Move Cards
Production Cards
Where
N = number of kanbans or containers d = average demand over some time period L = lead time to produce parts S = safety stock C = container size
KANBAN SAMPLE
LINE SIDE ADDRESS FOR PARTS STORAGE. BASED ON THIS ADDRESS, THE PARTS ARE DELIVERED TO THE USAGE AREA.
COLOUR GIVEN FOR EACH PROCESS LINE FOR EASY DELIVERY OF PARTS FROM PC ZONE TO LINE.
PARTS DESTINATION SUPPLIER TG KIRLOSKAR SUPPLIER CODE FOR EASY SUPPLIER IDENTIFICATION TKM
T004-A
GLOVE COMPARTMENT
PART NAME
LOCATION CODE : T2R-2 PART NUMBER 55581- 0B010- 00 SEQ NO. 1 Dock 01 PARTS RECEIPT AREA. WE HAVE TWO RECEIPT AREAS DOCK 01 AND DOCK 02.
516
PART ID NO. THIS NUMBER IS USED INSTEAD OF 10 DIGIT PART NUMBER FOR EASY IDENTIFICATION AMONG PRODUCTION, SUPPLIER AND PARTS GROUP
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 worldwide especially those of the
Bibliography
www.icaen.uiowa.edu/ie166/Private/Lect ure/ch8-Kanban.pdf www.ie.bilkent.edu.tr/akturk/ie561/gokha n2 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,
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