DISTRIBUSI NORMAL

Philosophy of Toyota
BETTER CARS
AT BETTER PRICES
FOR MORE PEOPLE
SOCIETYS BENEFIT EMPLOYEES BENEFIT
Philosophy
(Long-term Thinking)
People and
Partners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving
(Continuous
Improvement
& Learning)
Continual organizational learning through Kaizen
Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu)
Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
Grow leaders who live the philosophy
Respect, develop, and challenge your
people and teams
Respect, challenge, and help your suppliers
Create process flow to surface problems
Use pull systems to avoid overproduction
Level out the workload (Heijunka)
Stop when there is a quality problem (Jidoka)
Standardize tasks for continuous improvement
Use visual control so no problems are hidden
Use only reliable, thoroughly tested technology
Base management decisions on a
long-term philosophy, even at the
expense of short-term financial goals
4 P Model of The Toyota Way
Philosophy
(Long-term Thinking)
People and
Partners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving
(Continuous
Improvement
& Learning)
Continual organizational learning through Kaizen
Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu)
Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
Grow leaders who live the philosophy
Respect, develop, and challenge your
people and teams
Respect, challenge, and help your suppliers
Create process flow to surface problems
Use pull systems to avoid overproduction
Level out the workload (Heijunka)
Stop when there is a quality problem (Jidoka)
Standardize tasks for continuous improvement
Use visual control so no problems are hidden
Use only reliable, thoroughly tested technology
Base management decisions on a
long-term philosophy, even at the
expense of short-term financial goals
Where Most
Lean
Companies
are
Philosophy
(Long-term Thinking)
People and
Partners
(Respect, Challenge
and Grow Them)
Process
(Eliminate Waste)
Problem
Solving
(Continuous
Improvement
& Learning)
Continual organizational learning through Kaizen
Go see for yourself to thoroughly understand the
situation (Genchi Genbutsu)
Make decisions slowly by consensus, thoroughly
considering all options; implement rapidly
Grow leaders who live the philosophy
Respect, develop, and challenge your
people and teams
Respect, challenge, and help your suppliers
Create process flow to surface problems
Use pull systems to avoid overproduction
Level out the workload (Heijunka)
Stop when there is a quality problem (Jidoka)
Standardize tasks for continuous improvement
Use visual control so no problems are hidden
Use only reliable, thoroughly tested technology
Base management decisions on a
long-term philosophy, even at the
expense of short-term financial goals
Toyotas
Terms
People & Teamwork
Selection
Common Goals
Ringi Decision Making
Cross Trained
Waste Reduction
Genchi Genbutsu
5 Whys
Eyes for Waste
Problem Solving
Toyota Production System House
Continuous Improvement
Creating Flow and PDCA
Evaluate
Results
(Check)
Surface
Problems
(Plan)
Counter
Measures
(Do)
Eliminate
Waste
Create
Flow
(Act)
Three Ms
MURI : overburden
MURA : unevenness
MUDA : waste - non added value
How to deliver ?
4 tons
Capacity : 4 tons
X 6
X 2
?
12 TON
X 3 =
No Muda
No Mura
No Muri
EXAMPLE : ELIMINATION MUDA MURA MURI
?
?
= MURA
= MUDA
= MURI
There are several types of Muda
Increase
Cost
[ Muda of over-production ]
Toyota Leaders View
PEOPLE
Long term Asset > Learned Skills

Machinery Depreciates -> Loses Value

People Appreciates -> Continue to Grow
PHILOSOPHICAL
Technical
Stability
JIT
Jidoke
Kaizen
Heijunka
Management
True North
Tools to Focus
Management Attention
Go and See
Problem Solving
Presentation Skills
Project Management
Supportive Culture
Philosophy / Basic Thinking
Customer First
People are most Important Asset
Kaizen
Go and See -> Focus on Floor
Give feedback to Team Members and Earn Respect
Efficiency Thinking
True (vs. apparent) Condition
Total (vs. Individual) Team Involvement
Supply Chain Need Hierarchy
Learning
Enterprise
Enabling Systems
Clear Expectations
Stable, Reliable Processes
Fair and Honorable Business Relations
Next Level of
Improvement
Stability
Decide and
Announce
Seek Individual
Input, then
Decide and
Announce
Seek Group
Input, then
Decide and
Announce
Group
Consensus,
Management
Approval
Group
Consensus,
With Full
Authority
L
e
v
e
l

o
f

I
n
v
o
l
v
e
m
e
n
t

Time
Alternative Toyota Decision Making Methods
Decision Making is Highly Situational
Philosophy is to seek Maximum Involvement for Each Situation
Myth
What TPS is Not
Myth Vs. Reality
Reality
What TPS Is
A Tangible recipe for Success

A Management Project or Program

A set of Tools for Implementation

A system for Production Floor only

Implementable in a Short or
Mid-term Period
A Consistent way of Thinking

A Total Management Philosophy

Focus on Total Customer Satisfaction

An Environment of Teamwork and
Improvement

A Never-ending Search for a
Better Way

Quality Built in Process

Organized, Disciplined
Workplace

Evolutionary
Motivation Theories & The Toyota Way
Internal Motivation
Theories
Concept
Maslows Need
Hierarchy
Satisfy Lower Level
Needs and Move
Employees up the
Hierarchy toward Self
Actualization.
Toyota Approach
Job Security, Good Pay, Safe Working
Conditions satisfy Lower Level Needs
Culture of Continuous Improvement
supports Growth towards Self
Actualization
Herzbergs Job
Enrichment Theory
Eliminate Dissatisfiers
(Hygiene Factor) and
Design Work to Create
Positive Satisfiers
(Motivators)
5S, Ergonomics Programs, Visual
Management, HR Policies address
Hygiene Factors. Continuous
Improvement, Job Rotation and Build
-in Feedback Support Motivators.
External Motivation
Theories
Taylors Scientific
Management
Scientifically Select,
Design Standardized
Jobs, Train & Reward
with Money Performance
relative to Standards.
All Scientific Management Principles
followed but at the Group Level
rather than Individual Level and
based on Employee Involvement
Behaviour Modifications Reinforce Behaviour on
the spot when the
Behaviour Naturally
Occurs
Continuous flow & andon creates
short-lead times for Rapid Feedback.
Leaders constantly on the floor and
Providing Reinforcement.
Goal Setting Set Specific, Measur-
able, Achieveable
Challenging Goals and
Measure Progress.
Sets Goals that meet these Criteria
Through Hoshin Kanri (Policy
Deployment). Continuous
Measurements relative to Targets.
Concept Toyota Approach
Coercive Vs. Enabling Bureaucracy
Coercive Bureaucracy

Rigid Rule Enforcement
Extensive Written Rules
and Procedures
Hierarchy Controls
Enabling Bureaucracy

Empowered Employees
Rules and Procedures as
Enabling Tools
Hierarchy Supports
Organisational Learning
Autocratic

Top Down Control
Minimum Written Rules
and Procedures
Hierarchy Controls
Organic

Empowered Employees
Minimum Rules and
Procedures
Little Hierarchy
SOCIAL STRUCTURE
T
E
C
H
N
I
C
A
L

S
T
R
U
C
T
U
R
E

Coercive Enabling
L
o
w

B
u
r
e
a
u
c
r
a
c
y

H
i
g
h

B
u
r
e
a
u
c
r
a
c
y

5 Ss
Sort
Clear out rarely used
Items by Red Tagging
Straighten
Organise and Label a
Place for Everything
Shine
Clean It
Standardise
Create Rules to Sustain
the first 3 5S
Sustain
Use Regular Management
Audits to Stay Disciplined
Eliminate
Waste
Waste in a Value System
Time
Casting
Transportation
Staging
Setup
Machining
Inspection
Assembly
Staging
Raw
Material
Time
Finished
Parts
Value Added Time
Non-Value-Added
Time (Waste)
Value-added Time is only a Small Percentage
of the Total Time
Traditional Cost Savings focuses only on
Value-adding Items
Lean Thinking Focuses on the Value Stream
to Eliminate Non-Value-Adding Items
Cost
(1) Cost + Profit
(2) Cost Reduction
Selling
Price
(1) Selling price = Cost + Profit
(2) Profit = Selling Price - Costs
Cost Principle
Cost Reduction
Methods for
increasing profit
Raise the selling price Demand > Supply
Reduce the costs Demand < Supply
Cost Reduction is Absolute Requirement to Increase Profit
Cost
Cost
Cost
Profit
Profit Profit
Selling
Price
Profit
Profit
Cost
Low prices
Elimination of waste
TOYOTA COST
PRINCIPLES
Practical Problem-Solving Process
1. Initial Problem Perception
(Large, Vague, Complicated Problem)
POC
The Real Problem
2. Clarify the Problem
3. Locate Area /
Point of Cause
5. Countermeasure
6. Evaluate
7. Standardise
Basic Cause and Effect
Investigation
4. 5 Why? Investigation
of Root Cause
Direct
Cause
Cause
Cause
Cause
Cause
Root Cause
Grasp the
Situation
Cause
Investigation
Why?
Why?
Why?
Why?
Why?
The Andon System
TPS Flow Environment
Product Development Matrix
Team & Batch Production Vs. On-Piece Flow
Toyota Way On Indomobil
Integrity
Spirit
obedient
heartfelt
care
responsibility
enthusiastic
ethos
honest
trust
discipline
commitment
quickly
listen carefully
intactly
tolerance
sure precise
Ways
Dedication
Effort
with
Succeeding

Titi
Tata
Tita
Teteg
Tatas
tutug
The Toyota Way is supported by two main pillars.
They are Continuous Improvement and Respect for People
We never satisfied with where we are
and always improve our business by
putting forth our best ideas and
efforts.

We respect people, and believe the
success of our business is created
by individual effort and good
teamwork.
TOYOTA WAY
Continuous
Improvement
Respect
for People
Respect for
People
THE TOYOTA WAY
Bila X adalah peubah acak normal dengan nilai tengah
dan simpangan baku maka distribusi normal
standarnya adalah:
x
Z

Dengan :
X = nilai pengamatan

= nilai rata-rata populasi
= simpangan baku
Kurva Normal
Tabel Distribusi Normal
Contoh:
Suatu Jenis Aki yang digunakan oleh kendaraan toyota
mencapai umur rata-rata 3 tahun dengan simpangan
baku 0.5 tahun. Bila umur aki itu menyebar normal,
berapa peluang bahwa sebuah aki tertentu akan
mencapai umur kurang dari 2.3 tahun?
Contoh:
Sebuah Perusahaan alat Listrik Memproduksi bola
lampu yang khusus dipakai untuk produk toyota dengan
umur menyebar normal dengan nilai tengah 800 jam
dan simpangan baku 40 jam. Berapa peluang sebuah
bola lampu hasil produksinya akan mencapai umur
antara 778 dan 834 jam.
Contoh:
Diameter bagian dalam gelang (ring) Piston menyebar
normal dengan nilai tengah 10 sentimeter dan simpangan
baku 0.03 sentimeter.
a. Berapa proporsi ring yang bagian dalamnya lebih dari
10.075 sentimeter?
b. Berapa peluang bahwa sebuah ring akan mempunyai
diameter bagian dalam antara 9.97 dan 10.03
sentimeter?
c. Dibawah nilai berapa terdapat 15% ring yang
diproduksi?
Thank You