Toyota Production System

TOYOTA PRODUCTION SYSTEM
PREPARED BY:
WALI UL ISLAM HASHMI

INTERNEE - PRODUCTION
OUTLINE
1. INTRODUCTION
2. TPS
a. GOALS OF TPS
b. ACHIEVING THE GOALS
3. OVERVIEW OF TPS
a. JUST IN TIME
i. HEIJUNKA
ii. THE PULL SYSTEM
iii. CONTINOUS FLOW PROCESSING
iv. TAKT TIME
v. FLEXIBLE WORK FORCE
b. JIDOKA
c. TOYOTA STANDARDIZED WORK
i. KAIZEN

INTRODUCTION
 To produce or manufacture something, there must

be some rules or a system to do so
 This system has a deciding effect on

 Product Quality
 Cost
 Safety
 The people who do the actual production must

understand this system


(TPS)
 Also known as JUST IN TIME and KANBAN

SYSTEM
 Frame work of concepts and methods to increase

productivity and satisfy customers with good quality
and prompt delivery

GOALS OF TPS
 The goals of TPS are:
 Highest quality automobile

 At the lowest possible cost
 In a timely manner with the shortest possible lead
time
 And to achieve these objectives while respecting the

workers who make the system work

ACHIEVING THE GOALS
 ACHIEVING THE GOALS BY:
 Lowering Cost
 Eliminating MUDA (Waste)

LOWERING COST
TRADITIONAL APPROACH TPS APPROACH

(COST PLUS) (COST MINUS)
PROFI
PROFI
T
SALES PRICE
SALES
COST
PRICE
COST
Before After Before After
COST PLUS PRINCIPLE COST REDUCTION

SALES PRICE = COST + PROFIT PRINCIPLE
PROFIT = SALES PRICE - COST
THE CONCEPT IS TO ADD PROFIT THE CONCEPT IS TO FIRST FIX

TO THE COST TO GET THE SALES SALES PRICE ACCORDING TO
PRICE IRRESPECTIVE OF THE MARKET & THEN MAKE EFFORT TO
MARKET. REDUCE COST TO GET PROFIT.

ELIMINATING WASTE
 THE 3Ms are
 MUDA – Non value added

 MURI – Over burden
 MURA – Unevenness

MUDA
 Any thing that does not add value to the product is a waste or
MUDA
 Three types of activities involved in production:

 Waste or obvious MUDA like waiting, rearranging etc.
 MUDA of incidental operations: work which is necessary
but add no value like unpacking, leaving workspace to get
tools
 Net Work: necessary operations which add value to the
product

TYPES OF MUDA
OVER PRODUCTION
INTELLECT Producing too much
TRANSPORTATION
Failure to fully utilize or producing too soon
Any transportation is
the time and talent of
waste
people
MOTION INVENTORY
Any motion that does Any more than
no add value minimum to get the
job done
WAITING
REWORK & SCRAP
Waiting for parts,
Any repair, spoilage PROCESSING
waiting on a machine
Over processing,
process variability

ELIMINATING MUDA
 The first step to eliminate MUDA is to recognize it
 TPS attempts to eliminate all forms of MUDA, but pays
special attention to MUDA of over production
 MUDA of Over Production lengthens the lead time and is
a hindrance to flexibility
 MUDA of Over production includes
 Producing larger amount than necessary
 Producing at a faster rate than necessary
OVER
PRODUCTION
LEADS TO
FURTHER MUDA

OVER VIEW OF TPS
TPS
JUST IN TIME JIDOKA
HEIJUNKA
PULL SYSTEM
CONTINOUS FLOW
PROCESSING
TAKT TIME
FLEXIBLE WORK
FORCE
TOYOTA STANDARDIZED WORK

IMPLEMENTATION OF JIT & JIDOKA
KAIZEN

THE PILLARS OF TPS
GOAL: HIGHEST QUALITY, LOWEST COST, SHORTEST LEAD
JUST IN TIME JIDOKA

PULL SYSTEM
FIXED
CONTINOUS POSITION
FLOW STOP SYSTEM
PROCESSING
POKAYOKE
TAKT TIME
HEIJUNKA STANDARDISED WORK KAIZEN
STABILITY

JUST IN TIME
JUST IN TIME (JIT)
 To produce and convey
 WHAT is needed
 WHEN it is needed
 EXACTLY THE AMOUNT it is needed

JUST IN TIME
BENEFITS OF JIT
 Minimizes In-Process Inventory
 Savings in carrying cost
 Improve quality and worker motivation

JUST IN TIME
OPERATING PRINCIPLES OF JUST

IN TIME
 Leveled Production – HEIJUNKA

 The Pull System
 Continuous flow processing
 Takt Time
 Flexible Work Force

OPERATING PRINCIPLES OF JUST IN TIME
LEVELED PRODUCTION -
HEIJUNKA
 HEIJUNKA means leveled and sequenced production

 Since different products are produced on a single line,
their quantity and sequence must be balanced
 Single Production Line
 Variety of Product
 Each variety produced Daily

BENEFITS OF HEIJUNKA
 Makes the production system as efficient and flexible

as possible
 No over burden on employees
 Balances production among all the processes
UNNLEVELED PRODUCTION LEVELED PRODUCTION

THE PULL SYSTEM
 In the PUSH System:

 Manufacturers produce
goods and find buyers for
them
 In PULL System:
 Production is linked with
real demand
 Production is done to THE PULL SYSTEM
fulfill orders from the
dealers

BENEFITS OF PULL SYSTEM
 No excess inventory
 Communication between team members and team
work is improved
 Improved Quality
EXAMPLE OF PULL SYSTEM

KANBAN – BACKBONE OF PULL

SYSTEM
 KANBAN means “Sign board” in Japanese
 PULL system is operated or controlled using KANBAN
 Kanban is used to identify items, the locations they are
used and their supplier
 Kanban involves employees in ordering parts and
managing inventory
EXAMPLES OF KANBAN

CONTINOUS FLOW PROCESSING
 In continuous flow processing an item is produced and

immediately passed to the next process
Separately Positioned Processing Continuous Flow Processing
Inventory Material
Finished Finished
Material Products
Product
Inventory
Inventory
NO INVENTORY

BENEFITS OF CONTINOUS FLOW

PROCESSING
 No inventory required
 Shorter lead times
 immediate identification of defect
 Quality Ensured

TAKT TIME
 TAKT is German word, meaning “meter”
 It is the speed at which product is sold in the market
 TAKT time = Total daily operating time Total

daily production requirement
Example:
Daily Overall Operating Time = 475 min.

X 90% efficiency = 427.5 min.
Total Production requirement/day = 57 Vehicles

TAKT Time = 427.5/57
= 7.5 min/vehicle
THE MINUTES AND SECONDS REQUIRED TO PRODUCE ONE UNIT PRODUCT

FLEXIBLE WORK FORCE
 Flexibility of work force means that we can change work force

allocation depending upon the requirement
 Work force is multi skilled and can be assigned to different jobs

depending upon the requirement
Multi-machine Handling Multi-process Handling

Type of Part Type of Part
A B C D A B C D
Machine [ lathing ] 1 Unfinished parts Machine [ lathing ] 1
Machine [ milling ] 2 Machine [ milling ] 2
Machine [ drilling ] 3 Machine [ drilling ] 3
Machine [ tapping ] 4 Finished parts Machine [ tapping ] 4

One person handles one process, four One person handles four process, four
machines. machines.

JIDOKA
JIDOKA
 JIDOKA means ‘Machine With

Human Like Intelligence’
 Production Line can be stopped in

case of:
 Defects
 work being late
 equipment failure DEFECT
 By:
 The operator
 Machine itself
STOP !

JIDOKA
EXAMPLE OF JIDOKA
 Fixed position Stop System:
 Worker pulls a rope to stop the production line
 Fail Safe Devices (Pokayoke):

 Help employees prevent themselves from making mistakes
Example
:
JIDOKA IMPROVEMENT
ERROR PREVENTED
WORK (IN WORK (NORMAL)
REVERSE)
Chuck
Machine
Spindle
FAIL SAFE DEVICE ANDON BOARD

JIDOKA
BENEFITS OF JIDOKA
 Flow of defects is prevented
EQUIPMENT ITSELF DETECTS ABNORMALITIES AS THEY
OCCOUR AND SHUT DOWN THE OPERATION
AUTOMATICALLY
 No need of full time inspectors
 Problems can be clearly identified
 Prevention of equipment break down
 Problems become clearly defined

TOYOTA STANDARDISED WORK
 The purpose of Toyota standardized work is the

implementation of JIT and JIDOKA
 Tool for maintaining

 Productivity
STANDARDISED WORK
 Quality
 Safety

CONTD….
 It is the most efficient sequence for manufacturing and

assembly operations
 Once established, they are followed repeatedly in the

exact same way
 Standardized work is flexible and can be changed and

improved

KAIZEN
JOB IMPROVEMENT
 KAIZEN means continual improvement

 Never ending job redesign
 Improvements in standardized work based on Team
member’s suggestions

CONTD….
 Promotes Creativity
 A Real Motivation
 Break Ice Berg of Ignorance ACTION PLAN
 Personal Development.
 Encourage Team Work.
Standardizatio Analysis
n of revised
procedure
CHECK DO
Try
Confirm Countermeas
Result ures

Toyota Production System

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TOYOTA PRODUCTION SYSTEM

WALI UL ISLAM HASHMI