Name ko|| Number

kraLlka ueshmukh 46
krlshan Chandra andey 47
krlshana kanL Shukla 48
krlshna ChalLanya 49
Lavl Sahu 30
Toyota Production System
Best Quality-Low Cost-Short Lead Time
Toyota Production System
Best Quality-Low Cost-Short Lead Time
Just n Time Just n Time Jidoka Jidoka
Production Leveling (Heijunka) Production Leveling (Heijunka)
People and Teamwork People and Teamwork
Waste Reduction Waste Reduction
ConLlnuous lmprovemenL
@e @9 nouse D|agram
Jidoka is one of the two pillars of the Toyota Production System along with
just-in-time
Jidoka is sometimes called autonomation, meaning "automation with
human intelligence
Jidoka is providing machines and operators the ability to detect when an
abnormal condition has occurred and immediately stop work. This
enables operations to build-in quality at each process and to separate
men and machines for more efficient work
DCkA
lmprove CusLomer
Servlce
Lower CosL lncrease CuallLy
8educe Lead 1lme
J DCkA ?
-vlsual conLrol of quallLy
-Lxample A floppy dlsk can only be lnserLed lnLo Lhe drlve ln one
orlenLaLlon
-revenLs defecLs from happenlng
oka ?oke
- Commonly llghLs Lo slgnal producLlon llne sLaLus
8ed llne sLopped
?ellow call for help
Creen all normal
- Andon slgnals requlre lmmedlaLe aLLenLlon
Andon
,url ,ura ,uda ,url ,ura ,uda
JasLe JasLe
JasLe 8educLlon JasLe 8educLlon
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Genchi
Genbutsu
Genjitsu
$
$ $
9us stems scedu|e work releases based on
demand
lnherenLly makeLoorder
9u|| stems autor|ze work releases based on
sysLem sLaLus
lnherenLly makeLosLock
usL ln 1lme usL ln 1lme
Just In Time
aking only what is needed, only when it is needed
and only in the amount that is needed
An lnLegraLed managemenL sysLem developed by 1allchl Chno v of 1oyoLa ,oLor
Company
lL Lakes 1oyoLa 20 years Lo perfecL Lhe sysLem
1wo
lundamenLal
ConcepLs
LllmlnaLlon of
JasLe
8especL for
eople
MicrosoL Oice
Fxcel 97-2003 Workshe
Comparison Comparison
TPS aims at these
outputs
Low cost
Speedy delivery
High quality
More Ilexibility
TPS v/s Mass TPS v/s Mass
Cost
Mass : Economies oI scale
TPS : Less Inventory
Quality
Mass : Automation, Standardization
TPS : Jidoka (never let a deIect to pass through)
Delivery
Mass : Line layout
TPS : Lean approach (Objective itselI is to minimize order to
deliver time)
Push/Pull
TPS v/s Traditional TPS v/s Traditional
$.heduling
Traditional : Bulk/Lot aimed at min setups
TPS : Heijunka (Production Leveling) aimed at less WIP
- Process improvement by SMED
In .ase of Defe.t
Traditional : Continue production at other points
TPS : Stop the entire line , Jidoka
- Creates sense oI urgency, Preventive maintenance
Inventory level
Traditional : Lot sizes aimed at no line stoppage, max utilization,
MHE usage
TPS : One piece Ilow aimed at less WIP, scrap rate (stop at Iirst deIect)
- Kanban, Process improvement by Kaizen
ManuIacturing levers Ior TPS ManuIacturing levers Ior TPS
uman Resour.es
Learning/Training activities Ior employees on TPS tools, cross-
Iunctions
Proper rewarding system and motivation Ior employees
Organization $tru.ture & Control
Less levels of hierar.hy Ior fast de.ision making/implementation
Customer centric, continuous improvement oriented culture
TransIer oI ownership, environment Ior mutual respect, trust,
cooperation
$our.ing
JIT system
EIIect oI lean on suppliers
Long term association, Involvement oI suppliers
ManuIacturing levers Ior TPS ManuIacturing levers Ior TPS
Produ.tion Planning & Control
Heijunka (Production leveling)
Pull system
Less inventory size
Pro.ess Te.hnology
Use oI latest & proven technology as part oI process
improvement
Kaizen or continuous improvement in processes, machines, etc
Fa.ilities
Scheduled/preventive maintenance
Visual control
Comparlson of Comparlson of producLlon sysLems aL producLlon sysLems aL
1oyoLa and lord 1oyoLa and lord
@oota product|on sstem Iord product|on sstem
8ullds whaL ls needed when lL ls needed lanned mass producLlon
,arkeL pu||s" necessary lLems from facLory roduclng Lo a plan puses" producLs on Lo Lhe
markeLplace
roducLlon of small loLs of many models roducLlon of slmllar lLems ln large loLs
Lmphasls on decreas|ng mac|ne setup t|mes and
lncreaslng frequency
Lmphasls on decreas|ng number of setups
CreaLe a producLlon ow Lo produce l1 Coods pushed Lhrough w|t |g |eve|s of work|n
progress stock
Cne person aLLends several processes requlrlng
mu|t|sk||||ng
Cne person aLLends one process s|ng|e sk||| and [ob
demarcaLlon
topp|ng work to prevent defects ls encouraged SLopplng Lhe llne ls d|scouraged
1he amounL produced equals Lhe amounL sold AmounL produced based on calculaLlons ln producLlon
plan
T. Bla.k`s 10 $teps T. Bla.k`s 10 $teps
Ref; T. Bla.k ~Fa.tory with a Future 1991 Ref; T. Bla.k ~Fa.tory with a Future 1991
Form cells
2 Reduce setup
3 Integrate quality control
4 Integrate preventive maintenance
5 Level and balance
6 Link cells KANBAN
7 Reduce WIP
8 Build vendor programs
9 Automate
Computerize
T. Bla.k T. Bla.k --1, 2 1, 2
Form Cells
Sequential operations, decouple
operator Irom machine, parts in
Iamilies, single piece Ilow within
cell
2 Reduce Setup
Externalize setup to reduce down-
time during changeover, increases
Ilexibility
TP$ TP$ Cell Cell
3 Integrate quality control
Check part quality at cell, poke-
yoke, stop production when parts
are bad
4 Integrate preventive maintenance
worker maintains machine , runs
slower
5 Level and balance
Produce to Takt time, reduce batch
sizes, smooth production Ilow
6 Link cells- Kanban
Create 'pull system
'Supermarket System
7 Reduce WIP
Make system reliable, build in
mechanisms to selI correct
8 Build Vendor program
Propagate low WIP policy to your
vendors, reduce vendors, make on-
time perIormance part oI expectation
Order inIormation is quickly incorporated into production plan
Monthly PP: No oI vehicles to be produced is determined once per month
Detailed PP: Details are determined Iour times a month based on orders Irom
dealers
Daily PP: Daily Production volume is established by incorporating Iinal order
changes
ConIirmed daily plan determines the production sequence to allow production oI
various vehicle series at a uniIorm pace throughout the day
As a result the usage quantity oI various parts are also levelled (Heijunka)
Only those parts which have been used up are retrieved in timely
manner
Parts are retrieved using a card called a 'Part Retrieval Kanban
in place oI an order sheet
EIIiciently producing and replenishing only those parts that have
been retrieved
Using a card called ' Production Retrieval Kanban as a
production instruction sheet, parts are produced without delay,
replenishing the parts that have been retrieved
Deve|op A
Lean trateg
-CreaLe a sense of urgency
-1hroughouL Lhe enLerprlse
sell lean/1S as Lhe soluLlon
-Plre a seosel reLaln
deslgn LalenL
-LsLabllsh LargeLs
-8esolve how Lo malnLaln
muLual LrusL whlle reduclng
people
-Clve prellmlnary LhoughL Lo
suppller lssues
-Conslder Lhe compeLlLlve
envlronmenL
,anufactur|ng
as a
Compet|t|ve
Jeapon
Des|gn @e
,anufactur|ng
stem
-ldenLlfy Lhe
cusLomer base
and producL
range
-ldenLlfy LakL
Llme lLs range
-Apply axlomaLlc
deslgn Lo creaLe
Lhe baslc facLory
sysLem
-LllmlnaLe non
essenLlal
lnfrasLrucLure
and layers above
Lhe facLory floor
Lstab||s I|ow Lstab||s I|ow
J|t|n Ce||s J|t|n Ce||s
Lstab||s I|ow Lstab||s I|ow
J|t|n Ce||s J|t|n Ce||s
-lorm cells based
on LakL Llme
-ueflne sLandard
work conLenL for
each operaLlon Lo
be LakL Llme
-SeparaLe worker
from machlne
(lJoko)
-uevelop qulck
seLups sLandard
Jl (S,Lu)
-SLandardlze
operaLlons
Lstab||s 9u|| Lstab||s 9u||
8etween Ce||s 8etween Ce||s
Lstab||s 9u|| Lstab||s 9u||
8etween Ce||s 8etween Ce||s
-ueslgn an
lnformaLlon
sysLem Lo
produce only Lhe
producLs requlred
by Lhe
downsLream cells
-lncorporaLe LakL
Llme Lo drlve
flows
-lnsLlLuLe leveled
producLlon
(eloko)
-use vlsual conLrol
sysLems
-lmplemenL LoLal
producLlve
malnLenance
tr|ve Ior
9erfect|on
-lnsLlLuLe kolzeo
lnsLlLuLlonallze
3Ss LhroughouL
organlzaLlon
-1ransfer
ownershlp of all
processes Lo
work force
-ush lean down
Lo suppllers
-lnLegraLe
producL
developmenL
-8educe people aL
all levels ln Lhe
organlzaLlon
All activities must support the goal oI 'shortening the time it takes to .onvert
.ustomer orders into deliveries Toyota Motor Corporation, 1992
- -Apply axlomaLlc Apply axlomaLlc
deslgn Lo creaLe deslgn Lo creaLe
Lhe baslc facLory Lhe baslc facLory
sysLem sysLem