TOYOTA PRODUCTION SYSTEM

Started in 1933 as a division of Toyoda Automatic Loom Works.Toyota is devoted to the production of automobiles under

the direction of the founder's son, Kiichiro Toyoda.Its first vehicles were the A1 passenger car and the G1 in

1935. The Toyota Motor Co. was established as an independent

company in 1937. In 2008, Toyota's sales surpassed General Motors, making

Toyota number one in the world.

FROM THE BEGINNING…

Toyota's management philosophy has evolved from the company's origins and has been reflected in the terms "Lean Manufacturing" and Just In Time Production.

It was instrumental in developing Toyota's managerial values and business methods collectively known as the Toyota Way(APRIL,2001)

Toyota Way -an expression of values and conduct guidelines that all Toyota employees should embrace. Under the two headings of Respect for People and Continuous Improvement.

SUCCESS MANTRAS…

Always be faithful to your duties

Always be studious and creative, striving to stay ahead of the times.

Always be practical and avoid frivolousness.

Always strive to build a homelike atmosphere

Always have respect for spiritual matters, and remember to be grateful at all times.

THE 5 PRINCIPLES…

KAIZEN

JUST IN TIME

POKA YOKE

JADUKA

WASTE MANAGEMENT

OPERATION STRATEGIES…

JUST IN TIME-

PRODUCTION SYSTEM

JIT Production system is also known as the zero inventory production system.

At Toyota JIT controls delivery necessary quantities for operations i.e.Making only "what is needed, when it is needed, and in the amount needed!“

Based on Three fundamental principles:Elimination of wasteContinuous quality improvementA participative work culture

JIT processes eliminate inventories through interdependent relationships in the operations.

It eliminates waste(anything which does not add value to the production) i.e. TPS is compared to “squeezing water out of towels that are already dry”.

A Defect prevention system is used to enhance the quality of products.

The culture of Toyota ensures that the entire production team focus on preventing any defects and reducing waste from the production process..

JUST IN TIME(contd.)

Practices used for JIT implementation:• KANBAN • Short setup times • Multi skilled workers

KANBAN system provide customers with the right product at the right time.It ensures that there is no late or early production.Ii is characterized by a pull principle that ensures that parts are sourced when needed and there are no wastages.

JUST IN TIME(contd.)

Vehicle order received

Production instructions are issued

Assembly line stocked with required no. of all parts

Replace the parts used by retrieving the same number of parts from the parts-producing

process

preceding process must be stocked with small numbers of all types of parts and produce only

the numbers of parts that were retrieved by an operator from the next process.

In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following:

• Poka yoke is a Japanese term that means "mistake-proofing".

• It’s a mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka).

• Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur.

• The concept was formalized, and the term adopted, by Shigeo Shingo as part of the Toyota Production System.

POKA-YOKE(ポカヨケ)

How to fight with defects? The Toyota System or Lean Philosophy aims for perfection.

In manufacturing one defect can destroy the brand’s reputation or - even worse – put people in danger?

Traditional management’s first response would probably be something to the effect of setting up an effective quality check department.

Poka-Yoke Examples

Kaizen "kai" means "change”

"zen"means "good".

The word Kaizen means "continuous improvement".

Kaizen is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life.

When applied to the workplace, as a Kaizen Management System Kaizen activities continually improve all functions of a business, from manufacturing to management.

By improving standardized activities and processes, Kaizen aims to eliminate waste.

History

First implemented after world war 2, This method became famous by the book of Masaaki Imai “Kaizen: The Key to Japan's Competitive Success.”

Quality circles,

automation,

waste categories,

suggestion systems,

just-in-time delivery,

Kanban

and 5S

are all included within the Kaizen system of running business.

The Process

1. The employee identifies a problem, waste, or an opportunity for improvement and writes it down.

2 Discusses it with his/her supervisor. 3. The supervisor reviews the idea within 24 hours and

encourages immediate action. 4. The employee should/may take leadership to

implements the idea. 5. The idea is written up on a simple form in less than

three minutes.

6. Supervisor posts the form to share with and stimulate others and recognizes the accomplishment.

Three Key Characteristics

1.Permanent method changes. Change the method. Once the change is made, you can’t go back to the old way of doing things.

2.Continuous flow of small ideas. The smaller ideas, the better. Kaizen is small ideas.

3.Immediate local implementation. Be realistic. Kaizen is done within realist or practical constraints.

Benefits Kaizen Management System empowers employees,

enriches the work experience and brings out the best in every person.

Serves as a barometer of leadership.

Kaizen helps eliminate or reduce wastes and improves quality, safety, cost structures, delivery, environments, product and customer service.

JIDOKA "ji" refers to the worker herself.

If he feels “something is wrong” or “I am creating a defect”, he must stop the line.

"Do" refers to motion or work, & "ka" to the suffix “-ation”.

JIDOKA is defined as automation with a human mind i.e"stop and respond to every abnormality "

JIDOKA – how it works ? A machine safely stops when the normal processing is completed.

The machine detects the problem on its own and stops, preventing defective products from being produced.

Only products satisfying quality standards will be passed on to the following processes on the production line.

The problem is communicated via the "andon" (problem display board), operators can confidently continue performing work at another machine, as well as easily identify the problem's cause to prevent its recurrence.

Each operator can be in charge of many machines, resulting in higher productivity, while continuous improvements lead to greater processing capacity.

COMMON CAUSES OF DEFECT

Inappropriate operating procedures

Excessive variation in operations

Defective raw material

Human or Machine error

Quality problem or alert

Equipment issue

Health and safety concern

Lack or overload of parts

An operator communicating an

abnormality

A randon problem display board that

communicates abnormalities

An operator communicating an abnormality

Waste management,

9 Wastes To Be Eliminated1.Work-in-process. Stocking items not immediately needed

2. Quality. Producing defective products.

3. Facilities. Having idle machinery and breakdowns, taking too long for setup.

4. Expenses. Over investing for required output. 5. Indirect labor. Excess personnel due to bad indirect labor system.

6. Talent. Employing people for jobs that can be mechanized or assigned to less skilled people.

7. Motion. Not working according to the best work standards.

8. Product Design. Producing products with more functions than necessary.

9. New-product run-up. Making a slow start in stabilizing the production of a new product.

THANK YOU!!!

Represented By:

Gurpreet Singh(015)Neha Diwakar(020)Prachi Sharma(025)Savi charaya(031)Shweta Dixit(035)