Introducing
Your new presentation assistant.
Refine, enhance, and tailor your content, source relevant images, and edit visuals quicker than ever before.
Trending searches
CONCLUSION
NEGATIVE IMPACTS
Lower equipment utilization unless multi-functional equipment is employed.
POSITIVE IMPACTS
Whole operation may shut down when one piece of equipment goes down.
Lead time from order taking to shipping
Work In Progress Inventories
If demand falls and production output is below the planned capacity, per unit manufacturing costs tend to be higher with some cells.
Risk of scrap generation
Large space savings
Any small subsequent changes in the production process or sequence can have major changes on the operation layout and efficiency.
Higher quality output
Supports demand pull operation
SUPPLY CHAIN MANAGEMENT
1. SUPPLIERS
- First tier suppliers
- Second tier suppliers
- Toyota does not process or create its own raw materials
2. TRANSPORT
- Transportation of raw material
- Transportation of finished products
3. Inbound logistics
Organisation of Suppliers
4. Production
Vehicles are produced at the final assembly plant
5. Outbound
Car is directly sent to Toyota Dealer
6. Distribution
Local Production Model
Overseas Production
European Distribution
7. Effects Of Supply Chain On the Company
INTRODUCTION
PROCESS
- what aspects of the product add real value for the customer
- remove activities that don't add value wherever possible
- manufacture what the customer orders or requests: efficiency of the process is customer value rather than cost reduction
DOWNSIDE
Heijunka is the elimination of unevenness in workload (mura). Levelling volumes to produce a smooth, continuous and efficient flow does this. Heijunka also eliminates muri – overburden or strenuous work that can lead to safety and quality problems.
Eliminate overproduction, holding too great an inventory, and all unnecessary movement, processing and waiting.
Lean Manufacturing
Takt time is the term given to a work-cycle that fulfils each customer's demand. The key is that the work-cycle should be synchronized with demand to avoid either underproduction or overproduction.
Focuses on using efficiency to add value for the customer
- Concept of Kaizen
- Zero defects
- Scarcity of resources and competition
TOYOTA PRODUCTION SYSTEM
CONTRIBUTIONS TO TOYOTA PRODUCTION SYSTEM
GROUP 10
SHRIDA SHAH
SIMRAN JAISINGHANI
SONALI TALWAR
TANVI SHAH
TANYA KUMAR
ZOYA BISHT
46
47
48
49
50
56
Kiichiro's system provided for different processes in the assembly sequence of production, the logistics of material simultaneous to production consumption, and a supplier network capable of supplying component material as required. The system was referred to as Just-in-Time within the Toyoda Group.
PRODUCTION FLOW
2. TIMELY PRODUCTION
3. REPLACEMENT OF PARTS USED
4. Production Of Parts Retrieved
1. PRODUCTION INSTRUCTION