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Decoding the DNA of the Toyota Production System

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Tarun Aditya Anisingaraju

on 2 April 2015

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Transcript of Decoding the DNA of the Toyota Production System


TOYODA



Eiji Toyoda(born -1930) was the former chairman of Toyota motors co.
For over 25 years he was in the driver seat of Toyota motor co.
After his retirement he continue to hold the title of the honorary chair of the company.

Decoding the DNA of the Toyota Production System
INTRODUCTION
Heart of Toyota Production System is “Achieving Flexibility through Process Design”.
Toyota motor corporation’s vehicle production system is a way of “making things” that is referred to as “lean manufacturing system” or “Just In Time (JIT)”.
The TPS was developed to improve Quality and Productivity.
Objective: “making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible”.
Principles
Continuous improvement
Respect for people
Long-term philosophy
The right process will produce the right results
Add value to the organization by developing your people and partners
Continuously solving root problems drives organizational learning

TPS TERMS
ANDON
GENCHI GENBUTSU
HEIJUNKA
HOSHIN
JIDOKA
JISHUKEN

Lean Enterprise Framwork(a.k.a Toyota Production system)
Origin of Toyota Production System
Sakichi Toyoda(1867-1930 )
Automatic loom

Kiichiro Toyoda(1894-1952)
Used chain conveyor into the
assembly line.

Eiji Toyoda(1913)
Implementation of Jidoka and JIT.



Type-G automatic loom assembly line
Toyota Standard Sedan Model AA announced in 1936
JIT
KANBAN
KAIZEN
MUDA
NEMAWASHI
POKAYOKE
YOKOTEN

Concepts of
Toyota Production System

JUST-IN-TIME
JIDOKA

JIDOKA
Jidoka is also used when individual people encounter a problem at their work station. They are responsible for correcting the problem - if they cannot, they should stop the line rather than let the defective part do.
JIDOKA
Jidoka means “automation with a human touch”

Jidoka, in the production context means not allowing defective parts to go from one workstation to the next. It specifically refers to machines or the production line itself being able to stop automatically in abnormal conditions (for example, when a machine breaks down or when defective parts are produced). This Automation allows machines to run autonomously, as they will stop when a problem occurs.
PRINCIPLES OF JIDOKA
Jidoka prevents the production of defective products, eliminates overproduction and focuses attention on understanding the problem and ensuring that it never recurs. It is a quality control process that applies the following four principles:
Detect the abnormality.
Stop.
Fix or correct the immediate condition.
Investigate the root cause and install a countermeasure.

JUST IN TIME
One of the two main pillars of TPS. It refers to the manufacturing and conveyance of only ” what is needed, when is needed, and in the amount needed in the system”.
The Pull System
Continuous Flow Processing
Takt time
KEY OBJECTIVES
Eliminate Waste - MUDA
Emphasize Continuous Improvement - KAIZEN
Invest in People & Teamwork
7 ELEMENTS OF WASTE-MUDA
Over Production
Waiting
Conveyance
Inventory
Motion
Over-Processing
Defect

JIT is a philosophy of continuous improvement in which non-value-adding activities (or wastes) are identified and removed for the purposes of:
Reducing Cost
Improving Quality
Improving Performance
Improving Delivery
Adding Flexibility
Increase innovativeness

TOYOTA'S FOUR PRINCIPLES
Essence of Lean Manufacturing
3 rules of design
set up all its operations as experiments
1 rule of improvement
Teaches the scientific method to workers at every level of the organization
RULES IN USE
RULES
How People Work: All work shall be highly specified as to content, sequence , timing and outcome.
How Work Connects: Every customer - supplier connection must be direct & there must be an unambiguous yes or no way to send request and receive response.
The Physical Arrangement: The pathway for every product and service must be simple & direct.
How to Improve: Any improvement must be made in accordance with the scientfic methods, under the guidance of the teacher.
ADVANTAGES/DISADVANTAGES
Reduced Inventory
Decrease in Manpower
Increased emphasis on supplier relationships
They become part of the factory team because of their increase knowledge.
Any significant disruption at any work center results in stoppage of work flow & thus idling of the succeeding work centers.

GM & Toyota’s Production Systems
Conclusion
References
http://www.thetruthaboutcars.com/2015/01/charts-day-u-s-auto-market-share-december-2014/
http://www.wsj.com/articles/toyota-profit-rises-on-solid-sales-1407219936
http://image.slidesharecdn.com/previewoec-leanthinkingv106-2014-140624094409-phpapp01/95/lean-thinking-by-operational-excellence-consulting-8-638.jpg?cb=1403632195
http://image.slidesharecdn.com/previewoec-leanthinkingv106-2014-140624094409-phpapp01/95/lean-thinking-by-operational-excellence-consulting-13-638.jpg?cb=1403632195
http://www.strategosinc.com/toyota_corporate_culture.htm
http://www.pomsmeetings.org/confpapers/015/015-0178.pdf
Steven Spear & Kent Bowen, H. Decoding the DNA of the Toyota Production System.

http://en.wikipedia.org/wiki/Toyota_Production_System
http://en.wikipedia.org/wiki/Toyota_Production_System#Principles
http://www.toyota-forklifts.eu/SiteCollectionDocuments/PDF%20files/Toyota%20Production%20System%20Brochure.pdf
Thank You
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