Transcript of Toyota Lean Manufacturing
Toyota The Godfather of Lean Manufacturing! Lean manufacturing is centered on preserving value with less work. Eiji Toyoda developed the system between 1948 and 1975. Originally called "just-in-time production," it builds on the approach created by the founder of Toyota The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively... Reduced Setup Times All setup practices are wasteful because they add no value and they tie up labor and equipment. By organizing procedures, using carts, and training workers to do their own setups, Toyota managed to slash setup times from months to hours and sometimes even minutes. Small-Lot Production Producing things in large batches results in huge setup costs, high capital cost of high-speed dedicated machinery, larger inventories, extended lead times, and larger defect costs. Because Toyota has found the way to make setups short and inexpensive, it became possible for them to economically produce a variety of things in small quantities. Employee Involvement and Empowerment Toyota organized their workers by forming team and gave them the responsibility and training to do many specialized tasks. Teams are also given responsibility for housekeeping and minor equipment repair. Each team has a leader who also works as one of them on the line. Quality at the Source To eliminate product defects, they must be discovered and corrected as soon as possible. Since workers are at the best position to discover a defect and to immediately fix it, they are assigned this responsibility. If a defect cannot be readily fixed, any worker can halt the entire line by pulling a cord (called Jidoka). Equipment Maintenance Toyota operators are assigned primary responsibility for basic maintenance since they are in the best position to defect signs of malfunctions. Maintenance specialists diagnose and fix only complex problems, improve the performance of equipment, and train workers in maintenance. Pull Production To reduce inventory holding costs and lead times, Toyota developed the pull production method wherein the quantity of work performed at each stage of the process is dictated solely by demand for materials from the immediate next stage. The Kamban scheme coordinates the flow of small containers of materials between stages. This is where the term Just-in-Time (JIT) originated. Supplier Involvement Toyota treats its suppliers as partners, as integral elements of Toyota Production System (TPS). Suppliers are trained in ways to reduce setup times, inventories, defects, machine breakdowns etc., and take responsibility to deliver their best possible parts. Toyota Motor Manufacturing, Kentucky, Inc. Toyota Motor Manufacturing, Texas, Inc Toyota Motor Manufacturing, West Virginia, Inc Tools they have implemented! Toyota Products Full transcript
Investing in the future. In 2010, Toyota formed a partnership with Tesla Motors, based in Palo Alto, California, to develop and manufacture electric vehicles (EVs) like the new Toyota electric RAV4, scheduled for market this year. In total, Toyota has invested $50 million in Tesla. Working side-by-side with Tesla is just one example of Toyota’s emphasis on supporting environmentally sensitive mobility, and developing advanced technology vehicles to meet the needs of our consumers today — and tomorrow. Toyota Tundra Truck
A force to be reckoned with: Tundra's 5.7L V8 hauls more than 2000 lbs. and tows over 10,000 lbs.3, and with the roomy CrewMax, you'll leave no one behind. A new exterior commands respect, and its all-new interior sets a high standard for full-size pickups. Bluetooth® 4 and backup camera5 are now standard on all grades, and the sleek Platinum and ranch-themed 1794 Edition offer a new level of luxury. Add available tech like a Blind Spot Monitor (BSM)6 and LED Daytime Running Lights (DRL), and you've got a truck that works hard and plays harder. Toyota’s Lean System Lean Manufacturing
Toyota Production System or TPS
Toyota Manufacturing System
Just In Time (JIT)
Flexible Mass Production
Continuous Improvement Basic Concepts:
■value – anything a customer is willing to pay for
■waste (muda) – any activity in the process of production that does not add value Value
Value is always defined by the customer. Not the factory’s shareholders, not the research and development division, but the guy who writes the check.
An engineer might think that Beethoven’s Ode to Joy sounding each time the car’s doors are unlocked is a must, but if most drivers are fine with the good old chirp or find the feature annoying, none of the engineering, material or labor that went into the project added any value to the car and they were therefore nothing more than waste.
Value is anything that a customer is willing to pay for. Waste
Any activity (motion) that is unproductive or does not add to the value of the product is waste. Toyota managers use the Japanese word “muda” which means “waste” or “uselessness”. The seven kinds of waste are: