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  • Basic Title

    2011 QV System, Inc. All rights reserved

    1

    TMS

    Toyotas Management System

    Takashi Tanaka

  • Basic Title

    2011 QV System, Inc. All rights reserved

    2

    Product Complexity

    Software: Lines of code

    Sources: IEEE Automotive designline

    http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code

    Lexus

    LS

    787

    F-35 5.7M

    6.5M

    100M

    Prius

    Hybrid

  • Basic Title

    2011 QV System, Inc. All rights reserved

    3

    Marketing

    Concept

    Marketing Design

    TMSS

    Sales, After sales

    and CRM

    Toyota Management System

    TMS

    TMS (Toyota Management System)

    TDS (Toyota Development System)

    Total TPS (Total Toyota Production System)

    TMSS (Toyota Marketing & Sales System)

    Design

    Engineering

    Product Concept

    TDS

    Production

    TPS

    Production

    Concept

    Production

    Design

    Total TPS

  • Basic Title

    2011 QV System, Inc. All rights reserved

    4

    TMS Tools Category Contents Activity

    TMS Management

    System

    1.Corporate management

    1-1. Capital of senior management

    1-2. Policy deployment

    1-3. Organizational power

    1-4. Improvement effort

    1-5. Audit

    1-6. Customer relation

    2. Finance

    (Financial accounting)

    2-1. Financial income

    2-2. Financial strength: Stability

    2-3. Financial strength: Growth

    2-4. Profit control: Short term

    2-5. Profit planning: Mid & long term

    2-6. Management structure

    3. Cost planning

    (Management accounting)

    3-1. Current cost

    3-2. Cost planning

    3-3. Capital investment

    3-4. Budget control

    3-5. Purchasing

    3-6. Cost competitiveness

    4. Globalization

    4-1. Global strategy

    4-2. Education

    4-3. Local company

    4-4. Support organization

    4-5. Export competitiveness power

    4-6. Global purchasing

    TDS Development

    System

    5. Pull development

    5-1. Pull planning

    5-2. Organization, product development

    5-3. Oobeya (Big Project Room)

    5-4. Gyaku RE (Resident Engineer)

    5-5. Quality assurance standard

    6. Design review (DR)

    6-1. DR with competitor

    6-2. DR for concept

    6-3. DR for products

    6-4. DR for components

    6-5. DR for drawing

    6-6. DRBFM

    7. Design to cost

    7-1. Cost planning

    7-2. VE/ VA

    7-3. Parts commoditization, Module

    7-4. Weight planning

    8. Quality into process 8-1. Feedback sheet

    8-2. Design process & process

    8-3. Design check sheet

    9. Technical know-how 9-1. Design standard

    9-2. Technical standard

    9-3. Technical report

    TMS

    Category Contents Activity

    Total TPS Production

    System

    10. Production planning

    10-1. Target setting

    10-2. Production planning

    10-3. Long-term factory plan

    10-4. Project plan, oobeya

    10-5. Technical member, Oobeya

    10-6. Organization and role

    11. Quality management 11-1. Quality assurance

    11-2. Quality into process

    11-3. QA Network

    12. Process & Production

    Design

    12-1. Target setting

    12-2. Process design review (DR)

    12-3. Cost planning

    12-4. Pre-production check sheet

    12-5. Supplier management

    13. Production and TPS

    13-1. Basic concept of TPS

    13-2. Total TPS Overview

    13-3. 5S

    13-4. Quickening personnel, workshop

    13-5. Process improvement

    13-6. Process improvement training

    13-7. Logistics improvement: Kanban

    13-8. Kanban: Training

    TMSS Marketing

    and Sales

    System

    14. Product and brand

    14-1. Global top

    14-2. Competitors

    14-3. Bland power

    14-4. Customer expectation

    14-5. Customer claim and complain

    15. Product planning

    15-1. Organization & meeting structure

    15-2. Market needs

    15-3. Evaluation of own products

    15-4. Forecast demand

    15-5. SE activity with development

    16. Sales planning

    16-1. Organization & meeting structure

    16-2. Sales planning

    16-3. Promotion

    16-4. Sales exhibition

    16-5. Price setting

    17. Internal organization

    17-1. Sales

    17-3. Service & maintenance

    17-4. Dealer support

    17-5. Education plan

    18. External organization

    18-1. Global sales ratio

    18-2. Subsidiary

    18-3. Organization

    18-4. Logistics

    TMSS

    Total

    TPS

    5-3. Oobeya

    TDS

    8. Quality

    into Process

    1-4. Improvement

    Effort

  • Basic Title

    2011 QV System, Inc. All rights reserved

    5

    1-4. Improvement Effort

  • Basic Title

    2011 QV System, Inc. All rights reserved

    6

    Uesugi Youzan

    1800 1900 2000

    Toyoda Sakichi Ohno Taiichi

    Roots of Toyota

    Show them, tell them, have them do it,

    and then praise them.

  • Basic Title

    2011 QV System, Inc. All rights reserved

    7

    To Miximize Output

    Total number of employees: n = Workers + Staff

    By the improvement

    i=1

    n

    i Output = (Person) x

    i (Ability) x (Motivation)

    i

  • Basic Title

    2011 QV System, Inc. All rights reserved

    8

    Daily Work Trouble shooting

    Daily Work

    Role of Leaders

    Bad

    Good Improvement

    Improvement

    Leader: > 50% of time

    Ideal

  • Basic Title

    2011 QV System, Inc. All rights reserved

    9

    Difficulty of Improvements

    Rate of

    improvement

    Time

    Slow advance

  • Basic Title

    2011 QV System, Inc. All rights reserved

    10

    Making Improvements

    Western

    Think Do Finished!

    Strategy

    Toyota

    Do Think Continue

    PDCA Cycle

  • Basic Title

    2011 QV System, Inc. All rights reserved

    11

    Learning by Doing

    Rules

    Principles

    Japanese Culture

    Toyota Culture

    We

    ste

    rn C

    ult

    ure

    Co

    mp

    an

    y C

    ult

    ure

    Oth

    er

    Cu

    ltu

    re

    ? Management

    Work

    Tools

    Western

  • Basic Title

    2011 QV System, Inc. All rights reserved

    12

    4 4 4

    Self

    Sustaining

    New Working

    Culture

    18-months

    Tools

    Management

    Kick -off

    6

    Higher Perspective

    TMS Tools

    Visualization

    Oobeya

    Overcoming Culture Barriers

    Changing

    BEHAVIORS

  • Basic Title

    2011 QV System, Inc. All rights reserved

    13

    Tools Oobeya

    Understood

    "A-ha

    3-Quantified Targets

    Collaboration

    Changing BEHAVIORS

    Visualization Higher

    Perspective New Working

    Culture

    Self

    Sustaining

    Quality into

    Process

    Fire fighting

    Proactive, not reactive

    Accountability

    Map

    Role is changing

    Clear Accountability

    LEAN for

    Leader Studio

    Difficulty to flow down

    Integral Approach

  • Basic Title

    2011 QV System, Inc. All rights reserved

    14

    5-3. Oobeya

    (Big Project Room)

  • Basic Title

    2011 QV System, Inc. All rights reserved

    15

    Potential Real Finish Record

    Design

    Engineering

    Finance

    - - -

    Issue Board

    Oobeya: Big Project Room Metrics

    Cost

    Quality

    Investment

    Targe

    t

    1 2 3 - 12

    Targe

    t

    1 2 3 - 12

    Good

    Good

    Only Green

    & Red

    Planning, Design, Production and Sales & Marketing

    Projector

    Issues for management

    decisions

    New concept

    Drawing delay

    Line A Improve

    Supplier select Supplier

    select

    Supplier select

    Action Board

    To

    da

    y

    Project Background

    Project Objective

    Technical Spec

    Project Organization

    Objective Output

    Expected Output

    2-issues per week

    R&D Main

    Board

  • Basic Title

    2011 QV System, Inc. All rights reserved

    16

    Oobeya: Hierarchy with Flow

    R&D Main Board

    Objective

    Targets

    Metrics

    Team A Team B Team C - - -

    Project

    Oobeya

    Directions

    < 2 Issues

  • Basic Title

    2011 QV System, Inc. All rights reserved

    17

    8. Quality into Process

  • Basic Title

    2011 QV System, Inc. All rights reserved

    18

    Inspection Delivery

    Concept of Quality into Process

    1 2 3 4

    Occurrence prevention

    No

    defect

    No

    defect

    No

    defect

    No

    defect

    Outflow prevention

  • Basic Title

    2011 QV System, Inc. All rights reserved

    19

    Occurrence prevention

    Outflow prevention at each gate

    Check sheet

    Production Delivery Planning Design Test

    Quality into Process Tools

    Customer

    Quality

    Administration

    Standardized Design Process

    Improved

    Design Review

    Training Multi-skilled engineer

    Feedback

    System

    Right on time

    First time

  • Basic Title

    2011 QV System, Inc. All rights reserved

    20

    Front Loading Activity

    # of Issue

    Solved

    Opened

    US

    Manufacture

    Over-time and

    Rework

    Planning Design Delivery - - - Customer

    Toyota

    Planning Design Delivery - - - Customer

  • Basic Title

    2011 QV System, Inc. All rights reserved

    21

    US Manufacture 3-6 months

    Internally prepare 1- day

    Internally prepare

    - Shared issues

    - Few problem solving

    Comparison of Design Review

    1 month

    1-hour

    1-hour

    1-hour

    1-hour

    Toyota

    Project leaders

    - Problem solving

    - Decision making

    Marketing Engineering

    1-hour

    Supplier Test

  • Basic Title

    2011 QV System, Inc. All rights reserved

    22

    Design Review

    Oobeya DR: V-Comm (Virtual tools)

    Drawing DR

    Drawing

    with Issue

    Post-it

    DRBFM

    Format

    DRBFM: Design Review based on FMEA

  • Basic Title

    2011 QV System, Inc. All rights reserved

    23

    Standardized Process

    Check Sheet Rem: Follow up later items is establish another f ile, GM checks w eekly.

    Design Check SheetEng Type Parts# Depart R

    Factory Car Type Name Outside design request #:

    Distribute Other Other Design change #:

    Requested section Document, Memo CE agree GM Leader Establish

    Order Final

    M D M D M D M D

    Planning Cost Estimated Weight min min min Inspect drawing

    Drawing Purchase, Fin

    Change drawing Cost Planning Y - N Y - N Y - N with leader

    Outside design $ Outside g Final audit of draw ing

    Recognized draw (+ - %)( ) (+ - %) 1. No problem

    Others Background, Objective 2. No confirmation, but no problem

    Change spec CommonalizationReduce weight 3. There is issue, but go

    Durability, Reliability check Research Performance Productivity What is issue?Item Count Check VA, VE Solution of IssueService efficiency

    Others

    Continue hi-speed Explain:

    If it needed, Full throttle U/D Contents of change, Problems by GM Attachment Planning f igure

    distribute to Low sw eep U/D Engineering check sheet

    production Total pattern Objective, reason by GM Required specif ication

    engineering Total temperature Performance Solution of Issue NV improvecontact issue Others ( )

    of each factory Low temperature Request from others (CE, Production)Commonalization Service efficiency Reduce weight

    Ex main temp. Cost reductionSOC problemOthers( )

    Long drive

    Hammering Contents of change 1.SOP phase

    Stresses 2.Target cost

    Resonance 3.Current

    Dirt course 4.Supplier estimate

    Hi-speed reliability 5.Gap

    Heat test Anxious by change Countermeasure 6.Countermeasure

    Body test Prototype

    CAE Stress 1.Parts cost

    2.Mold

    3.Total

    Reflect for test (Left table) Reflect to production Weight

    1.SOP phase

    2.Target cost

    3.Current

    4.Supplier estimate

    If necessary 5.Gap

    internally, Later Recognized draw ing Plan ( / ) Plan ( / ) 6.Countermeasure

    OR Follow up ( Y - N ) M D M D M D M D

    Copy N Check grade Check Check

    Engineer

    GY No issue : ++ Regulation check require ( Y - N) Conf irm with Material dep: rubber, plastic, paint

    No guessing issue : + Acceptance f or F/R, F/F General name of material( )

    Guessing issue : - Parts list of OBD(On-board diagnosis) Assembly and serv ice(Line tools, serv ice manual)

    No countermeasure: -- Saf ety issue (FH, Crash, OR, Leak) Row material, process with prod. Eng & supplier

    Not accept: Blank Conf irmation Engineering check sheet Conf irm guideline of parts f itting (Internal E2-14)

    Including all PPC items Drawing: parts table, request, label

    The case of - and --, Satisf ied required f unctions by reliability matrix Change Drawing: old parts, ov ersea,

    Write f ollow up date Keep dev elopment target by justif ication check sheet Parts table: Saf ety , regulation, maker option

    Conf irmed by control design inf ormation matrix Pattent:requested (Y N), Fall f ault (Y N Analy )

    Implement DRBFM Deliv ery location, change( )

    Prohibited design change, conf irmed by real parts Env ironmental condition & inf luence

    Conf lict of parts, distance, slack, f astened, seal Oil, water & gas temperature, f rozen, f uel, etc

    Caulking, weld, press, insert choking

    Information Roll out other model(Y N), Influence other organization(Y N), informed(Y N):

    Leader comments:

    Total

    #1: Each engine & using area has template Check sub-design check sheet of back side

    (Revised '05 June) #2: Attach engineering check sheet

    Cost

    Item Item

    Face Engine

    Related

    Final

    Order

    Route: Design room -> Manager ->each CE

    2- copy for group

    Process Flow and

    Accountability Map

    Process Flow

    Accountability

    Map DE DM

    M S

    M S

    M S

    M S

    M S

    Standard

    Time

    TLSC: Total Link System Chart

    Input

    Work

    Output

    Design Delivery Production Test Engineering

  • Basic Title

    2011 QV System, Inc. All rights reserved

    24

    Target

    Integral Approach

    Project plan Project

    Function

    Documentation Progress Audit

    Field Book: 250-p.

    Skill map

    Studio

    TMS Tools: 92 Visual Board

    Similar with A3

  • Basic Title

    2011 QV System, Inc. All rights reserved

    25

    Progress Audit Check Sheet

    Pull

    Planning

    Design

    review

    Design to

    cost

    Quality into

    process

    Technical

    know-how

    Total TPS

    Pull planning

    Organization

    Oobeya

    Resident

    engineer

    Quality admini

    TMS

    TDS

    TMSS

    Total TPS

    Oobeya Check Sheet

    Total

    Engineering

    Project

    Oobeya

    Team

    Oobeya

    Teams Oobeya

    1 2 3 4 5

    Metrics Prioritized

    < 3

    metrics

    Same

    format

    Update

    before

    meeting

    Forecast

    line with

    scenario

    Abnormal

    data with

    reasons

  • Basic Title

    2011 QV System, Inc. All rights reserved

    26

    Summary

    Start from leaders

    Standardized and disciplined process

    for innovative products

    Tools

    Management