Download - David Devoe Tps 1 Hour Presentation Aug 2010
Toyota Production SystemToyota was able to greatly reduce cost and inventory using the TPS. This enabled Toyota to become one of the largest companies in the world. The TPS is made up of 14 guiding principles.
The Toyota Production System is a classic example of the Kaizen approach to productivity improvement. Anywhere there is Human motion involved the TPS philosophies, methods, tools & techniques will create a culture of Continuous Improvement in any organization.
TPS is known more generically as lean manufacturing.This presentation is based on TPS training material received during a 3 month study in 2006 of the Toyota Production System hosted by Toyota Industries Corporation (TICO) headquartered in Kariya, Japan.
My TPS training facility, Logistics & Forklifts, is located in Takahama, Japan. L&F is the largest facility (330,000 sq m,10 major buildings) of its kind in the world manufacturing small lot production using the Toyota Production System.
Sakichi Toyoda achieved his
ultimate goal in 1924 of inventing
and completing the world’s first
non-stop shuttle change automatic
loom, as well as a circular loomNon-Stop shuttle change Toyota
Automatic Loom Type-G
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Logistics & Forklifts Takahama Japan.
David Devoe [email protected]
“Where there is no
Standard there can be
no Kaizen”
- Taiichi Ohno
• Taiichi Ohno
Discovered the Kanban System in 1956
Kiichiro Toyoda
Set target to catch America in 1945
Marked the start of present TPS
Laid the foundation for Just-In-Time in 1930
• Sakichi ToyodaIntroduced the concept of Jidoka in 1902
TPS HISTORY
The Toyota Production System
gained global attention in 1973
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MAY YOUR FUTURE BE LIT BY THE
KNOWLEDGE OF THE PAST
CHECK AND FIND THE CHANGES OF THE TIMES
Kiichio Toyoda
『before you say you can’t do
anything, TRY it』
・・・Sakichi Toyoda
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Continuous Improvement Kaizen
required Daily
Apply TPS for 6S”in the pursuit of Perfection”
2S..
Standardize &
Sustain
3S
Sort – Housekeeping (Seiri)
Set in Order – Workplace Organization (Seiton)
Shine – Cleanup (Seiso)
Standardize – Keep Cleanliness (Seiketsu)
Sustain – Discipline (Shitsuke)
SAFETY
Always do 6S before a Kaizen Activity.
David ac Devoe 2010
5SJapaneseEnglish Translation
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Toyota Production SystemThe basic purpose of TPS is to achieve continuous gains in efficiency
Features of TPS:
TPS is a philosophical framework for managing operations (14 principles)TPS is about shortening the time it takes to convert customer orders into deliveries (value stream mapping) TPS is a system for the absolute elimination of waste (8 wastes ”muda”)TPS identifies problems where they occur (root cause analysis)TPS is a flow process (level production ”heijunka”)TPS is continuously evolving (kaizen)
The aim of TPS is to eliminate all Muri, Mura, Mudafrom the operations. It is a system that uses thePDCA (plan,do,check,act) approach to involve everyonein solving problems and improving SQDM&E
SAFETY •QUALITY • COST • DELIVERY • MORALE • ENVIRONMENT
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Toyota Management Principles
Problem
Solving
People & Partners
Process
Philosophy Section I
Section II
Section III
Section IV
(Cont. Improvement Learning)
(Respect, Challenge, and Grow Them)
(Eliminate Waste)
(Long-Term Thinking)
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14 Toyota Way Principles
Section I ( 1 )
Long-Term ThinkingPrinciple # 1
Base your management decisions on long term philosophy, even at the expense of short-term financial goals
Section II (2 – 8)
The Right Process Will Produce the Right Results
Principle # 2
Create continuous process flow to bring problems to the surface.
Principle # 3
Use “pull” systems to avoid overproduction.
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14 Toyota Way Principles
Principle # 4
Level out the workload (Heijunka). (Work like the tortoise, not the hare)
Principle # 5
Build a culture of stopping to fix problems, to get Quality right the first time
Principle # 6
Standardized tasks are the foundation for continuous improvements and employee empowerment.
Principle # 7
Use visual control so no problems are hidden.
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14 Toyota Way Principles
Principle # 8
Use only reliable, thoroughly tested technology that serves your people and processes
Section III ( 9 – 11 )
Add Value to the Organization by Developing Your People and PartnersPrinciple # 9
Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others
Principle # 10
Develop exceptional people and teams who follow your
company’s philosophy.
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14 Toyota Way PrinciplesPrinciple # 11Respect your extended network of partners and suppliersby challenging them and helping them improve.
Section IV (12 – 14 )
Continuously Solving Root Problems DrivesOrganizational LearningPrinciple # 12Go and see for yourself to thoroughly understand the situation(Genchi Genbutsu)
Principle # 13Make decisions slowly by consensus, thoroughly consideringall options; implement decisions rapidly
Principle # 14Become a learning Organization through relentless reflection(Hansei) and continuous improvement (Kaizen)
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A TPS learning organization has 3 key elements:
1. Identify Root Causes and Develop Countermeasures.
2. Use Hansei:
Responsibility, Self-Reflection, and Organizational Learning.
3. Utilize Policy Deployment (Hoshin Kanri).
This is Toyota’s process of cascading objectives from
the top of the company down to the work group level.
Become a Learning Organization
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What is TPS?
By eliminating Waste (muda), Quality is improved, production time is reduced and cost is reduced.
TPS Tools include constant process analysis (Kaizen), “pull” production (by means of Kanban/ JIT) and mistake-proofing(poka-yoke).
TPS as a management philosophy, is also very focused on creating a better workplace through the Toyota principle of “Respect for Humanity.”
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Kaizen," loosely translated, means "continual and systematic
training of the mind leading to continuous improvement in
performance." Improvements are important, but it is the mind
of the worker that makes them possible. It is he/she who must
be motivated to transform the work place into a
continuously improving problem solving
Organization.
TPS Kaizen (Respect for Humanity)
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TPS Problem Solving
Before attempting to solve problems, you must understand what the true root cause is.
You must go and see for yourself at actual site of the problem to understand Genchi Genbutsu.
This is a key Toyota philosophy.
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TPS Problem Solving Tool
Continuous improvement relies on applying a cyclical methodology of problem solving:
– Plan
– Do
– Check
– Action
Plan
DoCheck
Action
PDCA Wheel
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TPS Management Philosophies
Toyota’s core competency is the TPS managerial philosophy (14 Principles)
Securing profits is essential for survival and fulfilling social missions
Cost reductions are required to increase profits
Customers set the selling price
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TPS View on Cost (reduction)
Profit
Cost
Cost + Profit = Selling Price
Selling Price
(1) Traditional View (2) TPS View
Cost
Profit
Profit = Selling Price - Cost
Selling Price
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TPS Management Philosophies
When Production and Business Process Flow, Improvements will yield Cost advantages over competitors, assuming the same base costs for design, equip., and mat’ls.
Rawmaterialpurchase
Laborexpense Parts
purchase
Energy
Others
Cost in commonbetween companies
Cost caused bydifferences inproduction method
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KAIZENThe goals of Kaizen include the elimination of waste (defined as ”activities that add cost but do not add value.
A closer definition of the Japanese usage of Kaizen is ”to take it apart and put back together in a better way”. What is taken apart is usually a process, system, product, or service.
Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that when done correctly Humanizes the worplace, eliminates hard work (both mental and physical), teaches people how to do rapid experiments using the scientific method, and how to learn to see and eliminate waste in business processes.
Lay offs are not the intent of Kaizen. Instead Kaizen must be practised in tandem with the ”Respect for People” prinicple.
Importantly Kaizen must operate with three principles in place: Process and Results (not results only)
Systemic Thinking (i.e. Big picture, not solely the narrow view) Non-Judgemental, non-blaming (because blaming is wasteful)
Everyone participates in Kaizen, people of all levels in an organization from CEO
on down as well as external stakehoplders if needed.
The format for Kaizen can be individual suggestion system small group
or large group
The only way to truly understand the intent meaning and power of Kaizen
is through direct participation many, many times
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The 8 Wastes
Scrap / ReworkInventory
OVER PRODUCTION
Motion
Waiting(Manpower, Material, Machine)
Transportation
Processing
TPS
Under Utilized People
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Standard Work
Jidoka•Built-in quality
•Poka yoke
•5 Why
•Harmony of man
& machine
Operational Excellence
• Best Cost, Quality, Delivery
• Empowered employees
• Customer focused culture
Just In
Time•Takt Time
•One-piece Flow
•Downstream Pull
Kaizen
Heijunka•Averaged daily volume & mix
•Smooth production schedule
5S
Visual Controls
Kanban
3PSMED
TPM
The House Toyota Built
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JIDOKA
Leveled production
Pull system
Make process flow
-Average both variation
and quantity
-Takt time production / work
-Kanban system
-Frequent transportation
: consolidated transportation
: orderly pick-up
: relay transportation
-One by one production
-Multi-process handling
-Multi-skilled worker
-Equipment layout based on
processing order
Separate human work
& machine work
Stop when
abnormality occurs
Visualize abnormality
-Two-point control
-Andon signboard
-Fool proof (Poka Yoke)
-Fixed position stop system
-Standardized work
Small lot
production
Set-up time reduction
Reduction of
Production Lead-time
Reduce stagnation
( 1 )
In case of abnormality
stop and notify
When the process is finish
stop and notify( Don’t watch at the machine )
( 2 )
( 3 )
( 4 )
( 5 )
( 6 )
Flexible Manpower Line
Main step of “Just In Time” and “JIDOKA”
Just In Time
Precondition:Heijunka
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TPS Basic Training Takahama
Jidoka (Intelligent Autonomation):
• As practised at Takahama it means not allowing defective parts to go from one station to the next.
• When applied to manned operations, it refers to the practise of stopping the entire line or process when an abnormal situation occurs.
• The purpose is to free equipment from the necessity of constant human attention, separate people from machines and allow workers to tend multiple operations
• Poka yoke is a tool for Jidoka. (Poka Yoka is a device that prevents incorrect parts from being made or assembled, or easily identifies a flaw or error. A visual or other signal to indicate an abmormal situation)
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Just In Time• Producing
” The Right Part”
” At the Right Time
”In the Right Quantity”
• JIT prevents overproduction and other Muda
TPS Basic Training Takahama
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Heijunka (Production Leveling) :
• Leveled production is the foundation of the Toyota Production System
• Is the leveling of production by both volume and production mix.
• This system takes the total volume of orders in a period and levels out so the same amount and mix are being made each day.
• Will eliminate waste (Muda) by leveling the productvolume and mix but most improtantly will level out thedemand on the people, equipment and suppliers
• Heijunka is a good way to achieve shorter lead times
TPS Basic Training Takahama
David Devoe [email protected]
Continuous Improvement
Jidoka
Just-In-Time
KANBAN system
Leveled
Production
Visualization
Waste Reduction
5S
Accurate Forecast Genchi
Genbutsu
Key words
HighQuality
LowestCost
ShortestLead Time
GoalsTools
(a)
(b)(c)
(d)
(e)
(f)
(g)
(h) (i)
(j )
(k)
(l)
(m)
(n)
Key words
TPS House Interrelationship Map
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Key words description
1) Production must be leveled by work load, equipment load and parts usage.2) Production must be leveled in a month and in a day.3) Leveled Production keeps Man power, Equipment necessity and Stock level stable
Continuous Improvement
Jidoka
Just-In-Time
Leveled Production
Visualization
Waste Reduction
Accurate Forecast
1) 8 Wastes (1) Waiting time to work (2) Defect repair (3) Unnecessary action (4) Unnecessary transportation (5) Unnecessary processing (6) Over stock (7) Over production (8) Underutilized people
2) The worst is "Over production". It causes other wastes.
1) Everything arrives with Necessary Goods, Necessary QTY and Necessay Time.
2) No wrong items, No shortage, No over quantity, No delay and No early.
1) Automatic stop when the system detects error or unusual situation.2) Jidoka avoids continuing to create bad quality products.3) Not only production but also desk work.
1) Visualization easily tells us what is normal and what is not normal. 2) Aim of Visualization is to find out the items to be improved (KAIZEN)3) Visualize to all.
1) Not only to create more accurate forecast but also to achieve forecast.2) Forecast equals to Plan. Need to be achieved.
(Annual, Monthly, Weekly, Daily, Total unit, Model mix, Options (Specs), Parts)
1) One improvement must be standardized not to go back previous situation.2) And then next improvement brings level up .3) Even if we want to stay here, we must keep running.
TPS House Interrelationship Map
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Difference between Raising Productivity & Forcing Work
Raising Productivity Against Sales
"Change MUDA into work"
MU
D
A
MUDAW
O
RK
WO
RK
MUDA
MUDAW
O
RK
Forcing Work
To make operators work harder
without implementing Kaizenwork
motionmotion
MU
D
A
WOR
K
WO
RK
MUDA
MU
D
A
work
motion motion motion
K
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Difference between Rate of Operation & Operational Availability
Rate of Operation
Percentage of total production capacity during
regular working hours determined by demand.
It becomes either more than 100% or less.
Operational Availability
The probability of a machine is
ready to work when necessary
The ideal condition is always
having 100% availability.
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In case of abnormality stop and notify
What is abnormality
Not normal = abnormality
Kaizen
Search for causeFind MUDA
Occurrence of
abnormality
Standardization
The most important thing is
that we decide to standardized work
STOP
CALL
WAIT
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Standardized Work
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Basic step of QUALITY IMPROVEMENTStep
STANDARDIZATION
TEACHING and TRAINING
DAILY MANAGEMENT
especially for “CHANGE POINT”
VISUALIZATION and ASAICHI MEETING
8 STEPS PROBLEM SOLVING
Find weak point in plant
“ How to ?”
A
B
C
D
E
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Element No. Contents of Change Point
Man
1 New associate in shift
2 rotation of associates
3 B Relief work
4 Change in distribution of work elements
Machine
5 Tool change
6 Repair of tools / blade
7 Repair of equipment troubles
8 Renewal of machine & dies
Material9 Design change
10 Missing parts
Method
11 Process change
12 Change of takt time & cycle time
13 Procedure change in line with engineering
change
14 Response in abnormal situation
CHANGE POINT MANAGEMENT
ZERO Quality Defects
are not realized
unless top management
Implemented Change Point
In-process quality check in each Change Point
EFFECTIVE QUALITY CHECK
Based on each Change Point 4M, suggest & adopt in-process
effective quality check to prevent defect-flowing.<e.g.>double
check should be done products made by the new associates
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EFFECTIVE MANAGEMENT
(1) Visual control on next day’s Change Point on Team Leader board
(2) Assign check items to each associate
(3) Communicate to all associates of Change Point
in the ASAICHI meeting
(4) Give directions to concerned associate, following the rules
(5) Check if the associate is implementing as instructed
If necessary, give additional instruction
(6) If associate made a defect, teach proper operation and
observe the associate follow the operation
(7) implement upstream check to stop defects from
escaping into next process
(8) Pursue root causes & take countermeasures
(9) Collect day result. Review & revise the rule if needed
DAILY CHANGE POINT CONTROL
Previous day
(hand write)
Meeting
(a.m.)
Worker
(teach & train)
Response to
Problem
Confirm C/M(check)
Standardize
& Sustain
Quality Check in CHANGE POINT
CHECK
LISTCHECK
LIST
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In the top example, inadequate
planning has resulted in
increased time spent checking
and taking corrective action.
Inadequate
Plan
Man-hours
P D C A
Adequate
PlanSmall number of
man- hour
Large number of
man-hour
Benefits of the PDCA Wheel
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Theme States purpose of report in general terms
D
Problem Situation• Background
• Standard: what should be happening
• Current Situation: what is happening
• Discrepancy: deviation between standard and
current situation
• Extent: what is the trend of this problem
• Rationale: why should this problem be addressed
Countermeasure(s)• Address root cause
• Short-Term: something to get things going
Long-Term: deal with the root cause and
prevent recurrence of the problem
• Why recommended
Target(s)What you want to accomplish within a certain time
frame: (Do What, To What, By When & How Much)
Implementation (Gantt Chart)
• WHAT actions need to be done to put the
countermeasure(s) in place
• WHO will take that action
• WHEN will the action be taken
Cause AnalysisInvestigating the problem based on confirmed facts
all the way to the root cause.
•Potential causes
•How checked & results (FTA, 5-Why, Fishbone, etc.)
•Identify actual root cause(s)
Follow-Up• What needs to be checked
• When does it need to be checked.
• What recommendations do you have now
that countermeasures are in place.
• Include a line graph showing your progress
toward the goal.
P
P
P
PC
A
A3 Format
PDCA Report
D
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A 5 Why example Level of Problem Corresponding Level of
Countermeasure
There is a puddle of oil on the shop floor.
Clean up the oil.
Because the Hydraulic Lift Ram is leaking oil.
Fix the Lift Ram.
Because the O-ring blew out of the Ram Seal
Replace the Seal
Because the Supplier
made the seals from cheaper material
Change Seal material specifications
Because Supplier could
reduce price on the new Seal
Change purchasing policies
Because the purchasing
agent gets evaluated on short-term cost savings
Change the evaluation
policy for purchasing agents.
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Fault Tree Analysis (Over Head Guard) Example
Robot Down
Warehouse
signal late
No Cart
Late
WaitingPaint
Part Change
Paint
Line
Stop
Paint
Tacky
Equipment Breakage
System Error
Operator Error
Materials Error
OHG not at Installation Station at right time
What If ?Why ?????
Scheduled
Mat’l Handler
busy
Maintenance
Out of Wire
Full at Paint
late Signal
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TPS basic Training Activities 2006
TPS Training
Modules
Mod 1 Intro to TPS
(Employee & Salary)
Mod 5S
Nut & Bolt Demo
Mod 7 Applications
Mod 2 Muda
Mod 3 S.W.
Mod 4 Kaizen
Mod 5 Jidoka
Mod 6 J I T
TPS Training
Schedules
Day & Aft.
Shift
TPS Training Pie
Chart showing
percentage of
employees trained
Master
Schedule
Management
Committee
training dates
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41/50
Thank you for your attention
Consistently!
Steadily !
Completely !
Lean.for.6S
THANK YOU VERY MUCH
本当にありがとう
DOMO ARIGATO GOZAIMASU
David Devoe [email protected]