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Japanese 101
More laurels
In 2003, Toyota recalled 79% fewer vehicles in US than Ford
and 92% fewer than Chrysler.
According to Consumer Reports, 15 out of the 38 most reliable
models from any manufacturer over the last seven year came
from Toyota/Lexus.
According to J.D. Powers ranking for initial quality and longterm durability, Lexus was #1 most reliable car in 2003
followed by Porsche, BMW and Honda.
Not a single Toyota car is on the dreaded vehicles to avoid
list published by Consumer Reports. About 50% of the GMs
and more than 50% of the Chryslers are to be avoided.
14 Toyota-Way Principles
Section I Long-term philosophy
Principle 1: Base your management decisions on a long-term
philosophy, even at the expense of short-term financial goals.
Section II The Right processes will produce the right results
Principle 2: Create continuous process flow to bring problem
to the surface.
Principle 3: Use pull system to avoid overproduction.
Principle 4: Level out the workload (heijunka). (work like a
tortoise not the hare.)
Principle 5: Build the culture of stopping to fix problems to
get quality right the first time.
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14 Toyota-Way Principles
Principle 6: Standardize tasks are the foundation for
continuous improvement and employee empowerment.
Principle 7: Use visual control so no problems are hidden.
Principle 8: Use only reliable, thoroughly tested technology
that serves your people and processes.
Section III Add value to the organization by developing your
people and partners
Principle 9: Grow leaders who thoroughly understand the
work, live the philosophy, and teach it to others.
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14 Toyota-Way Principles
Principle 10: Develop exceptional people and teams who
follow your companys philosophy.
Principle 11: Respect your extended network of partners and
suppliers by challenging them and helping them improve.
Section IV Continuously solving root problem drives
organizational learning
Principle 12: Go and see for yourself to thoroughly understand
the situation (genchi genbutsu).
Principle 13: Make decisions slowly by consensus, thoroughly
considering all options, implement decisions rapidly.
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14 Toyota-Way Principles
Principle 14: Become a learning organization through
relentless reflection (hensei) and continuous improvement
(kaizen).
So we see that the JIT, Lean, 5S etc. are just tools that enable
quality and productivity. TPS is much more than that!
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Types of waste
Overproduction: Producing items for which there are no
orders, which generates such wastes as overstaffing and
storage and transportation costs because of excess inventory.
Waiting: Workers having to stand around waiting for the next
processing step, tool, part etc. Or no work because of stockouts, lot processing delays, equipment downtime, and capacity
bottlenecks.
Unnecessary transport: Carrying WIP long distances, creating
inefficient transport, or moving parts in and out of storage
facility.
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Types of waste
Over-processing or incorrect processing: Taking unneeded
steps to process the parts. Inefficient processing due to poor
tools and product design, causing unnecessary motion and
producing defects. Waste generated when providing higherquality products than is necessary.
Excess inventory: Excess raw material, WIP or finished goods
causing longer lead times, obsolescence, damaged goods.
Extra inventory hides problems such as production
imbalances, late deliveries from suppliers, defects, equipment
downtime, and long set-ups.
Unnecessary movements: Any wasted motion employees have
to perform during the course of their work, such as looking
for, reaching for, or stacking parts, tools etc. Walking is a
waste.
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Types of waste
Defects: Production of defective parts or correction. Repair or
rework, scrap, replacement production, and inspection mean
wasteful handling, time and efforts.
Unused employee creativity: Losing ideas, skills,
improvements, and learning opportunities by not engaging or
listening to your employees.
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Eliminating Waste
First step in removing non-value added steps from a process is
to map the process. Map the value stream following the actual
path taken by the part in the plant.
Walk the full path yourself (genchi genbutsu).
One can draw the path on a layout and calculate the time and
distances traveled (spaghetti diagram).
Traditional cost saving focuses on value-added items and try
to improve those.
TPS focuses on the entire value stream to eliminate the nonvalue adding items.
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Kanban system
At Toyota, empty bin (a kanban) is send upstream after a
demand instance.
It is a signal to refill it with a specific number of parts or send
back a card with detailed information about the part location.
Even today, one can see Kanban cards and bins moving on the
shop-floor.
Instead of using sophisticated computer scheduling
techniques, this is a simple, effective and visual system of
managing and ensuring the product flow and JIT production
system.
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Kanban system
Gas tank example.
Toyota philosophy about kanban:
Kanban is an organized system of inventory buffers and as per
TPS, inventory is waste, whether it is in pull system or push
system. So kanban is something you strive to get rid of.
Toyota uses kanban to force process improvements.
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Kanban system
Suppose we have four kanban cards for a particular products.
One each for four bins of products. TPS will conduct studies
in which one of the kanban cards (along with the
corresponding bin) is thrown away.
Now, if the machine breaks down, the downstream process
will run out of parts 25% faster.
The stress in the system will cause production shutdowns, and
will force teams to come up with process improvements.
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Jidoka
Hence we need a method to detect defects when they occur
and automatically stop production so an employee can fix the
problem before the defect continues downstream.
Jidoka is also referred to as autonomation equipment
endowed with human intelligence to stop itself when it has a
problem.
In-station quality is much more effective and less costly than
inspecting and repairing quality problem after the fact.
Lean manufacturing dramatically increases the importance of
building things right the first time.
With very low levels of inventory, there is little buffer to fall
back on in case there is quality problem.
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Andon system
When the equipment shuts down because of a quality problem,
flags or light, usually with accompanying music, signal that
help is needed to solve the problem.
This signaling system is called the andon system.
At Toyota, the andon is called a fixed-position line stop
system.
When a workstation in the assembly line signals a problem,
the production line is not stopped immediately.
The manufacturing team has until the product moves to the
next workstation to respond and address the problem, before
the andon turns red and stops the assembly line.
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Andon system
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Andon system
If the problem is small enough that can be solved in the leadtime between two workstation, 100% quality is achieved
without stopping the line.
If the problem is complex, the team leader can conclude that
the line should stop.
In TPS, the workstation detects the defects by using
countermeasures and error-proofing (poka-yoke).
Applications of andon system to service organizations like
call-center are obvious!
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