1/52

PRESENTATION ON

FUNDAMENTALS OF TOYOTA
PRODUCTION SYSTEM

By
Swamy.M.K
Manager, Plant Administration Division
(15th Nov 2006)
 CONTENTS 2/52

1. Objective of TPS
2. Outline of TPS
3. Toyota’s Cost concept TPS
4. Just In Time (JIT)

JUST IN TIME
4.1 Principles Of JIT
4.2 Heijunka (Leveling)
5. Jidoka (Fool proof system)
5.1 Built - in - Quality
5.2 Shojunka (Man power saving)
6. Standardized Work
6.1 Definition, Elements & Forms HEIJUNKA
7. Muda (Waste) STANDARDIZED WORK
8. Kaizen (Continuous Improvement)
 1. OBJECTIVES OF TPS 3/52

1. Better ways to ensure production Quality.

2. A working environment for maximum
potential.
3. Lowering costs by elimination of MUDA.
4. Strong flexible company.
 2. TPS - OUTLINE 4/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow

IMPROVE HEIJUNKA
PRODUCTIVITY
(Man, Machine & Material) K
Takt Time Development
A
of Company
I
COST REDUCTION & Human
Z
By Resource
Fixed E
Eliminating MUDA position
N
and Preventing line stop

re-currance of Built –in-

abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA
Shojunka
 TPS - OUTLINE 5/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 3. TOYOTA’S COST CONCEPT 6/52

• Increase profit through cost reduction

Conventional Thinking Way Toyota’s Thinking Way

Selling price = Cost + Profit Profit = Selling price - Costs

Profit Profit Profit Profit

Selling price Selling price
Cost Cost Cost Cost

Customer determine the selling price Cost Reduction is the only way

Cost reduction is possible by eliminating of MUDA &

preventing re-occurrence of ABNORMALITY
 TPS - OUTLINE 7/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 4. JUST IN TIME (JIT) 8/52

• JIT: Produce & transport - What is required,

When it is required & In the quantity it is required.
• The ideal lot for JIT :1 Piece Production.
4.1 “3” Operating principles
4.1.1 Pull System – (Kanban System)
4.1.2 Continuous Process Flow
4.1.3 Tact Time
Bumper Glass Console Box
Line
Smooth flow of
Main line is
dependant on
Sub lines, Main Line
producing based
on Just in Time
concept. Engine Line
Instrument Panel
 TPS - OUTLINE 9/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 4.1.1 PULL SYSTEM (KANBAN SYSTEM) 10/52

• The TOYOTA`s most revolutionary operating concept of

perfect inventory system.
Conventional Production System Toyota Production System

PUSH System PULL System

•The PRECEDING PROCESS pushes •FOLLOWING PROCESS withdraw from
the completed material to the PRECEDING PROCESS WHAT parts they
FOLLOWING PROCESS irrespective of need, WHEN they need them, in the
demand . QUANTITY they need .

•PULL SYSTEM is ensured by KANBAN.

High Inventory

Supplier Customer
Supplier Push system Customer Pull system
4.1.1 PULL SYSTEM (KANBAN SYSTEM) 11/52

•What is Kanban ?
Kanban is a small signboard / card work on Pull system
concept, is the key control tool for “Just-In-Time” production.
•What is does ?
• Instructions for Production and Transportation.

• A visual information management tool :

- For preventing over-production.
- For detecting delays or advancement of processes.

• A tool for KAIZEN .

 4.1.1 PULL SYSTEM (KANBAN SYSTEM) 12/52

• KANBAN SAMPLE
1 1 1
1 5 4 3
1 6
7 SUPPLIER :
TKM
1
1 D001 - A 268W 2
DENSO INDIA KEY CODE :
LIMITED, 505017447
PART DETAILS: 1
STARTER ASSY
2 LOCATION CODE : 1
PROCESS CODE : F1C25-EG04 1
AA KANBAN NO : 0
3 QTY/BOX :
4
28100-0D120-00
9
PACKING CODE :
424
C882 SEQ.No:
2
DOCK:
01
4 31-MAY-05 10:41:21
8

5 6 7
1. Supplier Code & Name. 7. Dock No. 12. Vehicle Code.
2. Process Code. 8. Kanban Printed Date, 13. User Location.
3. Box Quantity. Month & Time. 14. Kanban Key Code.
4. Packing Code 9. Part Number 15. PC Zone Flowrack no.
5. ID No. / Back No. 10. Barcode. 16. ILCD Process Code.
6. Kanban Seq. No. 17. Line wise Identification Colour
11. Part Name.
 4.1.1 PULL SYSTEM (KANBAN SYSTEM) 13/52

• KANBAN OPERATION SYSTEM

TKML 12 SUPPLIER
PARTS PALLET WITH KANBAN
TO TKML
13
CHECK SHEET
APL 1-2-2

KBN
222
KBN NO. QTY
111
222
2
1
PAD
333 4

KBN
XXX Y
GRN SUPPLIER
222

LINE SIDE
1 1

1
1

1
PARTS WITH
KANBAN
10 KBN
222`

FIRST PART
LINESIDE KANBAN POSTING
USAGE CHECK SHEET
APL 1-2-2
KBN NO. QTY
111 2

1
222 1
KBN 333 4
XXX Y
222

KBN KANBANP
KBNKBN
111 OST 222 222

8
KANBAN
KANBAN SORTING ROOM EMPTY BIN INCOMING KANBAN
TIME LOC1 LOC2 LOC3 LOC4
APL STTI TGK DNKI NTTF TRUCK1

3 TRUCK2
TRUCK3

TO KANBAN SORTING KANBAN SORTING

KANBAN TO SUPPLIER 7 7
5 CHECK
SHEET
APL 1-2-2
K KANBAN & EMPTY BIN
EMPTY BIN TO SUPPLIER TRANS

4 6
 TPS - OUTLINE 14/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
4.1.2 CONTINEOUS FLOW PROCESS 15/52

• Continuous Flow Process means

1.Eliminating the stagnation of work in and between processes .
2.Carrying out one-piece-at-a-time production.

Raw Material
Conventional part prod. method

Processed Part
Completed Part

Continues flow processing method

Raw Material
Completed Part
 TPS - OUTLINE 16/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
4.1.3 TAKT TIME 16/52

• TAKT TIME is a time value in which a single part or all the

parts for single car is produced.

• It is decided on the basis of monthly production requirements

( By customer ) & the amount of operating time during the
month.
Total Daily operation time
TAKT TIME =
Total Daily production requirement

One Pitch = One Takt

 TPS - OUTLINE 17/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
4.2 HEIJUNKA (LEVELLED PRODUCTION) 20/52

Requires large number of Man /

Machine / Material
Quantity

Standard

Muda Required
leveling of
production

Time / Day

HEIJUNKA GOAL is to reduce Fluctuation

 4.2 HEIJUNKA (LEVELLED PRODUCTION)
Conventional Production System Customer Order Pattern
C C C C B B
C C C C
A
Concentrates work on SHOP 1
different process at ?
C C C C C C C
different time SHOP 2
? Batch Production
SHOP 3

Toyota Production System

C C C C

Distributes work evenly SHOP 1

C C B A C C B
among the steps
B B
production sequence Leveled (Heijunka) Production
SHOP 2
at all times
Produce in order of the most
A
selling (or sold) product
SHOP 3
 TPS - OUTLINE 21/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 5. JIDOKA 22/52

JIDOKA is the Ability of production lines to stopped in the event of

• Equipment malfunctions
• Quality problems Fixed line stop
• Work being late, chord
either by
- Machines which have the ability to sense abnormalities or by
- Team member who pulls a line-stop chord.
Moreover, Let’s
Make it.
It is defective. Fixed line stop
chord

Stop
Automatic
machine
Jidoka
machine

The machine stops automatically Team member pulls line stop chord
when abnormality is recognized when abnormality is recognized
 TPS - OUTLINE 24/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 5.1 BUILT IN QUALITY 25/52

• BUILDING THE QUALITY at each process.

• QUALITY ASSURANCE by process itself or by process member.

Ensure Quality before passing the

STOP IN CASE OF ABNORMALITY product to next process
1.AUTOMATIC STOP
2.FIXED POSITION STOP SYSTEM Preceding OK
Following
Process ! Process

ABNORMALITIES ARE MADE VISIBLE

BY
1. ANDON
2. PERFORMANCE ANALYSIS BOARD
3. STANDARDIZED WORK CHART
 TPS - OUTLINE 26/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Fixed E
Eliminating MUDA position
and Preventing N
line stop
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 5.1.1 FIXED POSITION LINE STOP 27/52

•Team member detects the Problem, he turns ON the FIXED-POSITION

stop switch.
•The Line keeps moving until it reaches a fixed position.
•Turning on the switch, also summons the supervisor.
•This allows line supervisor & Team Member to resolve the problem
before the line comes to stop.
•Avoids the errors or quality problems without stopping the Line.

Start Position

Stop switch turn on position> Supervisor call button gets on

Line Stop Position > After move to next pitch

 TPS - OUTLINE 28/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 5.1.2 POKAYOKE (FUL PROOF SYSTEM) 29/52

Fool proof system by using simple mechanism.

(Low Cost & highly reliable devices or innovations that either detect abnormal
situation before they occur at Production Process)
Machining : Welding :
Example of Preventing out-of Example of Preventing missing
position Mounting weld-nut
Before Kaizen

Chuck
Machine

Spindle

Work (out of position)

Height
Blocking plate
of the Nut
After Kaizen

Work (Mounted normally)

Reverse installation is impossible Welding will not take place if nut
by putting an obstruction plate is missing
 TPS - OUTLINE 30/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
5.1.3 ANDON (WORK PLACE MANAGEMENT) 31/52

Andon :

Andon with Normal condition Andon with Abnormal condition

 TPS - OUTLINE 32/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 5.2 MANPOWER SAVING (Shojunka) 33/52

• Shojunka is replacement of manual work to machine.

• Shojunja can be possible by doing simple kaizen or by directly replacement of
manual work to automation.
Eg : Manual parts transfer from one machine to other replaced by conveyor or hoist.

1.Shojunka by automation 2.Shojunka by simple kaizen

< Before > < After >
HOIST Drilling Machine Drilling Machine
FUELTANK Man is Working No Worker
TRANSFER

CONVEYOR
 TPS - OUTLINE 34/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
6. STANDARDIZED WORK 35/52

• WHAT IS STANDARDIZED WORK ?

• Standardized Work is defined as, an effective and orderly method

of producing the parts without waste.
• It is built around human movements. where optimization of speed
of Production, Safety, Quality, Cost etc. is achieved.

• ELEMENTS OF STANDARDIZED WORK

1. Tact Time
2. Working sequence
3. Standard In-Process stock.
6. STANDARDIZED WORK 36/52

•ELEMENTS OF STANDARDIZED WORK

Takt Time
Std. in pro. Stock

④4 ③3

⑤5
②2
Work Sequence

⑥6 ①1
6. STANDARDIZED WORK 38/52

• FORMS OF STANDARDIZED WORK

Form Name Purpose Image
Production Indicates the production capacity of each process.

Capacity Shows the bottleneck machine and work..

Basis for standardized work combination.

Standardized -It outlines the operator's work in a given process. It

is displayed at each work-site, showing the will of
Work chart the supervisors "How the work should be operated"
-A tool for visual control
-A tool for Kaizen
- One chart for one operator, or it can be one chart
for more than two operators per line.

Standardized Tool to determine the range of processes that one

operator can take care of within tact time.
Work
Combination It shows what combinations of manual work and
automated work time are possible when working
Table sequence is decided.
6. STANDARDIZED WORK 39/52

• FORMS OF STANDARDIZED WORK

Form Name Purpose Image
Production Indicates the production capacity of each process.

Capacity Shows the bottleneck machine and work..

Basis for standardized work combination.

Standardized -It outlines the operator's work in a given process. It

is displayed at each work-site, showing the will of
Work chart the supervisors "How the work should be operated"
-A tool for visual control
-A tool for Kaizen
-One chart for one operator, or it can be one chart
for more than two operators per line.

Standardized Tool to determine the range of processes that one

operator can take care of within tact time.
Work
Combination It shows what combinations of manual work and
automated work time are possible when working
Table sequence is decided.
6. STANDARDIZED WORK 40/52

• FORMS OF STANDARDIZED WORK

Form Name Purpose Image
Production Indicates the production capacity of each process.

Capacity Shows the bottleneck machine and work..

Basis for standardized work combination.

Standardized -It outlines the operator's work in a given process. It

is displayed at each work-site, showing the will of
Work chart the supervisors "How the work should be operated"
-A tool for visual control
-A tool for Kaizen
-One chart for one operator, or it can be one chart
for more than two operators per line.

Standardized Tool to determine the range of processes that one

operator can take care of within tact time.
Work
Combination It shows what combinations of manual work and
automated work time are possible when working
Table sequence is decided.
 TPS - OUTLINE 41/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 7a. MUDA 42/52

DEFINATION OF MUDA
All kinds of waste that does not add value to the product.

Activities that
Anything that is
increase added value
unnecessary motion,
(Mounting, cutting, Net work
obvious waste
welding, etc) achieved ( Waiting, correction, etc)

W MUDA
Work
O
Motion
Activities that do not produce
R added value, but are necessary
“MUDA” Exists K under the present conditions
everywhere (Conveyance, returning of
Incidental work empty boxes, inspection, etc)
(Part of “Muda”)
7a. MUDA 43/52

SEVEN TYPES OF MUDA

Muda of Over Production
Muda of Inventory
Muda of Waiting
Muda of Transport
Muda of Processing
Muda of Motion
Muda of Repair
Decrease in MUDA results in cost reduction

Inventory WAITING TRANSPORT PROCESSING MOTION REPAIR

 7a. MUDA 44/52

Muda of overproduction
• Extra manpower & machines required
• Extra parts & materials needed
• Extra energy, oil & electricity
• Extra pallets & skids required
• Storage space / Warehouse needed
• Extra payments for interest on Loans
• Problems are hidden

Muda of Over - production

 TPS - OUTLINE 45/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 7b. ABNORMALITIES 46/52

• Abnormalities are to be made visible

Visualization by - Andon
- Using Standardized work chart
- Performance analysis board
- 5S

• Abnormalities minimization by
- GO & SEE (Genchi gembutsu) the abnormality at the actual Site

- Grasp the FACT as it is & express it in concrete term ( Quantitative )

- Find the ROOT CUASE by asking WHY’s – 5 times

- Never allow the repetition of same abnormality due to the same cause
 7b. ABNORMALITIES 47/52

PERFORMANCE ANALYSIS BOARD

Performance analysis board shows the production situation in hourly units.

It investigates the difference between the production achievement and the

production plan each hour.Hence, it will be easy to judge the actual
performance versus the planned performances.

If the difference between them is large, there must be a cause.

In this way, the points requiring Kaizen can be discovered.
 7b. ABNORMALITIES 48/52

5’S
5’S IS THE METHOD TO DISCOVER PROBLEMS IN WORK AREA,
WHICH HELPS IN ENSURING SAFETY & DOING KAIZEN.
•SEPARATE NECESSARY & UN NECESSARY THINGS
1S SEIRI •ESTABLISH CRITERIA TO DEAL WITH UN NECESSARY THINGS
(SORT) •DISCARD UNNECESSARY THINGS.

•ESTABLISH A CLEAR LAYOUT OR STORAGE PLACE FOR EACH

SEITON ITEM.
2S •ENSURE THAT ALL ITEMS ARE ALWAYS STORED OR KEPT IN
(Locate) THEIR DESIGNATED PLACE.

3S SEISO •UNDERSTAND THAT CLEANILINESS IS A FORM OF INSPECTION

•ESTABLISH CLEANILINESS COMMENSURATE TO YOUR NEEDS.
(CLEAN UP)

•ESTABLISH CLEAR STANDARDS FOR MAINTAINING FIRST 3 S

4S SEIKETSU •ESTABLISH AN INNOVATIVE VISUAL MANAGEMENT SYSTEM
(STANDARDISE) SO THAT ABNORMALITIES SHOW UP EARLY.

SHITSUKE •FEELING ACCOUNTABLE & SETTING EXAMPLES TO MAINTAIN

5S (SELF DICIPLINE & ESTABLISHED PROCEDURES.
TRAINING)
 TPS - OUTLINE 49/52

NEED TO BE Pull System

JUST-IN- MUDA
COMPETETIVE TO
SURVIVE IN MARKET TIME

STANDARDIZED WORK
Continuous
Flow
IMPROVE HEIJUNKA
PRODUCTIVITY
(3M) K Development
Takt Time
A of Company
COST REDUCTION I & Human
By Z Resource
Eliminating MUDA
Fixed E
position
and Preventing line stop
N
re-occurrence of Built –in-
abnormality Quality Pokayoke

Andon
ABNORMALITY
JIDOKA Shojunka
 8.KAIZEN 50/52

8.2 CONTINUOS KAIZEN AND MAINTAIN

• Kaizen is the CONTINOUS
TPS WAY Improvement , Constant search
for better way.
Kaizen
•It is a Commonsense
Approach to Low Cost
Maintenance Management. It focuses on
MUDA elimination.
Progress

•Foundation for Kaizen is

Standardization.

Conventional •Kaizen to be focused on 4M

WAY ( Man, Machine, Material &
Method )

Time
 52/52

Thank You