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

David [email protected]

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


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


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


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


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)


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.



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.



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.


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)


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


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.”


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)


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.


TPS Problem Solving Tool

Continuous improvement relies on applying a cyclical methodology of problem solving:

– Plan

– Do

– Check

– Action

Plan

DoCheck

Action

PDCA Wheel


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


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


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


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


The 8 Wastes

Scrap / ReworkInventory

OVER PRODUCTION

Motion

Waiting(Manpower, Material, Machine)

Transportation

Processing

TPS

Under Utilized People


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


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


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)


Just In Time• Producing

” The Right Part”

” At the Right Time

”In the Right Quantity”

• JIT prevents overproduction and other Muda



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



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


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


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


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.


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


Standardized Work


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


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


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


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


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


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.


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


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

David Devoe

[email protected]


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 tps 1 hour presentation aug 2010

Documents

tps philosophies

efficiencyfeatures of

toyota production systemtoyota

tps training facility

tps training material

enabled toyota

kanban system

david ac devoe