toyota production system & iot & iot - logimaster_1.pdfwaiting for machine work ....

• Information classification: Internal

Toyota Production System & IoT

Stefano Cortiglioni – Toyota Academy Director & TMHE TPS Senior Advisor


Toyota Production System

Agenda

1. Toyota Academy

2. Toyota Principles

3. Introduction of TPS

4. Just In Time

5. Jidoka

6. Smart Factory

2



Agenda

1. Toyota Academy



4. Just In Time

5. Jidoka

6. Smart Factory

3


Who we are

Toyota

• Group

4

Corporations

17Toyota

Group

http://www.toyota-boshoku.com/global/

http://www.toyoda-gosei.com/

http://www.jtekt.co.jp/e/

http://www.aisin.com/

http://www.toyota-global.com/

http://www.hino-global.com/

http://www.hino-global.com/

http://www.aichi-steel.co.jp/ENGLISH

http://www.toyota-body.co.jp/

http://www.toyota-tsusho.com/english/

http://www.globaldenso.com/en/

http://www.tytlabs.com/

http://www.toyota-ej.co.jp/english/company/kyoten.html

http://www.daihatsu.com/index.html

http://www.toyota-kyushu.com/english/

http://www.toyotahome.co.jp/

http://www.toyota-industries.com/


Chi siamo

Toyota Industries

Corporation

5

• Total turnover €15.4 Billion

• Total employees 61,200

• 4 business sectors

Automotive 30%

Materials Handling 64 %

Textile machinery 3%

Others 3%

* Figures for FY2018 and 1 Eur = 130JPY


European Customer Centers & Regional Hubs

Hannover

Mjölby

Ancenis

Bologna

Toyota Academy

• Toyota Material Handling ha fondato una

nuova divisione dedicate alla Formazione &

Consulenza.

• TPS Senior Expertise, con oltre 10 anni di

esperienza negli stabilimenti del gruppo, sono I

rappresentati di questa nuova divisione.

• 4 Customer Center coprono le esigenze di

tutte le aree europee

Toyota Material Handling Training & Consulting


Toyota Academy

Le persone al centro

Monozukuri in giapponese significa «Capacità di produrre prodotti di qualità tramite le persone»

Per la Toyota le persone sono la più importante risorsa dell’azienda, quindi è fondamentale:

Coinvolgimento

Sicurezza

Clima aziendale

Team

Ogni anno vengono introdotte più di 300 idee di miglioramento segnalate dagli operatori nel solo stabilimento di Bologna

7


Toyota Academy

Visual Management

• Con Toyota nasce il concetto di «Fabbrica Parlante»

• Tutte gli indicatori, le attività ed i risultati devono

essere ben visibili e disponibili a tutti

• La misurazione e la visualizzazione sono una attività

costante dei capireparto, in linea con la filosofia

«Tutto quello che non è misurabile non esiste».

• I meeting vengono fatti in fabbrica con il

coinvolgimento diretto degli operatori di produzione

8


Business areas

▪ Manufacturing – La nostra area di competenza!

▪ Logistics – Our home arena per il business nel material handling!

▪ Process reengineering – Migliorare i processi per migliorare le perfomance!

▪ Training – Gli stabilimenti Toyota come scuola!

9

Toyota Academy


I Nostri Clienti

10



Agenda

1. Toyota Academy


3. TPS Outline

4. Just In Time

5. Jidoka

6. Smart Factory

11


Toyota Way


While keeping harmony with international society. (Sustainability)

Social missions should be

accomplished.

・ contribute to better living of the customers

・ Securing prosperity of the company

・ stabilize living conditions for the employees

In order to accomplish above

Company must make profit and exist continuously.

The Purpose of Company

http://www.toyota.com/usa/story/effect/


No cost reduction, no profit increase

14

Sales price is determined by customers!

= Sales price(1) Cost ＋ Profit

salesprice

cost

profit

(2) cost reduction

(2) Sales price－ Cost = Profit

profitsalesprice

cost

(1) Raise sales price


Raw

material

purchase

Labor

expenseParts

purchase

Energy

Others

Cost in common

between companies

Cost caused by differences in

production method

Costs depend on Production Method

Cost depends on Production Method

２

３１

21

２

３１

4

２

３１

２

３１

3

２

１

３

４

２

１

３

４

１ 2 3 4

Machining

Stamping Welding

Drilling

WeldingStamping Drilling Machining

Shorter lead time, less labour!

Batch production functional layout (Trad.)

Single piece production, flow layout (TPS)


②Waiting

(time on hand)

Lookout machine

Goods not arrive on time

Waiting for machine work

④ Transportation

Unneeded transport

Delivery here & there

Bad timing

③ Inventory

(stock on hand)

Stagnant/obsocelete

Temporal location

Excess WIP

⑤Motion

Search around (Bad 5S)

Frequent motion (Pick/Put)

Walk empty-handed

⑦Making

defects

Irresponsible action

Aftertreatment of defects

Action for poor quality

① Over-productionis the most severe of wastes for Toyota because it triggers all the

other Mudas!

⑥ Processing

Not Standard work

Excess work

Excess inspection

Muda


Over-production causes additional Muda

Why products are over-produced

than its selling volume?

Having excess man-power and

machinery (Overcapacity)

Emergency stock for down time,

defects, and absentees, etc.

Can’t reduce cost

・Problems will be hid and impossible to solve

Muda of over-production is the worst Muda (Waste)

⑦Making

defects

• Information classification: Internal18

~~~~~~~~~~~~~~~~~~~~~~~~~~

Muda of over-production is the worst Muda (Waste)

Japanese lake

Buffer level


Toyota Lean Academy

Here´s the conclusionfrom the participantsof Jeffrey Likers TPS training

(30 people in upperoperations management)

19


• Come si è potuto ridurre i tempi di pit stop?

❑ Tecnologia?

❑ Aumentando il numero di risorse?

❑ Gerarchia?

❑ Standard e sequenza?

F1 Pit stop

Sicuramente tutti i punti sopra hanno contribuito a rendere più veloce il pit

stop, ma:

• Standard e sequenza (chi e quando fa che cosa) sono i punti più

importanti


CHANGE is Happening FAST…


“Our success is not based on our

ability to simply change.

It is based on our ability to change

faster than our competition.”


Impact of the New Technology

Customers 2020

• Shorter Lead Time

• Wider product offers

• Customizations

Companies 2020

• Lean

• Flexible (Supply chain included)

• Close to the market

Logistic 2020

• Flexible

• Fragmented (Pallet Vs Single Component)

• Efficient

All Right Reserved @ Toyota Material Handling Europe


Toyota Pillars

Hoshin Kanri

People Engagement

Genchi

GenbutsuChallenge Kaizen RespectTeamwork

Tools

Foundation

Values

Vision Customer Satisfaction

4S

+1

Sta

nd

ard

izati

on

Vis

ual

Man

ag

em

en

t

Qu

ality

Man

ag

em

en

t

Syste

m

Lean

Lo

gis

tic

Pro

du

ct

Develo

pm

en

t

TP

M

Su

pp

ly C

hain

Man

ag

em

en

t

ZERO defects, ZERO Accident 100% value added One piece flow, on demand


Toyota Organization & Information flow


MD

Directors

Managers

Group Leader

Team Leader

Worker

Hoshin Kanri

Jishuken

QCC

YK-Y

Visualization

Visualization

From ManPower to MindPower



Agenda

1. Toyota Academy



4. Just In Time

5. Jidoka

6. Smart Factory

27


What comes to mind when you think about

TPS?


Toyota Lean Academy

Toyota Production System (TPS)

TPS

The origin of LEAN!


TOYOTA

PRODUCTION

SYSTEM

HINKING

OYOTA

EOPLE

ROFIT YSTEM

YSTEM



History of TPS

TPS basic Philosophy

Core TPS is only the ”two ”pillars”

32

Just In

Tim

e

JID

OK

A


33

Just In Time JIDOKA


Core TPS is only the ”two ”pillars”

History of TPS


Toyota Lean Logistics Program (TLLP) - Content

34

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality

Taiichi Ohno

What is needed

When it´s needed

In the Qty neededSakichi ToyodaKiichiro Toyoda

../../../Filmer/41st Slide - Jidoka - Automated Loom.mp4


Essence of TPS - Visual Management

35

5S

Standards

Normal vs. abnormal

Target vs. actual

Countermeasures on

Deviation standards



Agenda

1. Toyota Academy



4. Just In Time

5. Jidoka

6. Smart Factory

36


Just in Time & JIDOKA

37

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality


The pillars consists of the following elements


Leveled production

38

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality



Necessary person, equipment

(truck etc.

Leveled by volumevolume

time(stable volume)

5 truck

volume

Necessary person, equipment(truck etc.)

Not leveled by volume

time(fluctuated volume)

8truck

Not levelled by variaton Levelled by variation

TIME

WORKLOAD

NORMAL

CAPACITY

OVERBURDEN ON RESOURCES

IDLE RESOURCES


Pull system

39

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality




< Definition >

Downstream operations go to upstream operations and pick up necessary parts with only necessary

amount. Upstream operations produce only withdrawn amount

< Purpose >

1) Make visible when excess production capacity exists.

2) Prevent over-production. ⇒ optimize stock level

Upstream process Downstream process

Production (Operation) instruction

Production, Operation Pull (conveyance)

Pull system


Push system production method

Supplier

Factory

Mach

inin

g

Assem

bly

Pack

agin

g

Ship

pin

g

Custo

mer

Control Section

instruction：item, quantity, due date

Control Section issues production instruction of predetermined schedule for all processes. Each process produces to

follow instruction => send to next process => increase work-in- process



3) Just In Time Production method (Pull System)

Control Section

Instruction：item, quantity, due date

Supplier

Factory

Mach

inin

g

Assem

bly

Pack

agin

g

Ship

pin

g

Custo

mer

Control Section issues shipping instruction to Shipping => Downstream process instructs to Upstream process for

necessary amount. Stock of each process clarify (1) location (2) quantity (3) order to use.



Pull system

Merit of Pull System

(1) reduction of stagnation

(6) visibility for problem/abnormality（flow stops）

(2) optimize amount of work-in-process

(3) reduction of space for stock

(4) reduction of control job work load

(such as Production Control section)

(5) quick reaction for “Sales” change


Pull System

① Production & Transportation instructions

Kanban

The Function of Kanban

③ Tool for Process Kaizen

② Tool for Visual Management

1) Prevent muda of over production

2) Monitor progress and to detect process delays


Pull system – The kanban concept

Kanban system origins from the supermarket concept

Customer Cashier Customer

Factory

Storage

Withdrawal kanban

Production instruction kanban

2

1

3

5

6

7

8

4


46

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality




1) Traditional way of production method

#1 process,

ex. Sheet metal cut

A1

A2

A3

A4

#2 process

ex. machining

B1

B2

#3 process

ex. welding

C1

C2

C3

C4

C5

#4 process

ex. assembly

D1

D2

D3

D4

stock

Production method : Lot size production

Efficiency : operator covers many same-type machines

directio

n o

f op

eratio

n

Continuous Flow


2) Just In Time production

Production method : small lot size production, one piece at a time production

Efficiency : operator covers multiple processes

α product group

A1 B1

C1＆D1

C4＆D4

β product group

A2 B2 C2＆D2

γ product group

A3 B3 C3＆D3

direction of operation

Continuous Flow


Mixed Assembly LineProduction Planning Activities

0

5

10

15

20

25

30

W1 W2 W3 W4 W5 W6 W7

Traigo 24

Blitz 24

Blitz 48

Traigo 48

Customer daily

Orders

•Different Mix

•Different Option

Available trucksFrozen trucks

Toyota Production System – TMHMI Experience


MRP

Production Planning Methods

Consuption

Order point system

Junjo

Kan-Ban

+ --

Val

ue

+

--



WEEKLY MRP

Logistic Scheduling: MRP vs JUNJO

JUNJO SYSTEM

• MRP runs once a week

• Suppliers delivery are weekly scheduled

within last Friday before production

• Suppliers receive a weekly shipping

schedule – Frozen period 2 weeks

• 6 days line on sequence frozen period

• Line assembly sequence communicated

every day (6 days rolling)

• Suppliers deliver daily (junjo) according to

line sequence



Production in batches

Mixed Production, ‘pulled’ by customer orders

Just in Time – From push to Pull

• The wide range of products, unstable market and the number

of different configurations requested by customers make

difficult to predict models and volume (Forecast accuracy)

• Move from Make to stock to Make to order was the way to

reduce Finished Good Inventory and unsold trucks

• High flexible production lines has been arranged to produce

all the product range in one piece flow




Cost depends on Production Method - 1 piece flow vs. Batch production

A

A

A

A

A

B

B

B

B

B

C

C

C

C

C

D

D

D

D

D

0

5

10

15

20

Elapsed

Time

(Minutes)

Continuous flow

One piece flow

A

A

A

A

A

A

A

A

A

B

B

B

B

B

B

B

B

B

C

C

C

C

C

C

C

C

C

D

D

D

D

D

D

D

D

D

0

1

2

3

4

5

6

7

8

A B C D

Different processes

Process time = 1 min/piece

Batch production

Lot size 5 pcs

Elapsed

Time

(Minutes)

Let´s start production of model X !


Just in Time

• The most famous pillar of TPS which the payoff is:

«What you need, When you need, Where you need”

• The just in time approach is driven by logistic transformation

following the 4 key rules:

• Accuracy: Provide only the components related to single order.

• Punctuality: Delivery when we need

• Location: Provide closer the workstation

• Tack Time: Delivery according to the Takt Time




Components stocked close to the production line


Internal Logistic Development

(Production Lines Materials Fulfilment)

Pro

• Simple

Contro

• Set-up

• Space

• Huge Operator walking

• Quality: Picking Error

• Limited Product Mix & option



1° Step

Kit & Supermarket development



Pro

• Flexible

• Quality (Materials to the single order)

• Available space close to the line

• Operator Walking limited

Contro

• Cart Movement

• Huge quantities of materials over the cart

• Quality (Components for different worstations)




2° Step

box with shutters


Pro

• Quality (Material dedicate to single order and workstation)

• Available space close to the line

• Less worker walking

• Sub-assembly lay-out

Contro

• Complexity (Fragmentation, accuracy)

• Movement (kit & returnable box)

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

3

Kit

4

Kit

5



All Right Reserved @ Toyota Material

Handling Europe


1° Step (2009)

KIT & Supermarket

All Right Reserved @ Toyota Material

Handling Europe

Starting point (2005)

Components stock close to the line

2° Step (2012)

Box Kit & Shutter


PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

1

Kit

2

Kit

3

PMSC SC

PMSC SC

Busy space

45 sq m

Free space

35 sq m

Kit

3

Kit

4

Kit

5


Junjo (Sequence)

• The production sequence is submitted to the supply chain covering

7 days rolling

• Supplier produce the components related to sequence and deliver,

on daily base, to TMHMI the daily quantities

Picking Incoming


Frames stock layout



Junjo Cont’d

• Components which the daily delivery is not

applicable (i.e distance, delivery cost

optimization, ect) are stocked in apposite

area

• Logistic operator are in charge to pick the

right components according to the line on

sequence; this activity is named “Jundate”

• Specific conveyor dispatch the components

to the line ready to be assembled to the truck

• As per today set-up, each conveyor loop

cover 3 takt in term of sequence





Agenda

1. Toyota Academy



4. Just In Time

5. Jidoka

6. Smart Factory

61


Standardized Work

62

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality




Stanadardized Work is the basis of operations to make correct products in the

safest, easiest and most effective way based on the current best practice

1) What is Standardized Work?

Standardized Work means establishing precise procedures for each operator's

work, based on three elements:

2) Three elements of Standardized Work

(1) Takt time

(2) Work sequence

(3) Standard inventory (in-process stock)

Standardized Work


Standardized Work

64


67

PRINCIPLES

RESULTS

METHODS

Standardized work Without standard

RESULTS

PERSONAL

PERFORMANCE



68

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality





Flexible Manpower

Flexible Manpower

Flexible workforce means to alter (decrease or increase) the number of

operators within a workplace, to adapt to demand changes

Continually optimizing the number of workers in a work place to meet the

type and volume demand imposed on the workplace.

69

TaktTime

∑CT= Ideal manpower


Flexible Manpower

Flexible work force

Example

1. Demand:150 trucks

∑CT = 500 min

Available schedule time: 2110* min

→ TT = 2110/150 = 14 min

→ ∑CT / TT = 500/14 = 35,7 people needed

2. Demand:100 trucks

∑CT = 500 min

Available schedule time: 2110* min

→ TT = 2110/100 = 21 min

→ ∑CT / TT = 500/21 = 23,8 people needed

70

* Weekly available time in dayshift

Always operate with

the minimum labour to

reveal waste!


71

Just In Time JIDOKA

Leveled

Production

Pull

System

Continuous

Flow

Standardized

work

Flexible

Manpower

Recognize

Abnormality






72

Recognize abnormality

Able to operate with

less manpower

No watch over for machine No defects passed on

Separate

Human & Machine work Building in quality

at each process

Produce quality goods

Better products at reasonable price

(1) when processing is finished (2) in case of abnormality

Stop and notify


Factory examples

73

Poka-Yoke

Jidoka

Leveled Production

Pull SystemContinuous

Flow of ProessStandardized

WorkFlexible

Manpower LineRecognize Abnormality

Safety and Others

Management

Just In Time Others

x

Andon

Jidoka

Leveled Production

Pull SystemContinuous

Flow of ProessStandardized

WorkFlexible

Manpower LineRecognize Abnormality

Safety and Others

Management

Just In Time Others

x


KAIZEN | Change is a philosophy at Toyota



善

Kai…

…Change

Zen…

…improving

改


Kaizen

• One of the most important cultural change

and foundation for TPS

• Kaizen should involve all company

members, involve minor investment and

support the human “genius”

• Best & Smart Kaizen often come from direct

worker



Supplier Continuous Improvement


Supplier

Kaizen

Supplier

Collaboration

MediumProduction

Planning

Integration

IntegrationOptimization and

integration of the

processes

Logistic

Flow

Optimization

Kaizen

Event

InnovationCross functional

collaborationHigh

Kansei

Engineering

Simultaneous

Engineering

Basic

Toyota Quality

Management

Toyota Production

System

5S

Miuruka

Weak Point

ManagementStandardization

SMED

Toyota Production System: The Supply Chain


Supply Process Management through Material & Information Flow Chart

Sub supplier

Cross dock

Inbound Receiving PC store M/H Mfg Quality Fin.Trasnport Stock yard Shipping Outbound

-20 -15 -10 -5 0day

Lead Time

1.Shipment2.Production3.M/Handling4.Inbound Logistics

1

2

3

4

23456789⓫ Order

info

1

TOYOTA

Supplier

a

b

c

Prod.

info

Supplier Delivery Continuous Improvement

How we did it?

1) Genchi-Genbutsu: judge the facts in Gemba (shop floor)

2) Mieruka: visualize current status to identify weak points (through the Toyota process check list)

3) Kaizen: promote continuous improvements at Supplier side

4) Partnership development: integrate Suppliers in teamwork

To

yo

ta

pri

ncip

les

Toyota Production System: The Supply Chain



Agenda

1. Toyota Academy



4. Just In Time

5. Jidoka

6. Smart Factory

78


Mass Production Lean Production Digitalization

Lean as a Foundation for the digitalization

• Standard product

• Push (Produced by forecast)

• Lot production

• Low people engagement

• Top Down organization

• ManPower

• Customized Product

• One Piece Flow (Pull on Demand)

• People Engagement

• Waste Reduction (Efficiency)

• Kaizen Culture (Perfection)

• MindPower

• Efficiency &

Flexibility

• Process Control

• High Skill Manpower

• Connectivity

• Process Know How

Lean journey support your digitalization


Skill Level

Source: 2017 Osservatorio Industry 4.0 of School of Management by Politecnico di Milano

Lean Manufacturing

Manage the supply chain by digitalization

Cyber Security

Smart Maintenance

Man-Machine Interface

Product Design Integration - Service

New business model for Industry 4.0

Big Data Analyses

Digital architecture for Industry 4.0

Modelling & Simulation

Advanced & Collaborative Robotics

Additive Manufacturing

>80%

>70%

>50%

READY

NEEDS TRAINING

EXTERNAL SUPPORT (Advosr)

NO PLAN

NO ANSWER

Most Important Competence for IoT

What competence for IoT Transformation


Smart Tecnologies

81

Smart Tecnologies


Source: MIP

Key Points

• Smart technologies start mainly from IT

prospect with focus on

• New product development

• Smart factory data analyses

Data analyses were the main focus

• No Supply chain

• No Major impact on operations equipment

Smart Tecnologies


Source: MIP

Key Points

• Advanced Automation (Ex. Collaborative

robot) & Additive Manufacturing

introduced on manufacturing area

• IT Smart technologies introduced to the

supply chain

• Slight introduction of the Advanced

Human-Machine Interface (AR & VR

Technologies)

Smart Tecnologies


Source: MIP

Key Points

• Extension of the smart technologies to

the supply chain

• Smart factory fully integrated with the

smart technologies

• Additive manufactories consolidated for

new product development

Smart Tecnologies


Lean & Augmented Reality

• Advanced Human Machine interface should have wide application in the industrial sector

• Augmented reality could support the daily job and provide many information to the associates with great benefit in term of Safety, Level of Service and Efficiency

• Lean & AR point of contacts:

• Training

• Provide Standard (Instruction, Check list, Information)

• Visual Management (KPI’s, Chart, Countermeasures,

Trend and history)

• Lean Logistic (Picking list, Kanban, Components

Localization, Routing, Ect.)

• TPM (Equipment parameter, Maintenance information, Failure,

Ect)

Smart Technologies


Source: 2017 Osservatorio Industry 4.0 of School of Management by Politecnico di Milano

Advanced Human-Machine Application


FashionistasDigital

Masters

Beginners Conservatives

The Digital Mastery Framework*

* G. Westerman, M. Tannou, A. McAfee

Dig

ital

Cap

ab

ilit

ies

Leadership Capabilities

Digital and Leadership

capability should be combined

in order to provide values for

the customer

The Fourth Industrial Revolution


However, while companies are increasingly gathering IoT data, few are analysing it as well the

could be. They have data but they not converting it to information. As of 2016, while 51% of

firms gathering IoT data, only 29% were using it to inform real-time decision making

(Forrester Research)

Data ≠ Information

The Fourth Industrial Revolution


Lean Journey

Continuous Impr.

5S

Daily Mgt.

Standardized work

Continuous flow

Levelling

Weak point Mgt.

Quality Management

Pull system

Work Scheduling

TP

M

Hoshin Kanri

Development of Digital Strategy

Lean 4.0


Toyota Academy

Smart watches and devices

provides us many information about

our calories consumption….

But…..

Visualized on the steps of the metro

are most persuasive

The power of visualization


“Having no problem is the

biggest problem of all.”

- Taiichi Ohno

Thank You

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