what is tps - toyota production system

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What is Toyota Production System Introduction

Thinking win, Win, WIN

What is Toyota Production System?Introduction to TPS

Marek Piatkowski – March 2017


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Introduction - Marek Piatkowski Professional Background

Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994

TPS/Lean Transformation Consulting - since 1994 Professional Affiliations

TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME

Lean Manufacturing Solutions - Toronto, Canada

http://twi-network.com

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The Most Studied Company in the World

7

Production should take place with a little inventory as possible,preferably only the one component that is to be processed or assembled next.

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Stability

GOAL: Highest Quality, Lowest Cost, Shortest Lead Time

1. Stable Manufacturing Processes2. 100% Quality Parts

Heijunka Standardized Work Kaizen

Just-in-Time Jidoka

Stop the lineand fix

the Problem

Separate man’s work from

machine’s work

ContinuousFlow

Takt Time

Pull System

The Toyota House

Toyota Product

ion System(TPS)

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Toyota Sensei

Sensei ( 先生 ) is a Japanese title used to refer to or address teachers, professors, masters, coaches, professionals such as lawyers, doctors, politicians, clergyman and other figures of authority.

The word Sensei is also used to show respect to someone who has achieved a certain level of mastery in an art form or science or some other skill: accomplished novelists, musicians, and artists for example are addressed in this way.

The Japanese Sensei is a courtesy title for a man of respected stature.

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What is TPS – Toyota Production System? Toyota Production System (TPS) is a practical expression of

Toyota's people and customer-oriented philosophy. This is not a rigid company-imposed procedure but a set of

principles that have been proven in day-to-day practice over many years.

Many of these ideas have been adopted and imitated all over the world.

TPS has three desired outcomes: To provide the customer with the highest quality vehicles, at lowest

possible cost, in a timely manner with the shortest possible lead times.

To provide Toyota employees with work satisfaction, job security and fair treatment.

It gives the company flexibility to respond to the market, achieve profit through cost reduction activities and long-term prosperity.

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Operating Principles TPS Leadership

TPS

Toyota’s Philosophy

What is Toyota Production System (TPS)?

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TPS


Eiji Toyoda1913 -2013

Akio Toyoda2013 -

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Guiding Principles at Toyota

1. Always be faithful to your duties, thereby contributing to the company and to the overall good

2. Always be studious and creative, striving to stay ahead of the times

3. Always be practical and avoid frivolousness4. Always strive to build homelike atmosphere at work that is warm

and friendly5. Always have respect for spiritual matters and remember to be

grateful at all times

Sakichi ToyodaFounder of Toyota

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Guiding Principles at Toyota

1. Honor the language and spirit of the law of every nation and undertake open and fair business activities to be a good corporate citizen of the world.

2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in their respective communities.

3. Dedicate our business to providing clean and safe products and to enhancing the quality of life everywhere through all of our activities.

4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.

5. Foster a corporate culture that enhances both individual creativity and the value of teamwork, while honoring mutual trust and respect between labor and management.

6. Pursue growth through harmony with the global community via innovative management.

7. Work with business partners in research and manufacture to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.

Eiji Toyoda1913 - 2013

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Toyota’s Philosophy - People The Toyota Production System (TPS) itself is based on the belief

that the company that ignores human respect will not endure People – a company’s greatest asset is its people. Toyota does

as much as possible to take care of the employees, recognizing first and foremost the importance of job security

People enjoy their work when it involves trying out their own ideas, mastering new skills and making visible contributions

Teamwork is a foundation of TPS – all employees are required to participate and to follow rules and principles of TPS

Operators who are the most knowledgeable of any manufacturing operation are people who perform that job daily – their involvement is critical to the success of implementation of TPS

“Good Thinking, Good Product” – employees are expected to contribute to the improvement of their own work.

Sakichi ToyodaFounder of Toyota

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Toyota’s Philosophy - People We respect our employees and believe that the success of our

business is led by each individual’s creativity and good teamwork We respect and honor the human rights of people involved in our

business Through communication and dialogue with our employees, we

build and share the value “Mutual Trust and Mutual Responsibility” and work together for the success of our employees and the company

Management of our company takes leadership in fostering a corporate culture and implementing policies that promote ethical behavior

Eiji Toyoda1913 - 2013

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Guiding Principles of Toyota Revised April 1997

1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world.

2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in the communities.

3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of life everywhere through all our activities.

4. Create and develop advanced technologies and provide outstanding products and services that fulfill the needs of customers worldwide.

5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between employees and management.

6. Pursue growth in harmony with the global community through innovative management.

7. Work with business partners in research and creation to achieve stable, long-term growth and mutual benefits, while keeping ourselves open to new partnerships.

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Toyota’s Philosophy - Operating Guidelines Toyota’s goal is to contribute positively to the society and provide

for the welfare of our employees through the provision of better cars, at the better prices, for more people.

Produce superior automobiles that are in total balance with Customer’s desires for quality and performance, while at the same time answering other modern-day needs such as resource conservation, clean exhaust emissions and safety.

Customers are the reason for existence and they must always receive a perfect product or service

Assure high quality by building it at each process. Defects are never passed on to following process.

Improvement is always possible and necessary. Continuously improve every aspect of the system through Kaizen. Any existing process can be improved - no ifs, buts or maybes

Akio Toyoda2013 -

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TPS Manufacturing Philosophies Expected cost reductions and process improvements can be

achieved only, by implementing, supporting and maintaining following TPS Manufacturing methodologies and principles:

Every customer-supplier connection must be direct and there must be a clear-cut way to send requests and receive responses.

All production lines must be balanced and operating to the Takt time

The pathway for every product and service must be simple and direct.

All our process must flow without interruption All inventory buffers are wasteful and need to be eliminated.

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TPS Manufacturing Philosophies All inventory levels will be determined based on the frequency of

deliveries, delivery lead times and consumption rates. All inventories will be stored in centralized Supermarkets. Production Schedule will be issued only to a single operation

(pacemaker), all preceding operation will work to the Pull System signal.

All production must be scheduled in the smallest logical lot sizes. Daily schedule attainment is mandatory. Manufacturing will not

overproduce, under-produce or produce too soon. All deliveries of parts and components, internal and external, will

be conducted frequently and in smallest possible lots.

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TPS Manufacturing Philosophies All production down time due to parts shortage must be

eliminated. All Waste is not acceptable and must be eliminated Our Set-up and Changeover processes must be minimized – SMED All work shall be highly specified as to content, sequence, timing,

and outcome and be defined in terms of Standardized Work. All equipment and work cells will be designed to support

continuous flow processing Manufacturing equipment will be maintained properly and repaired

swiftly All vital information required to make shop floor decisions will be

visually displayed for anybody to see and to understand.

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How do we translate these philosophies? By definition: Lean is a logical collection of philosophies,

operating principles, methodologies and tools, which will lead any Company to greater cost reductions and efficiencies improvements.

How are Toyota's philosophies, policies and practices translated in your Company?

What is essential? What is difficult? What is misunderstood? What are the major issues? What are the corporate policies needed to support

philosophies of Lean?

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Operating Principles

Operating Principles


TPS


PeopleEnterprise Tools and Methods

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TPS Operating Principles - Business

Base your management decisions on a long term philosophy, even at the

expense of short-term financial goals.

Enterprise

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Principle: Base your management decisions on a long term philosophy, even at the expense of short-term financial goals Have a philosophical sense of purpose that supersedes any short-

term decision making. Work, grow and align the whole organisation toward a common purpose that is bigger than making money.

Understand your place in the history of the company and work to bring the company to next level. Your philosophical mission is the foundation for the other principles.

Generate value of the customer, society and the economy - it is your starting point. Evaluate every function in the company in terms of ability to achieve this.

Be responsible. Strive to decide your own fate. Act with self reliance and trust in your own abilities. Accept responsibility for your own conduct and maintain improve the skills that enable you to produce added value.

Enterprise

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Toyota Motor CompanyToyota Production System, p.1

Constantly shorten the time it takes to convert Customer orders into

deliveries.Enterprise

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Principle: Constantly shorten the time it takes to convert Customer orders into deliveries. Lead time is defined as total time required to manufacture an item,

including order preparation time, queue time, setup time, run time, move time, inspection time, and put-away time.

An effort should be made to continuously reduce time from release of an order to production and shipment. For make-to-stock products, it is the time taken from the release of an order to production and receipt into finished goods inventory.

Excess inventory presents a great deal of waste, not to mention quality issues (spoilage), storage requirements, investment of funds, limiting cash flow, among others. Reducing inventory will decrease your lead-time.

Careful consideration of cost, replenishment lead-times, and space requirements play an important role in determining reduced inventory levels. The order process is often changed and more inventory is repositioned at “points of use.”

Enterprise

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Add value to your organization by developing your people and partners


Enterprise

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Principle: Add value to your organization by developing your people and partners Grow leaders who thoroughly understands the work, live

philosophy and teach it to others. Grow leaders within, rather than buying them from outside the organisation.

Do not view the leader's job as simply accomplishing tasks and having good people skills. Leaders must be role models for the company's philosophy and the way of doing business.

A leader must understand the daily work in great detail so that he or she can be a best teacher of your company's philosophy.

Have respect for your partners and suppliers and treat them as an extension of your business.

Challenge your outside business partners to grow and develop. It shows that you value them. Set challenging targets and assists your partners in achieving them.


Enterprise

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Develop exceptional people and teams who follow your company's

philosophyPeople

TPS Operating Principles - People

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Principle: Develop exceptional people and teams who follow your company's philosophy Create a strange, stable culture in which company values and

beliefs are widely shared and lived out over a period of many years.

Train exceptional individuals and teams to work within the corporate philosophy to achieve exceptional results. Work hard to reinforce the culture continually.

Use Cross functional teams to improve quality and productivity and enhance flow by solving difficult technical problems.

Empowerment occurs only when people use the company's tools to improve company.

Make an ongoing effort to teach individuals how to work together as teams together toward common goals. Team work is something that has to be learned.

People


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Continuously drive root cause problems solving activities

People


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Principle: Continuously drive root cause problems solving activities Go and see for yourself to thoroughly understand the situation. Solve problems and improve processes by going to the source and

personally observing and verifying data rather than theorizing on the basis of what other people or the computer screen tell you.

Think and speak based on personally verified data. Even high-level managers and executives should go and see

things for themselves, so they will have more than a superficial understanding of the situation.

Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

A manager’s or supervisor’s role consists of leading problem solving activities in a multi-skilled, cross-functional team environment

People


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Make decision slowly by consensus, thoroughly considering all options;

implement decisions rapidly. Practice PDCA.

People


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Principle: Make decision slowly by consensus, thoroughly considering all options; implement decisions rapidly. Practice PDCA. Do not pick a single direction and go down that one path until you

have thoroughly considered alternatives. Nemawashi is the process of discussing problems and potential

solutions with all of those affected, to collect their ideas and get agreement on a path forward. This consensus process, though time - consuming, helps broaden the search for solutions, and once a decision is made, the stage is set for rapid implementation.

PDCA is a systematic four-step management method used in business for the control and continuous improvement of processes and products.

PDCA provides a systematic approach to achieving continuous improvement.

It is a great management and communication tool

People


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Continually improve standard processes and procedures in order to

ensure maximum quality, improve efficiency and eliminate waste.

People


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Principles: Continually improve standard processes and procedures in order to ensure maximum quality, improve efficiency and eliminate waste Continuous improvement process (CI), is an ongoing effort to

improve products, services, or processes. Continuous Improvement efforts seek "incremental" improvement

over time or "breakthrough" improvement all at once. Value added processes are constantly evaluated and improved

and non-value added process and Waste are minimized or eliminated.

Continuous Improvement is a gradual never-ending process which is focussed on increasing the effectiveness and/or efficiency of an organisation.

Continuous Improvement is not limited to quality initiatives. Put simply - it means ‘getting better all the time’.

People

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Build a culture of stopping to fix a problem and to get quality right at

the first timePeople


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Principle: Build a culture of stopping to fix a problem and to get quality right at the first time Quality of the customer drives your value proposition Use all the modern quality assurance methods available Build into your equipment the capability of detecting problems

and stopping itself. Develop a visual system to alert team or project leaders that a machine or process needs assistance. Jidoka (machines with human intelligence) is the foundation for "building in" quality.

Build into your organisation support systems to quickly solve the problems and put in place countermeasures.

Build into your culture the philosophy of stopping or slowing down to get quality right the first time to enhance productivity in the long run.

People


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Constantly strive for absolute elimination of waste, overburden and

unevenness in all areas.

TPS Operating Principles – Tools and Methodologies

Tools and Methods

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TPS Operating Principles – Tools and Methods

Principle: Constantly strive for absolute elimination of waste, overburden and unevenness in all areas. Meaningful Work consists of:

Value Added Work - operations which increase a value of a product from the Customer’s point of view

Non-Value Added Work – Incidental Work. Work that does not have any particular value, but it has a cost.

The higher the value-added operation in your completed work, the higher the level of production efficiency will be.

Waste (Muda) - is NOT work. Waste are activities, motions, behaviors or actions that are not part of the actual work (non essential activities).

Two major contributors to Waste: Unevenness - fluctuating schedules, planning and production

quantities Overload - machine or employee pushed beyond natural limits of

their capacity

Tools and Methods

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Standardize all processes and procedures to ensure a safe method

of operation and a consistent approach to Quality.


Tools and Methods

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Principle: Standardize all processes and procedures to ensure a safe method of operation and a consistent approach to Quality. Use stable, repeatable methods everywhere to maintain the

predictability, regular timing and regular output of your processes. It is the foundation for the flow and pull.

Capture the accumulated learning about a process up to a point in time by standardizing today's best practices.

Standardization is a foundation for continuous improvements and employee empowerment

Allow creative and individual expression to improve upon the standard; then incorporate it into the new standard so that when a person moves on you can hand off the learning to the next person.


Tools and Methods

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Create continuous flow of production to bring problems to the

surface


Tools and Methods

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Principle: Create continuous flow of production to bring problems to the surface Redesign work processes to achieve high value-added, continuous

flow of information, product, materials and people. Strive to cut back to zero the amount of the time that any work

project is sitting idle or waiting for someone to work on it. Create flow to move material and information fast as well as to

link processes and people together so that problems surface right way.

Make flow evident throughout your organizational culture. It is the key to a true continuous improvement process and to developing people.


Tools and Methods

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Use Pull system to avoid overproduction and excess

inventories


Tools and Methods

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Principle: Use Pull system to avoid overproduction and excess inventories If you cannot flow production, information, material and people -

Pull Provide your downline customers in production process with what

they want, when they want it and in the amount they want it. Material replenishment initiated by consumption in the basic

principle of JIT Just-in-Time. Minimize your work in process and warehousing of inventory by

stocking small amounts of each product and frequently restocking based on what the customer actually takes away.

Be responsive to the day-by-day shifts in customer demand rather than relying on computer schedules and systems to track wasteful inventory.


Tools and Methods

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Level out the workload – avoid unevenness, un-leveled workload

(Mura)


Tools and Methods

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Principle: Level out the workload – avoid unevenness, un-leveled workload (Mura) Eliminating waste is just one-third of the equation for making lean

successful. Eliminating overburden to people, equipment and eliminating unevenness in the production schedule is just as important - yet generally not understood at companies attempting to implement lean principles.

Work to level out the workload of all manufacturing and service processes as an alternative to the start/stop approach of working on projects in batches that is typical at most companies.


Tools and Methods

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Use Visual Management and Controls so no problems are hidden


Tools and Methods

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Principle: Use Visual Management and Controls so no problems are hidden Use simple visual indicators to help people determine immediately

whether they are in a normal (standard) condition or deviating from it (abnormal condition).

Is this situation normal or abnormal? Is this good or bad? Do I need to take action?

Design a simple system where any abnormality is identified immediately

process/operation – are all procedures being followed? equipment/machinery – are they producing good parts? expected levels of performance / inventory

Purpose - to delegate the decision making process to the lowest level of the organization

implement audio-visual controls eliminate dependency on a few “decision makers”


Tools and Methods

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Use only reliable, thoroughly tested technology that servers your people

and process


Tools and Methods

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Principle: Use only reliable, thoroughly tested technology that servers your people and process Use technology to support people not to replace people. Often it is

best to work out process manually before adding technology to support the people.

New technology is often unreliable and difficult to standardize and therefore endangers "flow". A proven process that works generally takes precedence over new and untested technology.

Conduct actual tests before adopting new technology in business processes, manufacturing systems or products.

Reject or modify technologies that conflict with your culture or that might disrupt stability, reliability and predictability.

Nevertheless encourage your people to consider new technologies when looking into new approaches to work. Quickly implement a thoroughly considered technology if it has been proven in trials and it can improve flow in your processes.


Tools and Methods

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Stability

GOAL: Highest Quality, Lowest Cost, Shortest Lead Time

1. Stable Manufacturing Processes2. 100% Quality Parts

Heijunka Standardized Work Kaizen

Just-in-Time Jidoka

Stop the lineand fix

the Problem

Separate man’s work from

machine’s work

ContinuousFlow

Takt Time

Pull System

The Toyota HouseToyota Product

ion System(TPS)

1987

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Leadership’s Role in TPS

TPS Leadership


TPS


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Leadership Style at Toyota Organizational structure based on a Military model

Manager, Group Leader, Team Leader, Team Members Toyota Production System (TPS) rules Managers do not tell people what to do! – managers expect

employees to perform their jobs according to Standardized Work Managers job is to deal with and resolve abnormal situations

Process People

How is this accomplished? Operating philosophies: “The nail that sticks out get hammered in” “Carrot” and “Stick” approach - military model “Golden Handcuffs” Be creative, but follow the rules

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Leadership Style at Toyota Your initial perception is – this is a very rigid and well disciplined

environment Nobody is late for work People do what they were trained to do Things are working well and nobody is in charge

Roles and responsibilities for all levels very clearly defined Best practices for all (standardized work), goals , targets and

objectives well defined and known to all Everybody knows what to do and they do it on regular basis Everybody performs their duties (most of the time)

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TPS Leadership Style TPS Leaders have to be quick studies, nimble, and trusting of their

employees Having deep skills and technological experience is not enough Becoming a Leader, at any level, requires the development and

utilization of strong people skills TPS Leadership is exclusively about people – you do not lead

machines or processes, you lead people

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Eiji Toyoda on Leadership

“The people at the top are just flag-wavers.It is pure MUDA to wave your flag and have no one

follow you.Waving that flag in a way that makes people fall in line

behind youis what is important.”

Eiji Toyoda

Eiji Toyoda1913 -2013

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Chairman of Toyota Motor Corp. and former President of Toyota Motor

Manufacturing, KY and Toyota Motor Corp.

Toyota’s ChairmanFujio Cho

Three Keys to Lean Leadership Go See

“Senior Management must spend timeon the front lines”

Ask Why “Use the “Why” techinques daily.”

Show Respect “Respect your people.”

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Chairman of Toyota Motor Corp. and former President of Toyota Motor

Manufacturing, KY and Toyota Motor Corp.

Toyota’s ChairmanFujio Cho

“Many good companies have respect for individuals and practice Kaizen

and other TPS tools. But what is important is having all elements together as a

management system. It must be practiced every day in a very

consistent matter – not is spurs – in a concrete way on the shop floor.”

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Toyota’s Philosophy – Manager’s Role In a true TPS environment decision making process should be

made at the lowest possible level of the organization. Simple, effective solutions are the most effective A manager’s or supervisor’s role consists of

leading problem solving activities in a multi-skilled, cross-functional team environment

Managers role is to make sure that for everything that we do there is a well defined standard process

Continuous Improvement (Kaizen) activities are management responsibilities.

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Problem Solving process TPS creates a community of scientists and analysts Toyota uses rigorous problem solving process that requires a

detailed assessment of the current state of affairs and a plan for improvement

With anything less than such a scientific rigor, change would amount to little more than random trial and error – a blindfolded walk through life

This process actually stimulates operators and managers to engage in the kind experimentation that is widely recognized as a starting point of Continuous Improvement

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Continuous Improvement must be Leadership driven Continuous Improvement is a process of discovering and

eliminating problems – elimination of Waste There are two types of CI activities:

methods improvements and equipment improvements

Leaders must be skillful in identifying these problems and leading Continuous Improvement activities to eliminating them

Production Leaders (Supervisors) must become experts in Standardized Work

They should be able to analyze, study, and simplify work methods. It is a starting point for making improvements

Implementation of Toyota Production System must be taken seriously and supported by all levels of the organization - Implementation process is not optional.

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Continuous Improvement activities Toyota does not expect their employees to initiate any CI

activities or to learn how to conduct improvements strictly from their personal experience

Toyota explicitly teaches people how to improve Toyota provides training and creates environment to foster (to

encourage) Continuous Improvement activities: Quality circles Suggestion program Daily problem “Auctions” Kaizen events Etc …

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Managing at Toyota Managers in Toyota never say Yes easily; they rarely say No - The

often say Maybe. In traditional companies managers are forced to explain “why” to

their subordinates when saying to them – “stop doing this or no, you can’t do that.”

At Toyota, the burden of proof is always on the subordinate, who must justify why an action is necessary

At Toyota manager leads in a very different way: by example by being knowledgeable by getting into the messy details by questioning by coaching by building robust, sensible systems and processes that cascade

responsibility

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Manager’s Role at Toyota Managers role is to make sure that for everything that we do there

is a well defined process If something goes wrong, the first line of questions that Manager

must ask are: What went wrong? What is acceptable and what is not acceptable? Did we have a process for this particular situation? Did we follow the process? Was there a problem with the process or the problem occurred

because we did not follow the process they we should?

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How Toyota’s Workers Learn the Rules Toyota’s managers do not tell workers and supervisors specifically

how to do their work. They coach them. Rather, they use a teaching and learning approach that allows

their workers to discover the rules as a consequence of solving problems

The manager teaching a person, will come to the work site and, while the person is doing his or her job, ask a series of questions:

Show me how do you do this work? Show me how do you know you are doing this work correctly? How do you know that the outcome is free of defects? Show me. Show me what do you do if you have a problem?

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Learning about Toyota’s Management Style Responsibility and Authority In a traditional company:

responsibility is never clear and there is endless fighting over escaping it

At Toyota: responsibility is always clear and there is endless fighting over increasing it The Chief Engineer says: “I have no authority.” Everyone else says: “The Chief Engineer is the most powerful

person in the company.”

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TPS Tools and Methodologies TPS Leadership

TPS


What is Toyota Production System (TPS)?

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Toyota Production System (TPS)

We never asked Toyota how did they build and manage their house of TPS?

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What is Lean Transformation?

Lean Transformationof

Tools and Methodologies

Lean Transformationof how we

Think and Manage

Lean does not work for us

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Knowledge and Skills

To know, to understand the meaning correctly and to be able to teach

Lean Knowledge

Kanban, Pull system, Jidoka, Supermarket, TPM, SMED, JIT, Kaizen, STW, 5S, WCT, VSM, Gemba, Takt Time, etc …

I know this!

Lean SkillsBe able to solve problems and advance the organization by using proper Lean Knowledge

Use Lean Knowledge to motivate people, achieve results, reduce costs, improve the operation and address business needs

Can you Play a Violin?

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How to Implement Lean

?

I know LeanEngineering driven

Hobby driven

Knowledge Driven

Kanban

Leveledschedule

Supermarket

SMED

PullTPMHeijunka

Jidoka

VSM

Business NEEDS driven1. USE KPIs to understand your

Current Status2. Set goals and objectives3. Start solving problems4. Check progress

and measureresults

B

ATrue North

“So what ?“

5 S

Poka Yoke

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Create a “Learning Organization”

2016

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TBP – Toyota Business Practices

2. PPS(Practical Problem

Solving)

1. Hoshin Kanri(True North – Management

Direction)

3. OJT(On-the-Job-Training)

4. Rapid PDCA(Plan-Do-Check-Act)

Toyota Way 2001

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TBP - Create a “Learning Organization”

1. Management directed initiatives – True North2. Utilizing Problem Solving Methodology3. Sustained through On-the-Job-Training4. Achieved using rapid PDCA by all associates

2. PPS(Practical Problem Solving)

1. Hoshin Kanri(True North – Management Direction)

3. OJT(On-the-Job-Training)

4. Rapid PDCA(Plan-Do-Check-Act)

Toyota Way 2001

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The Toyota Way

Continuous Improvement

Respect for People

Challenge

Kaizen

Genchi Gembutsu

Respect

Teamwork

Toyota Way 2001

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TBP was developed to practice the Toyota Way in everyday business around the world

ToyotaBusiness Practices

ToyotaProblem Solving

TOYOTA WAY

Concrete Actions and Processes

Drive andDedication

Toyota Way 2001

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TBP – Concrete Actions and Processes

1. Clarify the Problem2. Break Down the

Problem3. Set a Target4. Analyze the Root Cause5. Develop

Countermeasures6. See Countermeasures

Through7. Monitor both Results

and Progress8. Standardize Successful

Process

P

CD

A



TOYOTA WAY

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• Customer First• Always Confirm the Purpose

of Your Work• Ownership and

Responsibility• Visualization• Judgment Based on Facts• Think and Act Persistently• Speedy Action in a Timely

Manner• Follow Each Person with

Sincerity and Commitment• Thorough Communication• Involve All Stakeholders

TBP – Drive and Dedication



TOYOTA WAY

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Toyota Way - Drive and Dedication Customer First

Always think and act for the benefit of customers, and place their interests ahead of all others.

Subsequent processes are also considered our customers. Always Confirm the Purpose of Your Work

Constantly question the purpose of your work seeking your own answer.

Do not lose sight of the overall goal and purpose when focused upon a specific task.

Ownership and Responsibility Be aware that you are the main person who is responsible for your

work. Recognize the mission, value and pride in your work, and envision

your goal.



TOYOTA WAY

Toyota Way 2001

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Toyota Way - Drive and Dedication Visualization

Promote visualization and clarify problems for everyone to understand.

Information should be shared on a timely basis for the benefit of all.

Judgment Based on Facts Without prejudice or preconception, investigate all the facts: go

and see the situation as it truly is. Think and Act Persistently

Think deeply and commit to the completion of a task with a strong belief in not giving up.

Speedy Action in a Timely Manner Be adaptable to customers’ needs, and fulfill them quickly. If necessary, use temporary measures until you can implement

countermeasures.



TOYOTA WAY

Toyota Way 2001

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Toyota Way - Drive and Dedication Follow Each Process with Sincerity and Commitment

Be committed to follow the process without taking shortcuts. Listen to others’ opinions with an open mind. Possess a sense of responsibility towards your own actions.

Thorough Communication Thoroughly and sincerely communicate with stakeholders until they

gain deep understanding. Involve All Stakeholders

Involve relevant members and partners to increase knowledge and wisdom as well as to maximize the efficiency and output of the group.



TOYOTA WAY

Toyota Way 2001

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1. Clarify the Problem2. Break Down the

Problem3. Set a Target4. Analyze the Root Cause5. Develop

Countermeasures6. See Countermeasures

Through7. Monitor both Results

and Progress8. Standardize Successful

Process

P

CD

A

• Customer First• Always Confirm the Purpose of

Your Work• Ownership and Responsibility• Visualization• Judgment Based on Facts• Think and Act Persistently• Speedy Action in a Timely Manner• Follow Each Person with Sincerity

and Commitment• Thorough Communication• Involve All Stakeholders

Drive and DedicationConcrete Actions and Processes



TOYOTA WAY

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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.

No parts of this document can be copied or reproducedwithout written permission from:

Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631

Cell: 248-207-0416

[email protected]://twi-network.com


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Introduction to TPS and Lean

The End

what is tps - toyota production system

Leadership & Management