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Toyota Production System

The document discusses the Toyota Production System (TPS). It describes how Taiichi Ohno developed TPS in the 1940s and 1950s based on lean manufacturing principles to help Toyota catch up to American automakers. Key elements of TPS include just-in-time production, built-in quality control like jidoka, small lot sizes, employee empowerment, and reducing waste. TPS principles like jidoka, JIT production and kanban helped Toyota achieve lower costs, faster response times, and became a model for lean manufacturing.

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Submitted by: Sagar A Hasmanis (R. No. 36) Tamanna Yadav (R. No. 46) Chander Shekhar (R. No. 10) Abhishek Gopal (R. No. 01) TOYOTA PRODUCTION SYSTEM (TPS)
INDEX Toyota story Essence of TPS TPS
Taiichi Ohno (1912 – 1990) Father of Toyota Production System
History Moving assembly line was the ideal model on which Toyota based their production system back in the 1940s Started lean manufacturing on the shop floor, after World War II as a solution to a very real and pressing problem After World War II when Japanese industry was decimated, the Toyoda family decided to extend Toyota Automatic Loom company to start an automotive company. They had some cash but did not have the infrastructure Under these conditions, Taiichi Ohno was given the assignment of catching up with American companies in productivity at a time when they were behind
History Ohno drew upon a number of ideas from the West and a lot of experimentation to ultimately develop TPS Quality problem at Toyota led to introduction of concept of “ JIDOKA ” – built in quality After the 1973 oil crisis, Japan’s economy collapsed to zero growth. Even Toyota Motor Company suffered losses greater earnings were sustained in 1975, 1976 and 1977 than at other Japanese companies – which made Japan follow Toyota’s style naming it as Toyota Production System Taiichi Ohno, Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975
Essence of TPS Reduced set up times : organizing procedures,  using carts, and training workers to do their own setups, helped in slashing setup times from months to hours and sometimes even minutes Small -lot production : economically produce larger variety and smaller quantity Employee involvement and empowerment : formed teams and assigned responsibilities
7 Principles (cont….d) Quality at source : Since workers are at the best position to find a defect and to immediately fix it, they are assigned the responsibility of eliminating defects as early as possible. Equipment maintenance : responsibility of maintenance assigned to workers Pull production : the quantity of work performed at each stage of the process is dictated solely by demand for materials from the immediate next stage Supplier involvement : Suppliers are trained in ways to reduce setup times, inventories, defects, machine breakdowns etc., and take responsibility to deliver their best possible parts
Lean manufacturing – precursor of TPS Essence of TPS
TPS Concepts
TPS Concepts 1. JIDOKA : highlighting problems Means that a machine safely stops when the normal processing is completed Since a machine automatically stops when processing is completed / when a problem arises and is communicated via the "andon (problem display board)," operators can confidently continue performing work at another machine, as well as easily identify the problem cause and prevent its recurrence.
Concept of “Jidoka”
TPS Concepts 2. JUST IN TIME : complete elimination of waste When a order is received, production instruction must be issued to the beginning of the production line as soon as possible The assembly line must be stocked with small numbers of all types of parts so that any kind of vehicle ordered can be assembled The assembly line must replace the parts used by retrieving same number of parts from the parts-producing process The preceding process must be stocked with small no. of all types of parts and produce only the no. of parts required in next process
http:// www.toyota.co.jp/en/vision/production_system/video.html
Kanban system Unique production control method Idea borrowed from super markets so called “super market method” when a process goes to the preceding process to retrieve parts, it uses kanban signs to communicate what parts have been used Reduces excess production
 
I L L U S T R A T I O N of T P S
 
 
 
 
GOALS OF TPS Design out overburden(muri), inconsistency(mura) & eliminate waste(muda) Process of production is as flexible as possible Follows 5 s approach- sieri(sort), seiton(set in order), seiso(shine), seiketsu (standardize), shitsuke(sustain) Participation of all employees in the work process Elimination of imperfection or problem so as to reduce inventory Systems thinking- tools & techniques are highly interdependent
OUTCOME OF TPS Reduction of lead time to a great extent Improvement of quality One of ten largest companies in the world Largest car manufacturer Low cost Fast response
Toyota’s spirit of “ making things” is being spread through out the world as “ The Toyota way”