PRESENTED BY:

PRIYANKA LAWATE

QUALITY POLICY
"We will strive to meet customer's expectations by providing worldclass products and services through total employee commitment and continuous improvement

BASIC CONCEPT OF QUALITY ASSURANCE

Toyota

purchases components from as many as two hundred suppliers it is very difficult to conduct detailed acceptance inspection. Therefore, in order to secure quality of the components it relies on the manufacturing and assembling process of these components for excellent process capability.

Toyotas approach to quality

Toyota has achieved a reputation for the production of very high quality vehicles in all countries around the world. This has been achieved by an approach to quality control and quality assurance. Customer satisfaction is at the heart of all Toyota activities. In order to satisfy customer needs Toyota includes all Members in quality control activities

Toyota quality relies on the flexibility and teamwork of its Members. Careful selection and continuous structured training has resulted in a workforce which is multi-skilled, flexible and highly motivated; committed to maintaining and improving the Company performance.

Kaizen see

How Toyota motors implemented TQM?

TQM comprises four process steps Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable Focuses on intangible effects on processes and ways to optimize and reduce their effects Examining the way the user applies the product leads to improvement in the product itself Broadens management concern beyond the immediate product

TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.

Section I Long-term philosophy Principle 1: Base your management decisions on a long-term philosophy, even at the expense of shortterm financial goals. Section II The Right processes will produce the right results Principle 2: Create continuous process flow to bring problem to the surface. Principle 3: Use pull system to avoid overproduction. Principle 4: Level out the workload (heijunka). (work like a tortoise not the hare.) Principle 5: Build the culture of stopping to fix problems to get quality right the first time.

14 Toyota-Way Principles

 Principle

6: Standardize tasks are the foundation for continuous improvement 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 Add value to the organization by developing your people and partners Principle 9: Grow leaders who thoroughly understand the work, live the philosophy, and teach it to ot

 Principle

10: Develop exceptional people and teams who follow your companys philosophy. Principle 11: Respect your extended network of partners and suppliers by challenging them and helping them improve. Section IV Principle 12: Go and see for yourself to thoroughly understand the situation. Principle 13: Make decisions slowly by consensus, thoroughly considering all options, implement decisions rapidly.

 Principle

14: Become a learning organization through relentless reflection and continuous improvement (kaizen).

Flow where you can, pull where you must

Toyota Production System

The Toyota Production System is a paradox. On the one hand, every activity, connection, and production flow in a Toyota factory is rigidly scripted. Yet at the same time, Toyota's operations are enormously flexible and responsive to customer demand.

Toyota Production System

 Just-in- time production It was thought out to convert this ideal state into practical one everywhere, between each operation, each process, each line and each shop.
JidokaIt means that whenever an abnormal or defective condition arises, machines, equipment or general conveyor lines can be supported by the judgment of these machines, equipment and line workers themselves

Toyoda, founder of the Toyota group of companies, invented the concept of Jidoka in the early 20th Century by incorporating a device on his automatic looms that would stop the loom from operation whenever a thread broke.

4 principles that show how Toyota sets up all its operations as experiments
first

rule governs the way workers do their work The second, the way they interact with one another The third governs how production lines are constructed And the last, how people learn to improve

Just-in-time
Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on investment by reducing in-process inventory and associated carrying costs. JIT can dramatically improve a manufacturing organization's return on investment, quality, and efficiency. JIT reduces inventory in a firm. However, a firm may simply be outsourcing their input inventory to suppliers, if those suppliers don't use JIT

JIT implicitly assumes that input parts quality remains constant over time. If not, firms may benefit from hoarding high quality inputs.

JIT implicitly assumes a level of input price stability that obviates the need to buy parts in advance of price rises. Where input prices are expected to rise, storing inventory may be desirable.

Just-in-time
Toyota Motor Corporation of Japan adopted and publicized JIT as part of its Toyota Production System (TPS). JIT is now regarded as one of the two 'pillars' of the Toyota Production System.

Definition of KANBAN

It allows to schedule production and manage inventories more effectively. In the kanban system, cards or tickets are attached to batches, racks, or pallet loads of parts in the manufacturing process. When a batch is depleted in the assembly process, its kanban is returned to the manufacturing department and another batch is replaced immediately.

Since the total number of parts or batches in the system is held constant, the coordination, scheduling, and control of the inventory is greatly simplified.

Major reason for introducing Kanban system

To produce exactly what the customer wants and when he wants it, at a fair price and with minimum wastage.

Kanban System adopted by Toyota

This

system connects a supplier as a production process with each of Toyotas plans and realizes to minimize the work in process inventories, which every process in a shop used to keep in considerable volume formally.

The production process consist of the following steps:

1) Die Preparation
3) Fin Removal 5) Washing 7) Assembly Line

2) Die Casting
4) Machining 6) Stock Store 8) Goods store