Nombre: Marcos Peralvo

Materia: Control de Calidad Industrial

Fecha: 10/09/2016
NRC: 2110

Tema: Sistemas de Produccin Toyota

Description:
When we talk about LEAN, people immediately think about Toyota and its continuous success. Accordingly, many companies
have tried to follow its model: the TPS (Toyota Production System) or the LEAN model, based on it. However, few ones have
achieved it. (Asier Toledano de Diego, 2009, pag. 1)
Study Case: The oil Crisis Opened Our Eyes
The oil crisis in the fall of 1973, followed by a recession, affected government, business, and society the world over. By 1974,
Japans economy had collapsed to state of zero growth and many companies were suffering, but Toyota Motor Company, although
profits suffered, greater earnings were sustained in 1975,1976 and 1977 than other companies. That fact made people wonder what
was happening at Toyota. They noticed that a business could not be profitable using the conventional American mass production
system that had worked so well for so long. The principal objective of the Toyota production system was to produce many models
in small quantities. Follow EEUU was a challenge, to raise productivite by eight or nine times in such a time period, it meant that
a job then being done by 100 workers had to be done by 10 workers. Furthermore, the figure of one-eightn or one ninth was a
average value. If we compared the automobile industry, one of USAs most advance industries, the ratio would have been mucho
different. But could an American really exert ten times more physical effort, Japanese people notices that they were wasting
something, they thought: If we could eliminate the waste, productivity sould rise by a factor of ten. This idea marked the star of
the present Toyota production system. (Taiichi Ohno, Toyota Production System, Pag 1).
Nowadays we talk about Just in time, Jidoka, Kaizen; but their early beginnings were something new, the evolution of this ideas
made why Toyota production is so amazing. The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of
Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the
supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired
amount of goods off the shelf and purchases them. The store restocks the shelf with enough new product to fill up the shelf space.
Similarly, a work-center that needed parts would go to a 'store shelf' (the inventory storage point) for the particular part and 'buy'
(withdraw) the quantity it needed, and the 'shelf' would be 'restocked' by the work-center that produced the part, making only
enough to replace the inventory that had been withdrawn. While low inventory levels are a key outcome of the Toyota Production
System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only
minimal inventory is needed.
Conclusion:
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The
most significant effects on process value delivery are achieved by designing a process capable of delivering the required results
smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without
stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the
elimination of muda are very valuable.

Bibliography:
Taiichi Ohno. (1988). Toyota Production System. Japan: Diamond Inc.
Shigeo Shingo. (1989). A Study of Toyota Production System. Japan: Productivity Press.