4 ‘Toyota PRODUCTION System ‘When we look at process, we see a flow of material in time and space; its transformation from raw material to semi-processed com ponent to finished product. When we look at operations, on the other hhand, we see the work performed to accomplish this transformation — the interaction and flow of equipment and operators in time and space. Process analysis examines the flow of material or product; oper- ation analysis examines the work performed on products by worker and machine. Consider a typical product, a shaft cut on a lathe, for example: The shaft is drilled, then rough cut and finally finished, This series of changes in the shaft is process. The lathe drills holes, rough cuts the outer surface, and finishes cutting the surface. This series of actions is operation. ‘To make fundamental improvement in the production process, we must distinguish product flow (process) from work flow (opera. tion) and analyze them separately. Although process is accomplished through a series of operations, it is misleading to visualize it as a single line (Figure 2) because it reinforces the mistaken assumption that improving individual operations will improve the overall effi- ciency of the process flow of which they are a part. As discussed later, ‘operation improvements made without consideration of their im: pact on process may actually reduce overall efficiency. Chapters 2 and 3 describe the very different measures that must be taken to improve process and then operations. Summary All production, whether carried out in the factory or the office, must be understood as a functional network of process and opera. tion. Processes transform materials into products. Operations are the actions that accomplish those transformations. These fundamental concepts and their relationship must be understood in order to make effective improvements in production. 2 Improving Process In order to maximize production efficiency, thoroughly analyze and improve process before attempting to improve operations. PROCESS ELEMENTS Five distinct process elements can be identified in the flow of raw materials into products: .) —A physical change in the material or its smbly or disassembly) eo) Comparison with an established standard “The movement of material or prod- uucts; a change in its position « Daly — A period of time during which no processing, in- spection, a transport occur se are two types of delay: me delay ee ‘ous loris processed, inspected, or moved * Lot delay —(%) — In lot operations, while one piece is processed, the others wait. They wait either to be processed or for the rest of the lotto be done. This phenomenon occurs in inspection and transport as well. i 4 Basic Process Analysis [All production activities, regardless of differences in form, number, or combination, can be analyzed using these five symbols. Consider this sequence: i L. Steel bars are delivered from $ Steel Works and stored (¥) for acceptance inspection. i 56 Tovora PRopuCTION SysTEM » The acceptance ing cts (©) the bars and they are better symbolized as () — rransported ( 0 ) to a shearing machine by forklift and stored (#) The bars are processed (©) and cut into 150mm lengths. This is more precisely symbolized as (¢) — (0) — Five boxes on the pallet are stored be (One box ata time is transported rials yard for forging. Each repet as (6) —(0) — (8). One box of sheared material is transported ( 0 ) to the forging press and stored (7). 8. Pieces of sheared material are successively heated furnace, * on x ing) — () — (©) (forging) — (0 (0) (trimming) — (e) — (@). Since there is a one-piece flow between heating, forging, and trimming, there is no additional (¥ ) it treatment, machining, and assembly can be symbolized as (0) — ( ‘This example demonstrates the need to focus on these five ele- ‘ments in making process improvements: . rt * process delays * lot delays Figure 2 (pp.8-9) illustrates anothet example of a practical process analysis using this methodology. PROCESS IMPROVEMENT Processes can be improved in two ways. The first improves the product itself through value engincering. The second improves the Improving Process Zz manufacturing methods from the standpoint of industrial engineer ing or manufacturing technology. met “Value engincering is the first stage in process improvement. | ‘asks the question, “How can this product be quality while reducing manufacturing = wor ample, afer two components formerly wit - eo press inne piece, 4 proche tharusedtobe asembled by tightening eight screws may now require only four and a hool a catch at one side; and a product that used to be cast and machine nay be produced by welding steel plates instead. ; ‘At the second stage of process improvement, the question is, “sHlow can the manufacturing of this product be improved?” Im- provements related ro manufacturing rechnology involve such factors fs proper melting or forging temperatures, cutting speeds, rool selec- tion, ete, Improvements based on industrial engineering might inchude the adoption of vacuum molding, high-speed plating, instantaneous drying, ete. 2.1 —Bliminating Flashing. “Pasig” occurs in conven- Stow sito exape athe molten metals poured in, cis alos pos- ring in me vo prevent smal amounts ofthe molten raving ce an neiabe side fect of de casting and eliminating eas common improve goa Fr example oval feral agin one psoperaion ascot Prva, tong a aris present in the molding di, ashing i tly to seen Tn West Germany, however, Damier Benz developed a tn pressure casing method which removed ait rom the molding die writ sau pump before introducing the molten metal an approach thar eliminates ashing aogether. ‘he sucetfally applied the vacuum molding method in our own production proces wrth the help of President ‘Tukamoto of in pastc molding vim prove product shoceyeles, for ample {igure 3 through $C, begining on p 10, aie bubbles. 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