TPS Basics TRG Material (Supplier)

TPS Basics
Training
TPS Group
Toyota Kirloskar Motor Pvt Ltd
1
2
Toyota Way
TPS Group
3
Contents
1. Toyota and History
2. Toyota Way
3. Summary
4
1. Toyota and history
TOYOTA MOTOR CORPORATION

Established in 1937 by Dr. Kiichiro Toyoda
2nd Largest Automobile Manufacturer in the World
167 Overseas marketing with 43 Production
Facilities.
5,226,000 units Sold in 2001
Turn over in 2002 is $ 1,193,072 Million
World’s First Manufacturer of HYBRID CAR -
PRIUS
5

DOYOU THINK TOYOTA WAS ALWAYS
IN GOOD CONDITION FROM 1937 ? ? ?
CAN ANYONE TELL ME SOME MAJOR
HISTORICAL EVENTS BETWEEN 1937
AND 1950??
6

1939-45 1946-49 1950-53 1955….
•In 1950,
• By Late 1950,COMPANY
Economy wasannounced Plans to
regaining.
•In
•WORLD
1946,
Dismiss
Production Toyota
WAR
of 1500 IIMotor
HAD
employees
Toyota grew fromKoromo
A DISASTROUS
along Worker
with
70,000 in 10%
1950 to
Union
WAGE
480,000 IMPACT
in wasON
CUT
1960. Formed
THE ECONOMY OF JAPAN
•In
•Top
•TOYOTA’s•IN1949,
THEdue
TOYOTA POST
financial to Economy,
- WAR increased
Executives
Strength CONFUSION,
NISSAN
including and
&the
this
ISUZU
TOYOTA
PRESIDENT
improved wereResigns.
WAS
forced
the Employees’ ONStandard
to
THE
makeVERGE
MASSIVE
OF
of Life
LAYOFFS.
BANKRUPTCY.
•The
•UNION “Greatthat
realised Dipute ends
“Only wayinto
June 1950.
Protect JOBS
•TOYOTA
But •CONTINUOUS
and Livingfrequent
ConditionUnion proposed
LABOR
Strikes
is byand FRICTION
10% WAGE
Slowdowns
contributing WAS
to the
PLACE CUT
ofPREVALENT
happen instead of LAYOFF.
till 1953.
EMPLOYMENT – namely, COMPANY.
7
1 . T o y o t a a n d h ist o r y
8
9
10
LEARNING FROM THE PAST
Establish the relationship of
Mutual Trust & Respect
• Stability of
employment
• Improve working
conditions
Mutual Trust Employees

Company (Needs &
(Profit) improve working
conditions)
Maximum cooperation
and effort
Both management & employees share the value

“Prosperity of the Company = Happiness of employees”
11
Contents

2. Toyota Way
3. Summary
12
2. Toyota Way
¾ Toyota Way summarizes the Unique
and Outstanding Elements of Toyota
Culture
¾ Toyota way is a set of Managerial
Values and Business Methods that
over the years have become source of
our strength.
13
2. Toyota Way
An ideal , standard & guiding Principles

14 Expresses the Mission & Values
2. Toyota Way
TOYOTA WAY
1. CONTRIBUTE TO INDIAN INDUSTRY & ECONOMY.
2. CONTRIBUTE WELL-BEING AND STABILITY OF TEAM MEMBERS.
3. CONTRIBUTE TO THE OVERALL GROWTH OF OUR BUSINESS
ASSOCIATES AND THE AUTOMOBILE INDUSTRY.
Toyota
Way
TPS
JIT TPS is aQUALITY
GOOD tool to achieve
Jidouka
TOYOTA WAY
PRODUCTS, BY EASIEST TPS
WAY & LOWEST COST.
Hiejunka
15
2. Toyota Way
Challenge ¾ Long term vision and

Face challenges with courage
Continuous
Improvement Kaizen ¾ Continuous improvement for cost
reduction to achieve profits.
Genchi ¾ Go and study to get first hand

Genbutsu information for knowing root cause
Respect ¾ Respect each other by understanding

Respect to and fulfilling responsibilities.
people
Team Work ¾ Develop and motivate your TMs
to maximize individual and team
performance.
16
2. Toyota Way
17
Challenge
“ We form a long – term Vision, meeting challenges with courage and
creativity to realize our dreams ”
• Creating Value through Manufacturing and
Delivery of Products and Services
• Spirit of Challenge
- A sense of Self-respect and Self-reliance, and Acceptance
of Responsibility
- Acceptance of Competition
• Long-range Perspective
- Foresight and Long-range Projection, Planning based on
Facts & Realistic View
• Thorough Consideration in Decision Making
- Focus on Concrete Proof/Exhaustive Due Diligence
- Risk Taking, Prioritization & Total Optimization
18
2. Toyota Way
19
Kaizen
“ We improve our business operations continuously, always driving for
innovation and evolution ”
• Kaizen mind & Innovative Thinking
- Relentless efforts for Continuous Improvement
- Benchmarking & Search for Breakthrough
• Building Lean System and Structure
- Pursuit of Profit Based on Cost Reduction
- Elimination of Muda (no value add), Mura (Unevenness) & Muri (beyond capability)
- Just-in-time (regard for next Proccess) & Jidoka (Revealing Problems)
• Promoting Organizational Learning
- Shared Understanding of Conditions
- Learning from Mistakes
- Standardization, Yokoten (Leveraged Transfer), and Establishment of Success
20
2. Toyota Way
21
Genchi Genbutsu
“ We practice Genchi Genbutsu… go to the source to find the facts to make
correct decisions, build consensus and achieve goals at our best speed ”
• Genchi Genbutsu
- Grasp Problems and Analyze Root Cause
- Thorough Confirmation of Facts
- Early Study
• Effective Consensus Building
- Emphasis on Consensus
- Sharing of Goals / Quantitative Objectives
- Emphasis on Process
• Commitment to Achievement
- Commitment to Action / Straightforwardness
- Achievement in Single Thrust & Constant Problem-solving
22
2. Toyota Way
23
Respect
“ We Respect others, make every effort to understand each other, take
responsibility and do our best to build Mutual Trust”
• Respect for Stakeholders

• Mutual Trust and Mutual Responsibility
• Sincere Communication
- Openness and Acceptance of Difference
- Fairness and Willingness to Listen
- Self-expression, Self-confidence, and Individual
Initiative
• Accountability
24
2. Toyota Way
25
Teamwork
“ We stimulate personal and professional growth, share the opportunities
of development and maximize individual and team performance ”
• Commitment to Education and Development

- Team Member Development
- Thoughtful Leadership
- Development through Delegation
• Respect for the Individual : Realizing Consolidated Power as a Team
- Respect for Humanity and Creativity
- Mutual Contributions with Emphasis on Individual Creativity and Teamwork
26
Teamwork
Gain the maximized results by consolidating
all the individual performances
z Thorough consensus building
z Achieve in a single thrust
“Team achievement is
superior to the sum of
individual
achievements”
27
Contents
2. Toyota Way
3. Summary
28
3. Summary
Toyota way do not

say just blindly
follow it
Instead it says everybody has to understand “ Toyota way is the

for employee and company’s growth” and follow with own spirit
29
TPS Basics
TPS Group
30
Toyota's Quality Philosophy
Goal ’s of Corporation
Goal’s
Toyota production system Basic
31
From the Dealership to the Customer
32
Standards to Choose a Car
How do you choose

a car?
33
Service
Quality
Brand
Style
Price
Function
Sports car
Able to carry luggage
Expensive
Able to carry
Compact
Affordable car
a lot at once
34
Standards to Choose a Car
The customer doesn’t even

have an interest if the
quality of the car is bad.
35
Quality is First Priority
If We Sell Cars with Bad Quality,
We Lose Customer’s Confidence
Decrease in Happen
What Could Sales results
to theDecrease in
Company…?
Profit
What Could Happen to the

Company…?No Profit
What Could Happen to Company?
36
Concept of Toyota’s Manufacturing
Quality is First Priority
Customer First
37
Goal’s
38
The Goals of Corporations
Business
management is
a prerequisite
Pursuing Profits
Carrying Out a Social

Sustaining Permanently
Mission
Offer quality Improve

products employee’s
reasonably at living
the right time
39
How to Secure Profit
Profit = (Retail Price – Cost) X Sales
How can we increase profit?
(Retail Price)
(Retail Price) (Retail Price) (Retail Price)
Profits
Profits Profits Profits
Costs Costs Costs

Costs
×100 ×100 ×150 ×100
Raise retail prices Boost sales Reduce costs
40
How to Secure Profit
Ways to increase profit

(1) Raise retail prices (2) Boost sales
That car is less
expensive
Cars won’t sell Competitors also make

efforts to increase sales
volume
(3) Reduce costs
Profit may vary even if same number of

cars is sold for same price
41
Retail Price and Costs
Retail Price Cost Profit

Competitor 100 96 ?4
Our Company 100 92 ?8
we don’t prefer the cost basis of which retail prices

are set by adding profits to costs taken.
42
Components of Cost
TMC Material Cost

Energy Cost
Labor Cost
Depreciation
Cost
Maintenance
Cost
Material Cost Energy Cost Labor Cost
Others
Components of cost These prices are rising each year
Competitor A Competitor B Competitor C
Competitors also face same conditions

43
Even using the same materials, the same amount of
powers, the same degree of payments, some
companies gain profits but others not. Why does the
difference occur?
$ $
$ $
$
$
44
There are Big Differences in How to Manufacture
Regular Manufacturing Way
1 day to 1 month stocks
Raw Finished
Material Parts
Mass production
Toyota Manufacturing Way
Raw Finished
Material Parts
Personnel:1/2
Stocks: less than1/4
Produce one at a time, matching pull speed of next process Lead Time ?
45
Cost Changes By the Way to Manufacture
Material Energy Labor Cost Depreciation Maintenance

Competitor Others
Cost Cost Cost Cost
Cost that increases and decreases by how to manufacture
Our
Company Reduce Cost
46
Summary
1. Sustaining corporation needs to secure profits.
2. Cost reduction is the most important to ensure profits.
3. Today the environment where we operate is really tight.

Overcoming the current situation requires tireless efforts.
4. Unit price of material, equipments & purchased parts

is almost the same for each company. It is the
manufacturing method that changes cost of products.
47
The Aims of Toyota Production System
Reducing Cost by Thorough Elimination of Muda
To achieve it…
1. Producing only salable products.
2. Making higher-quality cars
3. Making more reasonable priced cars
4. Creation of flexible & strong organized

workplace.
48
Goal’s
49
Toyota Production System
Toyota
Production
System
50
The House Of Toyota
TPS
Tact Time
Production Andon
Continuous JIT Jidoka

Pokayoke
Flow
Pull Fixed
Production position stop
Standardized Work
Heijunka
Leveling Sequencing
51
Just-in-time
Just-in-time
1.What
1.What is
is the
the just-in-time?
just-in-time?
What is Necessary The selling thing
When it is necessary When it is selling
In the amount Necessary The amount of sell.
To make it from the cost

proportional to production
"Leveling is a major prerequisite to
52 achieve JIT. "
How To Establish Just In Time
To Establish JIT through out manufacturing cycle,

need to apply following Thee principles
1.Tact time
2.Continuous Flow processing
3.Pull System
53
Tact Time
Example
Orders from Customers
6,660 cars a month
Production quantity per month (plan)

6,660 cars a month
Production quantity per day

333 cars a day
Manufacturing speed
How many seconds per car
do we need?
1 car in every 81 sec.

54 Takt Time
Tact Time
Tact time establish synchronization between
manufacturing speed and selling speed
Customers
Tact Time Establishes the system

of manufacturing only Necessary
Factory
thing and necessary quantity
Order sheet
Order
Pace of Sales = Pace of Manufacturing

55
Continuous Flow
Conventional System Just In Time Approach
A
Finished Goods Raw Material
B
Continuous Flow establishes
Raw Material Manufacture and convey
Finished Goods
Raw Material
when is
Finished Parts
it is required (one by one is ideal)
C
Finished Goods Raw Material
It avoids in-between stagnation of

stocks
Sales
56 Production line 1 Production line 2 Production line 3 Production line 4

Pull System
Why the pull system is required
Ideally If the customer demand is constant and production line produces
with out trouble (no line stop) pull system is not necessary By just with
Tact time and continuous production we can achieve JIT
Production Plan
Sales
Customer
Production line 1 Production line 2 Production line 3 Production line 4
But practically both the things are (customer demand and individual line net
processing speed) subjected to fluctuate. If we don't establish pull system we
need to keep high inventory to match fluctuation
57
Pull System
Conventional System Just In Time Approach
Push System Pull System
•The Preceding Process pushes •Following Process withdraw from

the finished goods to the Preceding Process, WHAT parts
Following Process, irrespective they need, WHEN they need, in what
of demand . QUANTITY they need .
High
Inventory
Supplier Customer
Supplier Push system Customer Pull system
58
Pull System
By giving sales information to many process will cause high inventory
stagnation between process.
Production Plan Sales
Pull System Ensures the JIT in

Practical Conditions
Give sold information to only final process with sold speed and establishing pull
system keep complete manufacturing with same pace of sales
Kanban Kanban Kanban Kanban Sales
59
Just In time work place
Produce parts in the order

of pull, only the parts pulled, In the Place produced
quantity pulled and one by one parts at its palce
Next proces
Pulling
① ② ③
Fillup only the parts which
Set the processing speed next process is pulled
by Tact time
Reduce completed parts stock

60
Pull System
SUPPLIER :
Kanban Sample
TKM
D001 - A 268W
DENSO INDIA KEY CODE :
PART DETAILS:
KANBAN is a small signboard / card, work LIMITED, 505017447
STARTER ASSY
LOCATION CODE :
on Pull system concept, is the key control PROCESS CODE : F1C25-EG04
tool for “Just-In-Time” production. AA KANBAN NO :
QTY/BOX : 28100-0D120-00
4
PACKING CODE :
424
C882 SEQ.No:
2
DOCK:
01
Kanban is used as:

31-MAY-05 10:41:21
• A Instruction for Production and Transportation.

• A visual information tool :
- To prevent over-production.
- To detect delays or advancement of
processes.
• A tool for Continuous Improvement .
61
Let Us Understand More about
Kanban through RolePlay
62
Just In Time (summery)
Three Basic principles of JIT
1.Continuous Flow processing
2.Pull System
3.Tact time
•Tact time establish synchronization between manufacturing speed
and selling speed
•Continuous flow processing system reduces inventory stagnation
between process to process(great inventory reduction)
•Pull system establish synchronized speed between process to
process and establish Just in time manufacturing chain
63
The House Of Toyota
TPS
Tact Time
Production Andon

Pokayoke
Flow
Pull Fixed
Standardized Work
Heijunka
Leveling Sequencing
64
What is Standardized Work?
Standardized Work is S/W is Defined as an effective

and orderly method of producing without waste Work
organized in such a way is called standardized work.
By standardizing work, work force, tools, parts, and equipment are
all effectively used, and quality,cost, safety and workability are
improved. Also, what is needed at the time can be
manufactured.Standardization of work is one of effective methods
for Kaizen.
65
Pre-requisite for Standardized
work
Work Must be able conduct
repeatedly, cyclically
To produce cyclic job, workload

must be leveled
Heijunka (leveling) production is
the base
66
Heijunka
Heijunka is the basic requirement in Just in time production
The three principles of JIT are based on Heijunka
The heijunka is the basic necessity in JIT systems
Keep daily production in pace of average of
kinds and quantity of sold parts
Heijunka
Quantity
Maximu
m
Time Minimum
If fluctuation Need man-power/material Man waiting and

so big matching to peak quantity excess material occur
67
What is leveling?
Leveling of amount and kind with respect to selling speed

(some times its called vertical leveling (volume) and horizontal
leveling (kinds)
Leveling of amount Amount
Amount
The maximum value Minimum value
Time Time
Leveling of kind
C C C B B B A A A C B A C B A C B A
68 5
There are three main elements of Heijunka…
1. Leveling: Overall leveling of a process to reduce variation in output
2. Sequencing: Managing the order in which work is processed (Mixed Production)
3. Stability or Standard Work: Reduce process variation
Toyota
Customer Demand Leveling Production System
Heijunka
Just-in-Time
Jidoka
Heijunka
Reduction in variation experienced by the customer
69
The House Of Toyota
TPS
Tact Time
Production Andon

Pokayoke
Flow
Pull Fixed
Standardized Work
Heijunka
Leveling Sequencing
70
Jidouka
Jidoka refers to the ability of production lines to be
stopped in the event of such problems as equipment
malfunctions, quality problems or work being late,
either by machines which have the ability to sense
abnormalities or by workers who push a line-stop
button. And Visualize on real time
STOP!
Defect
71
Jidouka
Aims of Jidoka
1. Building 100% quality in at all times
2. Failure prevention of machinery & equipment
3. Manpower savings (No need monitoring of machinery)
Three Basic tools of Jidouka

1.Andon
2.Fixed Position Line Stop system
3.Pokayoke
72
Andon
In JIT Line Any
problem at process
effects entire line
Need to take action

immediately before it
effects entire line
Identify the location

and Problem
Visualization System
B1 B2 B3 C1 C2 C3
Line Andon Board
73
Fixed Position Line Stop
•Team member detects the Problem, he turns ON the FIXED-
POSITION stop switch.
•The Line keeps moving until it reaches a fixed position.
•Turning on the switch, also summons the supervisor.
Why Required
•This allows line supervisor & Team Member to resolve the
problem before the line comes to stop
•It ensures the completion of Standard work cycle of other
process of the line
Start
Position
Stop switch turn on position> Supervisor

call button gets on
Line Stop Position > After

74
move to next pitch
Pokayoke- Fool proof system
Fool proof system by using simple mechanism.
(Low Cost & highly reliable devices or innovations that either detect
abnormal situation before they occur at Production Process)
Machining : Welding :
Example of Preventing out-of Example of Preventing missing
position Mounting weld-nut
Before Kaizen
Chuck
Machine
Spindle
Work (out of position)

Height
Blocking plate
of the Nut
After Kaizen
Work (Mounted normally)

Reverse installation is Welding will not take place if
impossible by putting an
75 nut is missing
obstruction plate
Pokayoke
tool
detection
broken tool
76
Examples of Jidoka
Baffle Plate
77
Toyota Slogan
Good Concepts -Good Products

78
TPS in Other words
TPS Just In Tension Management.

Time Since minimum stock, every problem can
be easily detected.
JIDOKA Andon physically points out the location
& type of problems
79
JIT APPROACH
What is required ?
Produce Determines the
& When it is required ? Customer Demand
Convey What Qty. is required ?
How to meet the customer demand ?

Through on time Part delivery.
Manufacturing speed = Selling speed

(Customer Demand)
80
How to Set the Manufacturing Speed
Example
Orders from Customers
6,660 Parts a month
Production quantity per month (plan)

6,660
6,660 Parts
Parts aa month
month
Production quantity per day

333 Parts a day
How many seconds per Part Selling speed = Manufacturing speed

do we need?
1 part in every 81 sec.

81 Takt Time
How to produce 1 Part in 81 secs.
Getting 1 part in 81 secs.
RM FG
• Ensure all process should produce within 81 secs.
• Set workload to each process equivalent to Tact time.
Each process produces a part in 81 secs.

&
Line off to FG area will also be at 81 secs.
82
Difference between Conventional Approach & Tact Time
250
Conventional Approach
200
150
Tact Time Approach
100
50
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
120
100
80
60
40
20
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Prod
Prod
Total Daily operation time
TACT TIME =
Total Daily production requirement
- is Abnormality
• Output is not consistent & not to the • Consistent output matching Customer
requirement of the Customer demand. demand.
• Each process is set according to work at • Each process is set to produce within the
each station. Tact time.
83 work load is not balanced through out the line)
(Total • Uniform utilization of Resources.
What is Tact Time ?
• TACT TIME is a time value in which a single part or set

of parts of a unit product is produced.
• It is the maximum time allowed to produce a product in

order to meet demand
• It is decided on the basis of monthly production

requirements ( By customer ) & the amount of operating
time during the month.
84
Takt Time Calculation
5500
Required monthly
production quantity １
Required Quantity per
shift = Number of operating
× = 110 units
days in month Number of shift’s
25 2
Total available Working time = Net Operating time

1st Shift 2nd Shift Total Working time
=a+b+c+d
190 mins. 185 mins. 190 mins. 185 mins. 190 mins. 185 mins. 190 mins. 185 mins.
= 750 mins/Shift
a b c d a b c d
27000″
Operating Time/Shift (regular working hours)
Takt Time ＝＝245″
Amount of Production Requirement/Shift
110 units
85
How to Set Tact Time at Actual Line
A Product is required at 81 secs.

If the Line runs continously parts produced will be
333 nos. = Customer requirement
TARGET CANNOT
NO LINE BECONDITION
STOP = IDEAL ACHIEVED
a Tea Break b Lunch Break c Tea Break d
Targetthere
In actual condition Efficiency
will be work must
delaysbe set to
leading toline
98stops.
%
If avg. of Line stop of 540 secs.Efficiency
is considered
Trend per day, Production delay is
100
2%.
97 96
99 98
96
98 97
99
95
90
85
80 a Tea Break b Lunch Break c Tea Break d
75
70
65
60
1 2 3 5 6 8 9 10 12 13 16 17 19 20 23 24 25 27 28 30
86
Calculate the Following
Takt Time
Actual Takt Time
81 secs.
Required Products
SUB LINE Takt Time135 secs. 5000 / Shift
Actual Takt Time : 132 secs.
MAIN LINE
81 secs.
Required Products
SUB LINE
Takt Time : 216 secs. 3000 / Shift
Actual Takt Time : 211 secs.
MAIN LINE
To achieve the Tact time

87 The Cycle time must be less then or equal to Tact time.
Cycle Time
• It is the actual time taken to complete all the Work
elements of a particular process.
• It consists of the manual and automatic feed times.
Process : 1 Process : 2 Process : 3 Process : 4
2 3 2 3 3 3 4
4
4 2 2 FG
RM 1 1 5 5
4 1 1
RM 5 RM RM RM 6
6 5 6 FG
FG FG FG
• To ensure a product at the defined tact time we need to set

the Cycle time of all the process within the tact time.
100
90
80
70
60
s
in.
50
M
40
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12
88
Process
Production
Analysis Board
( P.A.B )
TPS Group
89
Purpose:
1.To grasp actual production qty against

required quantity (plan)
2. Information tool to grasp line

productivity
90
What is PAB ( Production Analysis Board)
Timely information of “Necessary parts and

qty are producing at necessary timing “
Timely information of Prod. progress or

trouble (Man,Machine,Method & Material)
91
Background :
Production Analysis
Daily Production Trend
900
Actual Prod Prod.Plan

800
Plant/Line Capacity : 800 Units/Day
700 Daily Target: 800 units
Actual Production Avg: 500 units/Day
600
500 How To Over come of this Gap Plan vs Actual ?
400
300
200
100
0
1 2 3 4 5 6 7 9 10 11 12 13 14 16 17 18 19 20 21 23 24 25 26 27 28 30
Let us analyze how to build this Gap in order to Achieve Production

in the required quantity
92
Why Production Plan not Achieved
Why ?
1.Man
Delay in Main Classification
2.Machine
Production
3.Method
4.Material
Further Analysis
(Delay Contribution per day)
Material
Man
Method
Machine
93
What Action to be taken in order to avoid Delay/Abnormality
Basic Abnormality Management Cycle
Management
Set Standard
Identify
Kaizen & Revise ABNORMALITY
Standard
Find Root Cause

-Genchi Genbutsu
-5Why
94
How to Identify ABNORMALITY
Production Monitoring
What
Production Progress
How
Visual Control Visualization
HOW TO VISUALIZE PROD. PROGRESS
95
How to Identify ABNORMALITY
We need to grasp the Delay/Problem

How
Monitor progress on hourly basis

How
Make clear hourly plan based on tact time &

Monitor Plan Vs Actual
Loss of O/P = Problem

In Order to grasp problem monitor O/P of Actual prod. Against Plan
And grasp problem in terms of time equivalent to Prod. Loss
96
Image to
Where of Monitor
PAB PAB - At End of Line
Prod. Control Board
How to Grasp Actual Prod.

By Check sheet ( manual updation)
By electronic counter (Sensor)
97
How to Monitor Production Progress
Hourly Production progress Plan Vs Actual
98
How to Update Production Analysis Board
Shift Code : A Model line:Innova Prod. Target :120 units per/day Date : 22 May 08
Prod. Actual Prod. Delay
Time Reason Resp
Plan Prod. Loss mins
15 12 -3 12
6:00 to 7:00 Machine Break down Maint
15 12 -3 12
Enter time Prod Loss :

How to enter Prod Plan.
based on start of
Plan
Left corner Prod-Actual
: Actual Prod
Produced
Takt time : 4 mins
Prod.
Time interval of Delay in mins to be
Production
One per
hourhour : (60/4=15 Right Corner : Cumulative monitored
units) Prod
Left corner : Prod Plan / Hr (Takt time * Prod Loss)
Right Corner : Cumulative
For Delay Resp dept to be mentioned
plan
In order to take corrective action
Actual Prod Plan PAB Updation
Any Questions ?
99
Image of PAB
Prod. Control Board
生　　産　　管　　理　　板
Prod.
１ｓｔ
Control Board 2nd
These problem have to be 時間標準数実績差異原因・対策・再発防止実績差異原因・対策・再発防止

8- 9 50 50 50
solved by 9- 10 50/ 100 45/ 95 ▲ 5 作業遅れ＃５ 45/ 95 ▲ 5 作業遅れ＃６
10- 11 50/ 150 40/ 135 ▲ 15 コンベアﾎﾞﾙﾄ噛み「呼び出し」 40/ 135 ▲ 15 作業遅れ＃５、＃６
gathering relevant members
11- 12 50/ 200 50/ 185 ▲ 15 50/ 185 ▲ 15
in the morning meeting
13- 14 50/ 250 45/ 230 ▲ 20 作業遅れ＃５
14- 15 50/ 300 30/ 260 ▲ 40 コンベアﾎﾞﾙﾄ噛み「呼び出し」
15- 16 50/ 350 50/ 310 ▲ 40
16- 17 50/ 400 50/ 360 ▲ 40
Gathering relevant members OT 50/ 410 +10
Morning Meeting Yesterday Prod. Concerns
100
Utilization of PAB Analyze Daily Prod. Trend &
Prod. Loss by using PAB
Prod Loss (Commutation delay) Assy Final line - Weekly Trend
60 30
51.47 54.72
50 25
Prod Loss ( No of Vehicles )

Total Line stop in Min
40 20
32.5
30 13 15
12
20 10.78 8 10
8.8
10 3 2 5
2.78
1
0 0
1 2 3 4 5 6
Commutation delay Prod Loss -No of Vehicles
Report
Report Report Report Report Top
TM Instruction TL Instruction GL Instruction AM Instruction MGR Mgt
Analyze
Action
Report
1.Continues monitor production 1. Overall Production
and Delay 1. Analyze Prod delay
manufacturing
2. For Delay Temp counter measure 2. Initiation for Kaizen
1. Work Completion monitoring
to ensure smooth production activity to meet
in Takt time 3. Daily Review Prod Plan Vs Actual Prod. Target
4. Major Delay Report making
101
Image of Production Analysis
Production Trend
Assy Actual L/O Assy Plan L/O
250
196 196 196 196 196
196 196 196 196 196 196
195
196 191 195 195 194 194
203 190 192 194 190
200
150
PKB Bracket
Weld Nut Miss : Wind Shield Robot
60’ Equipment Function
100 NG : 33’
50
0
17 18 19 21 22 23 24 25 26 28 29 30
LINE STOP DETAILS REPEATATIVE LINE STOP

Mar 14~27 Apr 01 ~16 Apr 17 ~30
2.5
2
1 (2)
0.5
(1) (1)
102 0
Encopa Process Delay
IMPORTANCE OF PAB REFRENCE TO TPS HOUSE
The aim of TPS is High Quality Product, Reducing Costs by thorough elimination
of muda
Muda identification is required to make Kaizen
To carry out kaizen basic step required is Visualization of Muda
TPS
Fixed
JIT Jidoka position stop
Pull Production
Visualisation Plays
Continuous Flow Pokayoke
V.Imp role in Identification of Muda
Tact Time Ex. 4S Visulisation,PAB etc Andon
Production
HEIJUNKA STANDARDIZE WORK
103 Levelling and Sequencing

SMALL EXERCISE ON
PAB
104
Efficiency
TPS Group
105
Importance of Efficiency.
Work
Effective Work + Trouble Shootings.
Setup Timing Break Downs
Production Quality defects

WORK
Quality Check Rejections
Packing Work Delays
Logistics Accidents
106
EFFICIENCY
Total Work - Trouble Shootings.

Effective Work =
Total Work
107
EFFICIENCY
Definition of Efficiency:
In general, "efficiency" is measure by the cost (management resource

invested) against the result/ output.
Output Earned Hour(＝① Actual Hour × ② Good parts quantities)

Efficiency ＝ =
Input ③ Total operation Hour
① Designed ideal work time for the production in normal system and
processes
② Good Part Quantities based on TPS idea＊
＊ Produce what is needed, when is needed and as many as needed
③ Total work time of production
108
EFFICIENCY
Why Efficiency is Required ?
- To meet the Production Targets in Numbers

- To produce Quality products
- To Meet the Cost targets
Objective of Efficiency
As a manufacturer, it is very important for any industry to monitor its efficiency in

order to meet the Market demand, Customer satisfaction & Company
profitability.
109
EFFICIENCY
Production Efficiency:
Production efficiency is "the index to measure the changes of work time

in production activities;
90
Actual Production
Efficiency η = x 100 = 90%
?
Plan Production
100
110
EFFICIENCY
Working Hours - 450 mins
No of products - 100
Tact Time - 4.5 mins
If
Efficiency - 90% ( Forecasting the Problems )
Actual Tact Time 4.05 mins

-
Actual Units 100

= = 100%
Required Units 100
111
Actual Units X ATT 100 X 4.05 405
= =
Total Working Time 450 450
= 90%
Break Downs
Quality defects
10% is Loss of Time
Rejections
45mins is down time =
Work Delays
112
Accidents
Work Delay
% Efficiency
% Efficiency Total Line Efficiency
Equipment Br Down
% Efficiency
Improvement
area comes to
surface level to
Parts Delay
do kaizen
% Efficiency
Total efficiency must Establish the
be counted on actual monitoring
products Plan Line stop system to grasp
% Efficiency
& it should be the delay time of
Inclusive of any delay each category
reasons accurately
Quality
% Efficiency
113
Efficiency
114
EFFICIENCY
Why to monitor Efficiency ?

The mirror to reflect the fact of work site"
And it means, not only to grasp the figures of production efficiency, but to
bring out the idea for new kaizen by analyzing "Why the value changed"
and "What caused the change"
115
EFFICIENCY
Why to monitor Efficiency ?

The mirror to reflect the fact of work site"
And it means, not only to grasp the figures of production efficiency, but to
bring out the idea for new kaizen by analyzing "Why the value changed"
and "What caused the change"
Target – 100%
Production Line OutPut – 80

100%%
116
EFFICIENCY
<Apparent Efficiency>
80 % Efficiency by 4 people
Required Efficiency
100% Efficiency by 5 people
100 %
100% Efficiency by 5 people

( Additional 1 Manpower )
<True Efficiency> 100% Efficiency by 4 people (after Kaizen)
117
EFFICIENCY
Major Line Stop Details
1.Problem description:- Machine Man
Problem
Not Known Innova Map
Delay due to Innova Map Lamp Screw Wrong part New TM Lamp Screw
assembled for Room Lamp Not checked
Wrong part
the part
- 3 Mins. (29 –Apr-08) Yellow Shift assembled
Not checked
Similar type of
the part - 3 Mins. (29
Identification –Apr-08)
parts in
Not able to mark not clear
chorokyu tray Yellow Shift
identify
Material Method
SI Root Cause Analysis Counter Measure Resp TGT Status
NO Date
Man:- The Process Sequence was 1. All process key points refresher pathy 30.04.
changed due to 3.55 takt – TMT training given. And also on Parts 08
a.New TMT awareness low regarding Parts identification.
1.
Awareness Low identification. 2. Effect of wrong part usage
explained, Sound change during
tightening of wrong screw.ojt given
b.Identification of As the 2 Screws are similar , •2.map lamp & roomlamp screw Pathy 30.04.
screw not clear Member could make mistake in difference point shown to TM’s & 08
identification. •Display made at process pitch Kumar
Method:- Both the screws are being supplied 3.Both the parts seperated & Pathy 02.05.
Similar type of screw in same Chorkyu tray- Possibilty of supplied in two different trays & 08
3. supplied in same picking wrong screw high. Srinath
( tray no. 18 & 19)
chorukyo tray
No clear identification of No Key point Available in EIS for
EIS to be revised for correct screw
the screw in EIS screw identification –so that 06.05.
identification Pathy
4. training can be given to TM
118 08
Major Line Stop Details
Countermeasure
BEFORE AFTER
I 1810 Room lamp screw & Both the parts separated &
I 1809 Map lamp screw are supplied in two different trays
supplied in same tray ( tray no. 18 & 19)
Side by side (trayno.18)
119
Sub Line ?%
100% Sub Line ?%
100%
Main Line 100%
Sub Line ?%
100% Sub Line ?%
100%
120
EFFICIENCY
Sub Line 100 % Sub Line 100 %
Main Line ? %%
50
Sub Line 50 % Sub Line 50 %
121
EFFICIENCY
Sub Line ?% Sub Line ?%
Main Line 50%
Sub Line ?% Sub Line ?%
122
EFFICIENCY
Break Downs Quality defects Rejections
Sub Line Sub Line
Main Line
Sub Line Sub Line
Work Delays Accidents
123
EFFICIENCY
4S
TPS Group
124
Contents
1. 5S Concept
2. Need for 5S
3. 5S Role Play
4. Definition of 5S
5. Meaning of 5S
6. Benefits of 5S
7. TKM Floor Marking Standard

8. FIFO Training
9. Types of FIFO
10. Guidelines for Establishing FIFO

125
1. 5S CONCEPT
5S Concept
5S Concept is a systematic method/tool adopted in work place to
improve Safety, Quality & Productivity to create a better work place
environment.
What is a BETTER WORK PLACE ENVIRONMENT

The work place should support us to carry out our work in easier
way ensuring Safety, Quality, Productivity, low cost, good morale,
motivation etc., than it is termed as better work place environment.
126
2. NEED FOR 5S
Why 5S is required
To discover problems in work area.
127
3. LET US PLAY A GAME ……
Let us assemble a bolt
X Product
128
4. WHAT ARE 5S
1S SEIRI SORTING/SEGRAGATING
2S SEITON SIMPLYFY/SYSTEMATIC ARRANGEMENT
3S SEISO SPIC & SPAN / CLEAN UP
4S SEIKETSU STANDARDISE
5S SHITSUKE SELF DESCIPLINE / TRAINING
129
5. MEANING OF 5S
1S SEIRI • SORT NECESSARY & UNNECESSARY ITEMS

• DISPOSE UNNECESSARY ITEMS
(SORT)
• ESTABLISH A CLEAR LAYOUT OR STORAGE PLACE FOR EACH ITEM

2S SEITON • ENSURE ALL ITEMS ARE ALWAYS STORED IN DESIGNATED PLACES
(SIMPLYFY) • ENSURE EASY ACCESSIBILITY & RETRIEVAL OF ITEMS
• KEEP WORK PLACE CLEAN & SURROUNDINGS CLEAN

3S SEISO • IDENTIFY ABNORMILITY AND ELIMINATE IT BY IDENTIFYING ROOT
(CLEANUP) AND TAKE COUNTERMEASURES
4S SEIKETSU • ESTABLISH CLEAR STANDARDS FOR MAINTAINING FIRST 3’S

• ESTABLISH SYSTEM TO VISUALIZE NORMAL & ABNORMAL SITUATION
(STANDARDIZE)
SHITSUKE • FEELING RESPONSIBLE TO FOLLOW THE STANDARDS ESTABLISHED

5S (DESCIPLINE & • SETTING EXAMPLES TO MAINTAIN & IMPROVE WORK PLACE
ENVIRONMENT
TRAINING)
130
1S - SEIRI - Sorting
Sort Necessary & unnecessary items and dispose unnecessary items
1. Sort Necessary/Unnecessary items 2. Get rid of unnecessary items
Unnecessary parts
occupy space &
create no value
3. Establish criteria to dispose unnecessary items(Example
A) Unnecessary items to be disposed immediately.
B) Low value items not in use for more than 1 year to be disposed
C) Unnecessary items to be segregated( paper, steel, plastic, wood, glass and

to be disposed in the respective bins.
131
2S - SEITON - Systematic Arrangement
Arrange necessary items so that items can be found whenever necessary
Key Points
1. Frequently used items to be closer to user.
132
3S - SEISO - Cleanup
Keep workplace & surrounding clean
Key Points
1. Clean waste & dirt
Dirt is generated due to oil spillage from equipments, throwing unnecessary packing /materials and
accumulation of dust.
Oil
spillage
Results in
accidents/injuries
2. Identify why waste/dirt is generated & eliminate the source(root cause)
Before After
Root cause
No Access
for chip
cleaning
Action
Chip blockage inside Access
machine causing provided for
chip cleaning
133 overflow
4S - SEIKETSU - Standardize
Establish standards to maintain 3S
• ABNORMALITIES CAN BE EASILY
IDENTIFIED
• CAN FIND NECESSARY ITEMS
QUICKLY
• LESSER OBSTACLES TO WORK
For E.g.: Flowrack labeling, Floor

marking, Visualization of Min/Max
Key Points quantity, Cleaning frequency.
1. Clarify 5S Responsibility.
134
5S - SHITSUKE – Self Discipline
Feeling responsible & setting examples to maintain established procedures
Key Points
1. Set rules to maintain 4S & let everybody maintain it
If rules are not kept, check if,
• Rules are easy to understand & follow.

• If rules are easy to maintain.
• There is somebody to check everybody is following rules or not.
Both hands in pocket, cannot react Visual display of rules, so easy Training & Mentoring to follow
to situations, may fall & get injured understanding, follow and maintain
135 & maintain the 4S
6. BENEFITS OF 5S
¾ Ensure safety of Human’s & Equipments

By ensuring no accidents/injuries and prevents breakdowns or
equipment failure.
¾ Ensures Quality of products
Cleaner workplace, cleaner surroundings results in better work place
and less hindrances to work results in good quality products.
¾ Improves productivity
All items placed in designated places, proper addressing and easy
access reduces process time, operator fatigue thereby improving
productivity.
¾ Aid in doing Kaizen
Performing acts other than the set rules aids in identifying the
problems and taking countermeasures through performing kaizens
136
SAMPLE EXAMPLES- Raw Material Stores
BEFORE
Systematic
Necessary/ Arrangement
Unnecessary Parts placed on pallet
placed on flow racks
parts sorted with proper location
for each part, labeling
AFTER
Standardize
Delegate responsibility,
No parts to be on floor, Clean up
Set material in & out flow rule, Clean the surroundings,
Min/Max qty for all parts, Floor painting, floor marking
Floor stains to be cleaned
every hour
137
SAMPLE EXAMPLES- Production Area
BEFORE AFTER
• Difficult to load 4 different types of levers • Reduces operator fatigue

• Results in operator fatigue • Frequently used items placed near to member
138
SAMPLE EXAMPLES- Finished Goods Area
BEFORE AFTER
• No FIFO • Fixed location for the parts

• No Min/Max • Proper labeling
• High Inventory • Min/Max indicated to visualize abnormality
• No parts labeling • FIFO Ensured
• No Systematic arrangement
139
AREAWISE 4S ACTIVITY
Raw Material Stores Area
1 Sort necessary/unnecessary items.
Establish criteria for disposal like (unnecessary items of low value lying
1S 2
unused for more than 1 year)
3 Dispose unnecessary items as per above criteria
1 Create location for each part in the store
Use rack systems to arrange parts systematically to have access to
2
frequently used parts easily
2S
3 Use flowrack system, if possible for easy handling of parts
Have proper parts addressing system for all parts like part name, Part ID,
4
Part location etc.
1 Keep the surrounding clean to avoid accumulation of dust on the parts
2 Have proper floor painting with clear visulaization of aisle and gangway
3S 3 Clean any dust or oil spillage on the floors to avoid accidents

4 Set cleaning frequency for floor and racks
Do not just clean the dirt/dust oil spillage but also find the source to
5
eliminate it
1 Standardise the above 3s by establishing rules and proper visulization
4S 2 Visualize Min/Max qty for each part stored to trigger abnormility
140 3 Make the responsibility of 4S clear in respective area(Areawise/shiftwise) etc
Production Area
Establish criteria for disposal like (Packing material of parts to be disposed
1S 2
immediately after unpacking)
1 Create location for required parts near to the work area
2
2S
4 Use bins to store small parts.

5 Create fixed location for all the tools and place it near to the members

2 Have proper floor painting with clear visulaization work area and gangway

5
eliminate it
4S 2 Mark the work start & end position

Make the responsibility of 4S clear in respective area(Machine/Groupwise/Areawise
141 3
/shiftwise) etc
Dispatch Area
Establish criteria for disposal like (unnecessary items of low value lying
1S 2
unused for more than 1 year)
1 Create location for each part in the store

2
2S
Have proper parts addressing system for all parts like part name, Part ID,
4
Part location etc.
2 Have proper floor painting with clear visulaization of aisle and gangway

5
eliminate it
4S 2 Visualize Min/Max qty for each part stored to trigger abnormility

142 4 Make the responsibility of 4S clear in respective area(Areawise/shiftwise) etc
FIFO
TPS Group
143
7. TKM FLOOR MARKING STANDARD
Zebra Crossing in
Green Path & Gangway Equipment Layout -Movable Equipment Layout- Fixed
Shop floor
Temporary & Permanent Dangerous & Moving Road- Corner Junction

Guideline Marking
Storage Equipment Storage Restriction
144
CLEAN OR CLEAN OR
5’S =
BEAUTIFUL = 5’S
BEAUTIFUL
AREA AREA
145
146
Promote 5S activity
to create better
workplace environment
Any Questions ?
147
8. FIRST IN FIRST OUT(FIFO) TRAINING
First In First Out (FIFO)

Abbreviated as FIFO is used as one of the methods of valuing material
issues which assumes that the first goods purchased are the first to be
Used or sold regardless of the actual timing of their use or sale.
To put in simple words material are issued in strict chronological order.
WHY FIFO is required

• To ensure systematic handling of material.
• To control the shelf life of the material stored.
• To reduce the defects and control rejections.
• Visual inventory control
148
9. TYPES OF FIFO
1. Left in-Right out
Top View
Left Right
3 2 1
Material-In
Material-out
2. Back in –Front out

Top View
Material-In
1 Material-out
149
10. GUIDELINES FOR ESTABLISHING FIFO
1. To provide a designated place for every parts
All parts used should have a designated place at proper location and
easily accessible.
2. Addressing of parts
All the parts stored should have parts identification number for clear
visualization of the part & part location.
3. Single parts, Single location

Single parts should be stored in a single location. Multiple location of
same part will not ensure fool proof FIFO system.
4. Indicate material in flow and out flow direction

Proper indication should be provided for material storing and material
retrieval to ensure FIFO.
150
Thank You
151
Parts &Information Flow Diagram
152
Aim of PIF
153
*History
In 80s productivity improvement activity through Std work

Use of flow charts for collective kaizens related to JIT
1988 ･Jishuken Improvement Target

= productivity improvement + JIT(stock decrease)
Developed PIF for JIT kaizens
1990 – Use of PIF for inhouse
1992 – Formally made TPS tool to do JIT kaizens
154
Introduction
1.Efficiency improvement "Productivity improvement"

a)Layout change Pursue for MP
･Std work forms b)Work improvement and
･Motion & work kaizen MCT improvement OT reduce
･Man power kaizen.etc..
"Shortening of lead time"

2.Improvement of JIT a)High frequency transportation
Eliminate
･PIF b)Small lot production
c) Information and flow improvementStagnation.
3. Problem solving “solve abnormal conditons "

Re
･Five Whys ･Genchi
occurrence
prevention
155
【1】Aim of PIF
To understand the current level of JIT and understand problems
Tool of improvement
To identify problem points by genchi observation
To understand "Stagnation of parts and information"
Shortening of lead time
156
Improvement of just-in-time
Production Lead Time
Processing time
Production Lead Time +
=
Non-processing time
157
Production Lead Time = Processing time + Non-processing time
<example of the
stamping process>
1. coiling 2 5
3.store 4. to the line side
.stamping
.blanking
transfer
1 sec.
1 sec.
8. 7. to the line side 6.store
transfer
use 1 parts per min

158
Production Lead Time = Processing time + Non-processing time
Processing time : Non-processing time = 1: X
159
The flow chart of parts and information (example)
Procurement and Logistics Production Delivery and Logistics
(In Plant)
NA(415T) 2.46 H NA(415T) 6.45 H NA(415T) 2.5 H

12H 15min to 1week
NB(54oT) 5.67 H NB(540T) 9.86 H Many NB(540T) 1.78 H
(Key cylinder of Tokai Rika Co.) Kanban (collecting cargo Tobishima
Every ten min.)
1-10-4
NA completed
Main shaft Parts stop Sanei
processing AGV 1-1-2
D4 Receiving
Motomachi
Miyoshi 10 min./times
5 Part Numbers Tube 1-8-2
NA assembly
1-8-2 processing
Sorter _ Tsutsumi
1-6-1
22 suppliers
Hand carts 1H/times Shipment
110 Part Araco
place
Numbers Shaft rough processed Productio
NA completed 1-4-2
1-8-5 material n Parts are temporary
Temporary stock delay left Toyota Motor
Kyushu, Inc.
1-1-2
Tube 1-18-4
Honsha Many Kanban stop NB assembly D4 and 6 shipment Kanto Auto
6 Part Numbers Kanban processing
Works
1-8-2 Preceding
assembly 1-14-2
Toyota Auto
Body
1-7-2
160
OBJECTIVES OF PREPERATION
• GRASP THE PRESENT CONDITION AND PROBLEM POINTS AT WORK AR
• SUPERVISOR BY GENCHI GEMBUTSU MAKES THE PARTS & INFORMAT

BE CONSIDERED.)
161
CONSIDERATION POINTS AT THE TIME OF
PREPERATION
1. WRITE DOWN THE FLOW OF PARTS & INFORMATION TO THE LEFT FROM RIGHT, NOT ONLY CONS
2. IN CASE OF MULTY LINES IF THE PRODUCTION SYSTEM IS SAME, EXPRESS THE FLOW WITH REPR
3. PRODUCTION LEAD TIME AND TRANSPORTATION. PRODUCTION INSTRUCTION TIMING ( FREQUEN
4. BESIDES FROM THE ABOVE IF THERE ARE ANY EXPLANATIONS WITH REGARD TO PRODN. SYSTEM
5. ---- LIMITATION CONDITION, Etc.
162
PREPERATION STEPS
STEP 1: DRAW THE PRESENT CONDITION.
WRITE DOWN THE FACT OR IMMAGE CAUGHT/OBSERVED DURING GEN

1) FLOW OF PARTS FROM RAW MATERIAL TO FINISHED GOODS -- WHICH WAY,
BOX QUANTITY, PROCESS LEAD TIME, PRODUCTION LOT. Etc
2) INFORMATION FLOW ( Kanban ) FOR THE ABOVE CASES,
--- HOW INFORMATION IS TRANSMITED
--- WHEN, WHO, & WHAT TYPE OF KANBAN IS USED
--- WHERE THE INFORMATION GOES,
--- SUPPLY LOT.
3) WHILE CARRYING ABOVE THINGS NOTE DOWN THE PROBLEM POINTS
163
Symbol In Use
Glossary Symbols Descriptions
Use this symbol to identify where material flow is generated by

1. Material flow
other than line operators (transfer/off-line)
Use this symbol to connect origination and usage points of

2. Information flow
information
3. Types of Kanban
Used for pick-up or production instruction
-1 Kanban
a) Pick up Kanban
Pick-up Pick up Kanban may be inter-process or supplier Kanban
b) In-process Kanban Prod.

Instruction
Used as production instruction in processes
c) Signal Kanban P Use Delta for lot production and Delta-P for pattern production
Used for pick up during holidays

d) Other temporary Kanban
-2 Instructions (list) Instruction information used for pick up or production (list, etc.)
164
Symbol in use - 2
Glossary Symbols Descriptions
-3 Other Use this symbol if pick up and sequence information is electronically
(Electronic transfer, signal) transferred
4. Kanban post Use this symbol to indicate that information to each production line has
a) Leveling been manipulated
Post that has functionality to level pick-up and production instruction
Kanban
b) All other posts General-purpose post that is used to collect pick-up and production
instruction Kanban
c) Chute Use this symbol to indicate that production instruction Kanban are placed
in chute
5. Process This symbol identifies production processes (including receiving, central

collection area, shipping area)
6. Line This symbol identifies production lines
7. Supplier Enter name of supplier within the symbol and Kanban cycle outside the
symbol
8. Store (storage) This symbol identifies storage of completed (or unfinished) parts
Symbol must open towards preceding process
9. Temporary storage Unlike store, this symbol indicates that parts are stored in sequence of
a) Parts in sequence works
b) All other storage This symbol indicates merely groups of materials
165
The Procedure of Examination and How to Write
Items of examination How to write flow chart
1) Fabrication process
2) Completed parts, materials

a) Types / Necessary quantity / Frontage indicates types
Quantity per box
b) Presence of store
Depth indicates quantities
3) Material flow
4) Method of production instruction Control

Prod.
a) Types of production instruction Instruction
(Kanban, signal)
b) Collection timing Prod.

Instruction
- Scheduled quantity When collection timing is scheduled Once/15 minutes
quantity unscheduled time (10 units)
- Scheduled time
166
The Procedure of Examination and How to Write - 2
Items of examination How to write flow chart
c) Manipulation of information Leveling

- Put in production in sequence Prod.
Instruction Pick-up
(every time)
- Leveling or grouped
Collection
d) Units of production
- One piece, One sheet Grouping
- Lot (size) into lots
- Number of Kanban Lead time of production + Safety value
Stagnation (of materials or information) Primary problems
167
The Procedure of Examination and How to Write - Summary
Examine own process by GENCHI-GENBUTSU
Starting with final process going up-stream in sequence
(1) Customer
(4) Information
Method of about sales
production
Central collection area /

Molding Painting instruction
Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
conveyance collection
168
The Flow Chart of Parts and Information (Example)
Procurement and logistics Production Delivery and logistics
(In plant)
NA(415T) 2.46 H NA(415T) 6.45 H NA(415T) 2.5 H 15 minutes
12H NB(540T) 5.67 H NB(540T) 9.86H NB(540T) 1.78H To 1W
Many
(Key cylinder by Tokai Rika) Kanban
(Collection every 10
minutes) Tobishima
Temporary 1-10-4
storage of
Fabrication of completed Sanei
main shaft NA
Receiving at AGV
D4 1-1-2
10 minutes/transfer Motomachi
5 part Nos. of
Miyoshi Fabrication of
Assembly of NA 1-8-2
tube
1-8-2
Sorter
Tsutsumi
1-6-1
22 suppliers Dolly runs once/1H Shipping
110 part Nos. area
Araco
Temporary Production
storage for delay 1-4-2
1-8-5 Stagnation of
shaft
To materials
finished NAToyota Motor
1-1-2 Kyushu
Many 1-18-4
Fabrication Stagnation of Assembly
6 part Nos. from Kanban Kanban Shipping
headquarters
of tube of NB Kanto Auto Works
from D4 and (Higashi Fuji)
1-8-2 Pre- 6
assembly 1-14-2
Toyota Auto
Body Inabe
1-7-2
169
How to Write PIF
170
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
171
①Dispatch Information
1.How is the information transmitted? Customer

･Kanban or Hard copy instruction
K FAX K
2.Frequency of information
Dispatch area
･Kanban cycle or frequency 1-4-4
FAX
3.How the leveling condition of

sale information? Once/day
. Heijunka condition of order/sale information
172
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
173
2. Method of collection
1.Is it from line
･Kanban Or instruction sheet K List
2.Method of collection
･Leveling Or One time collection
･When it starts and when it ends? One truck
3.Frequency and type of conveyance

Fixed time variable quantity or Fixed quantity variable time
Leveling
One truck
K
Assembly Dispatch area

174
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
175
Finished material storage
1.How is the final product storage
･designated store?, Orderly in sequence? Just pushing?
Pushing.
Oredrly arrange?
No of types and stock level of final products
Leveling
K One truck Kbn
One unit
ASSY Disptach area
176
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
177
4.Instruction Method
1.On what type instruction is used for production s
･Instruction Kanban
･By instruction sheet
2.method of tranmission
･Sequentially by kanban
･Sequential order production
･Ist it collective lot production
<Is when the lot is formed with the turn, it an example >
For one flight
Shi 1H/time
Shi Shi
Shi K
Shi
Shi
Three piece lot One unit
Assy Dispatch area

178
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
179
(2)Lead time graping
⑤Waiting at instructio ③Collection waiting
②Final product stock

④Lot formation waiting
①Lead time of processing
⑧Stock for ⑦Stock for ⑥Stock for Fluctuation

diffrence emergency
Lead time of production = ① + ② +③ +④ +⑤ +⑥ +⑦ +

⑧
180
(1) Customer
(4) Information
production

Shipping area
Assembly
Molding Painting
(3)
Final product
(6) (2)
(5) storage
Method of Method of
Material flow
181
⑦Type of transportation
What type of transportation

Qty of supply, Frequency,
Media of transport………
182
STEP 2: NOTE DOWN THE MOST ULTIMATE IDEA.
1) PARTS & INFORMATION IMMAGE FLOW CHART

WHICH MOVES W/O
STAGNETION.
- IMMAGE OF ULTIMATE IDEA :- PRODUCTION &
SUPPLY NETWORK TO PRODUCE ONE BY
ONE IN TACK TIME.
Eg:- Mizumashi, Chorokyu, Transportation Level, Press
& Resin Parts set up.
183
STEP 3: FOCUS ON THE PROBLEM POINTS.
ULTIMATE PRESENT
IDEA IDEA GAP
STEP 4: PROBLEM POINTS EVALUATION CHECK & FOLLOW UP.

CONSTRAINTS:- ( DEPENDS ON ) MONEY, PERSONS, MAN DAYS, TIME,
TECHNIQUES etc.
POSSIBILITIES :- ( O X ) SORT AND PUT IT ON PRIORITY ORDER.
STEP 5: WRITE DOWN IDEAL FIGURE

HOW WILL BE TL/GL OWN WORK PLACE, AWARENESS NEEDS TO BE PUT.
TARGET LEVEL: POLICY & MEANS IS DRAWN. DURING THIS TIME , TIME FOR
DELIVERY NECESSARY REQUIREMENT IS MADE CLEAR.
STEP 6: EACH KAIZEN AREA PUT IN ORDER.

INDIVIDUAL TARGETS & SCHEDULE.-- MAN POWER, PARTS & MATERIAL,
EQUIPMENTS……HIGH LEVEL TECHNOLOGY.
184
Example – flow chart
185

TPS Basics TRG Material (Supplier)

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TPS Basics TRG Material (Supplier)

Uploaded by

Copyright:

Available Formats

TPS Basics

TOYOTA MOTOR CORPORATION

TOYOTA MOTOR CORPORATION

TOYOTA MOTOR CORPORATION

Mutual Trust Employees

Both management & employees share the value

1. Toyota and History

An ideal , standard & guiding Principles

Challenge ¾ Long term vision and

Genchi ¾ Go and study to get first hand

Respect ¾ Respect each other by understanding

• Respect for Stakeholders

• Commitment to Education and Development

Toyota way do not

Instead it says everybody has to understand “ Toyota way is the

How do you choose

The customer doesn’t even

We Lose Customer’s Confidence

What Could Happen to the

Quality is First Priority

Carrying Out a Social

Offer quality Improve

Profit = (Retail Price – Cost) X Sales

How can we increase profit?

Costs Costs Costs

Raise retail prices Boost sales Reduce costs

Ways to increase profit

Cars won’t sell Competitors also make

Profit may vary even if same number of

Retail Price Cost Profit

we don’t prefer the cost basis of which retail prices

TMC Material Cost

Components of cost These prices are rising each year

Competitor A Competitor B Competitor C

Competitors also face same conditions

Toyota Manufacturing Way

Material Energy Labor Cost Depreciation Maintenance

Cost that increases and decreases by how to manufacture

1. Sustaining corporation needs to secure profits.

2. Cost reduction is the most important to ensure profits.

3. Today the environment where we operate is really tight.

4. Unit price of material, equipments & purchased parts

Reducing Cost by Thorough Elimination of Muda

1. Producing only salable products.

2. Making higher-quality cars

3. Making more reasonable priced cars

4. Creation of flexible & strong organized

Continuous JIT Jidoka

To make it from the cost

To Establish JIT through out manufacturing cycle,

Production quantity per month (plan)

Production quantity per day

1 car in every 81 sec.

Tact Time Establishes the system

Pace of Sales = Pace of Manufacturing

It avoids in-between stagnation of

56 Production line 1 Production line 2 Production line 3 Production line 4

Push System Pull System

•The Preceding Process pushes •Following Process withdraw from

Pull System Ensures the JIT in

Kanban Kanban Kanban Kanban Sales

Produce parts in the order

Reduce completed parts stock

These problem have to be 時間標準数実績差異原因・対策・再発防止実績差異原因・対策・再発防止