The two key principles of toyota production system were just in time and jidoka.

 Just-In-Time means manufacturing only what is needed at right time and in right
amount, which depends on customer demands
The primary objective of JIT was to save inventory costs and improve efficiency
and also to eliminate muda mura and muri by proper resource allocation.
Now whenever a new order was received instructions were sent to the beginning
of the production line, so that it is pre-stocked with adequate and necessary
parts. As the parts are being used up the parts manufacturing process was sent
the instructions to produce the required numbers. Thus the inventory level was
maintained.
Kanban is used to send the instructions or signals to make the process more
efficient.

Jidoku also known as autonomation, which means to automate the tasks that are mundane but are
important in terms of quality and require continuous human attention.

The main objective of jidoku is to eliminate errors or defects then and there thus also improving the
overall process by root cause analysis.

Jidoka eliminates the need to employ operators for continuous inspection of the process.

How it works is that whenever an abnormality that is error or defect is detected by the machine, the
process stops automatically and is not resumed until the operator checks for issues and digs deeper to
find the cause of the defect.

The pillars of the Toyota Production System are built upon a stable
foundation of standardized work and continuous improvement.
Major objectives were to reduce cost, eliminate waste, and respond to
the changing needs of the customers.
Heijunka –

  levelling technique to facilitate to smooth out production in all

departments, as well as that of suppliers over a period of time. It helps in
facilitating JIT.
 Fluctuation normally occurs through either customer demand or within
production itself.
  TPS uses Heijunka to solve the former by assembling a mix of models
within each batch, and ensuring that there is an inventory of product
proportional to variability.
Kaizen –
 A process that helps to ensure maximum quality, the elimination of waste,
and improvements in efficiency
 Kaizen activities include measures for improving equipment, as well as
improving work procedures.
  Toyota Production System, Kaizen humanises the workplace,
empowering individual members to identify areas for improvement and
suggest practical solutions.

Takt Time-total demand/time available, i.e. time per unit of product, rate at which the product should be
produced.

4M –
 The variables that a production system manipulates to produce value for
customers. The first three are resources, the fourth is the way the resources are
used.
 Evaluating the 4Ms aids in evaluating areas where small changes can focus improvement
efforts in the three key areas of quality, cost and delivery time.

Implementation
 The company extended the management responsibility past the instantaneous
services and products
 Toyota examined how consumers applied the products generated and this
enabled the company to develop and the improve its commodities
 Toyota focused on the insubstantial impacts on the procedures as well as how
such effects could be minimized through optimization
 Toyota focused on the kaizen (incessant processes development) in order to
ensure that all procedures are measurable, repeatable, and visible.