UNIVERSITI TEKNOLOGI MARA

FACULTY OF MECHANICAL ENGINEERING

Computer Integrated Manufacturing (CIM) –

MEM562 : Lean Production and Toyota
Production Systems

WEEK 12:
 Lean production and waste in manufacturing
 Toyota Production System (TPS)

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What is Lean Production?
 Lean production means doing more work with
fewer resources.
 Adaptation of mass production in which work is
accomplished in less time, smaller space, with
fewer workers and less equipment. (Identifying &
eliminating waste –non-value added activities).
 Give customers what they want and satisfying or
surpassing their expectations.
 Based on the Toyota Production System.

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Activities in Manufacturing
1. Actual work - activities that add value to the product
2. Auxiliary work - activities that support the value-adding
activities
3. Muda (waste) - activities that neither add value nor
support the value-adding activities

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 Taiichi Ohno’s seven forms
of waste (MUDA):
1.Production of defective
parts
2.Production of more parts
than needed
(overproduction)
3.Excessive inventories –
consumes space and
manpower, capital.
4.Unnecessary processing
steps
5.Unnecessary movement of
people
6.Unnecessary handling of
materials
7.Workers waiting

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Lean Manufacture (Production)
 Definition: A philosophy of production that emphasizes the
minimization of the amount of all the resources (including time)
used in the various activities of the enterprise. It involved
indentifying and eliminating non-value-adding activities in
design, production, supply chain management and dealing with
the customers. Lean producers employ teams of multiskilled
workers at all levels of the organization and use highly flexible,
increasingly automated machines to produce volumes of products
in potentially enormous variety. It contains a set of principles and
practices to reduce cost through relentless removal of waste and
through the simplification of all manufacturing and support
processes. http://www.lean.org

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Modern Manufacturing Systems in a
Lean Environment
 Value added activities are identified and preserved. Non-value added
activities are exposed and eliminated.
 Pursue perfection and improve continuously.
 Production is based on customer demand that is pulled through the
system and not pushed.
 Events are sequenced to optimize the flow of material and
information.
 Departmentalized boundaries are removed.
 Supports constructive change and a can-do attitude.
 Computer-based systems must be tuned to the customer’s
requirement.
 Reduce inventory

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 What is Kaizen?

 Kaizen is a Japanese philosophy that focuses

on continuous improvement throughout all
aspects of life.
 When applied to the workplace, Kaizen
activities continually improve all functions of
a business, from manufacturing to
management and from the CEO to the
assembly line workers.

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 Kaizen and Quality Control in a
World Class Company
 Kaizen is a tool originally used by Toyota to foster
continued improvement within its Toyota Production
System.
 It began as "Quality Circles," a means of factory shop
floor employees solving quality issues within a
structured team framework, using specific new tools.
 It is now used around the world by many companies
and has been adapted to suit their individual needs and
customs.

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 Kaizen and Quality Control in a
World Class Company
 Kaizen events are a way of accelerating improvements
to improve worker productivity, helping management
to find new ways to gain substantial savings in time,
space and labour output.
 To collapse lead times, reduce work-in-process
dramatically, reducing scrap and defects while
minimizing the need for capital expenditures.

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 Toyota Motor Corporation

 Largest vehicle manufacturer in the world

with annual sales of over 9 million vehicles
 Toyota Production System (TPS) house was
developed by Taiichi Ohno, Shigeo Shingo
and Eiji Toyoda
 Continuous flow and adapting to demand changes
achieved through four key concepts practiced:
 Just-in-time
 Autonomation (Jidoka)
 Flexible Workforce (Shojinka) – varying the number
of workers to demand changes
 Creative thinking or inventive ideas or capitalizing on
worker suggestions (Shoikufu)

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TOYOTA PRODUCTION SYSTEM (TPS)

 Aim is to eliminate all muri, mura, muda

(overburden, unevenness, waste) from the
operations.
 Muri – avoid through standardized work.
 Mura – avoid inconsistencies through JIT systems.
 Muda – any inconsistencies and waste must be fed
back to muri.
 It uses the PDCA approach to involve everyone
in solving problems quality, cost, delivery, safety
& morale.

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 FRAMEWORK OF TPS

 Maintain a continuous flow of products in

factories in order to flexibly adapt to demand
changes.
 Producing only necessary items and quantity
at the required time - Just-in-time.
 As a result: increased in productivity and
reduced cost.

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OVERVIEW OF TPS

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OVERVIEW OF TPS

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OVERVIEW OF TPS

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 OVERVIEW OF TPS
 To realize the above four concepts, Toyota has established the
following systems and methods:
 Kanban system to maintain just-in-time production
 Production smoothing method to adapt to demand changes.
 Shortening of the setup time for reducing the production lead
time.
 Standardization of operations to attain line balancing.
 Machine layout and multi-function workers for the flexible
workforce concept.
 Improvement activities by small groups and the suggestion
system to reduce the workforce and increase the worker's
morale.
 Visual control system to achieve the Autonomation concept.
 Functional Managements system to promote company-wide
quality control.

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Production Leveling
 Production leveling attempts to average the highest and
lowest variations (product mix & quantity) in orders so
that the production resources remain relatively constant
and at a low cost level.
 Accomplished through:
 Authorizing overtime during busy periods;
 Using finished product inventories to absorb daily
ups and downs in demand;
 Adjusting the cycle times of the production
operations.

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Setup Time Reduction
 Starting point in setup time reduction is
recognition that the work elements in
setup are of two types:
1. Internal elements – can only be done while
the production machine is stopped.
2. External elements – do not require the
machine to be stopped.

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Standardized Work
 Defined as the work done at highest efficiency,
with a minimum of waste as a result of all tasks at
the work site being organized into perfect
sequences.
 Three goals: (1) high productivity, (2) line
balancing for all processes from a production
timing standpoint & (3) elimination of excessive
work-in-process inventory.

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Five Ss
 Refers to the 5 dimensions of workplace
optimization: seiri (sort), seiton (set in order -
arrangement), seiso (shine – sweeping &
washing), seiketsu (standardize - cleanliness) and
shitsuke (sustain).
 If the workplace is clean, well organized, and
neat, production will be more efficient, easier and
faster.

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Total Productive Maintenance
 Is a coordinated group of activities whose
objective is to minimize production losses
due to equipment failures, malfunctions
and low utilization through the
participation of workers at all levels of the
organization. TPM involves the integration
of preventive maintenance and predictive
maintenance to avoid emergency
maintenance.
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Worker Involvement
 Factories include people. To function well,
people and technology must integrate in a
system exploiting the strengths and
minimizing the limitations of each
component.
 Participation of all employees. Teams are
integrated with work cells for motivation,
work management & problem solving.

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