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The MIT researchers found that TPS was so much more effective and
efficient than traditional, mass production that it represented a completely
new paradigm and coined the term lean production to indicate this radically
different approach to production.
The term was coined by John Krafcik, a research assistant at MIT with the
International Motor Vehicle Program in the late 1980s. He then worked for
General Motors and now is a Vice President of Hyundai, U.S.
Toyota Production System (TPS)
Definition: The production system developed by Toyota
Motor Corporation to provide best quality, lowest cost, and
shortest lead time through the elimination of waste.
TPS is comprised of two pillars, Just-in-Time and Jidoka
(autonomation) , and is often illustrated with the "house"
shown on the next slide.
TPS is maintained and improved through iterations of
standardized work and kaizen (continuous improvement),
following PlanDo-Check-Act (PDCA Cycle from Dr.
Deming), or the scientific method.
House of Toyota
Toyota Production System (TPS):
Related Terms
Ohno System
MAN (Material as Needed) - Harley Davidson
MIPS (Minimum Inventory Production
Systems) - Westinghouse
Stockless production - Hewlett Packard
Zero inventory production system
Lean Manufacturing/Production - MIT
How to make money?
Profit equation: Sales Cost = Profit
Example:
When the cost goes up, the product selling price is raised to reflect the
higher costs and maintain the desired level of profit.
Some even argues that the profit added should be large enough to cover
potential losses if the product does not sell well.
Suppliers
Customers
Inventory (stagnant
Flow with JIT ponds) Material
(water in
stream)
Suppliers
Customers
Push versus Pull
Work WS 2 WS 3
Station 1
Material
Information (Production Schedule)
Pull (JIT) System
Work WS 2 WS 3
Station 1
Material
Information (via Kanban/Card)
Kanban
Japanese word for card
Pronounced kahn-bahn (not can-ban)
Authorizes production from downstream
operations
Pulls material through plant
May be a card, flag, verbal signal etc.
Used often with fixed-size containers
Add or remove containers to change production rate
Triangular Kanban
Part # Part Description Location
Tool #
Machine #
Kanban
Figure S12.5
Basic Fixed-Order Quantity Model and
Reorder Point Behavior
1. You receive an order quantity Q. 4. The cycle then repeats.
Number
of units
on hand Q Q Q
R
L L
2. Your start using
them up over time. 3. When you reach down to
Time a level of inventory of R,
R = Reorder point
Q = Economic order quantity you place your next Q
L = Lead time sized order.
Kanban
The function of Kanban
Transparency 17.5
Inventory
Traditional: inventory exists in case problems
arise
JIT objective: Eliminate inventory
JIT requires
Small lot sizes
Low setup time
Containers for fixed number of parts
JIT inventory: Minimum inventory to keep
system running
Heijunka = Leveling (Smoothing) Production
Schedule using Mixed Model Sequencing
Reduce ripple effect of small variations in schedules
(e.g., final assembly)
Production quantities evenly distributed over time (e.g.,
7/day)
Build same mix of products every day
Results in many small lots
1 month = 20 working days
Item Monthly Quantity Daily Quantity
A 40 2
B 60 3
Small versus Large Lots
JIT produces same amount
in same time if setup times
JIT Small Lots are lowered
A A B B B C A A B B B C
Time
Small lots also increase flexibility to meet
customer demands
Large-Lot Approach
A A A A B B B B B B C C
Time
Photo S12.4
Heijunka = Leveling (Smoothing) Production Schedule using
Mixed Model Sequencing = Uniform Plant Loading
Determining Production Sequence
Monthly Daily
Product Demand Requirements
A 800 20 40
B 800 20 40
C 200 20 10
Largest integer that divides into all daily requirements evenly is 10
Product Daily Requirements Divided by 10
A 4010 4
B 4010 4
C 1010 1
Mixed-model sequence
A-B-A-B-A-B-A-B-C Repeat 10 times per day
Transparency 17.7
Cycle Times
Working time per day = 480 minutes
Daily requirements: A = 40 units; B = 40 units; C = 10 units
The system cycle time = 480/(40+40+10) = 5.33 min/unit
Transparency 17.8
Lowering Inventory
Reduces Waste
WIP
Unreliable Vendors Capacity Imbalances
Scrap
Lowering Inventory
Reduces Waste
Reducing inventory reveals
problems so they can be solved.
Lot size = 2
Lot 1 Lot 2 Lot 3 Lot 4 Lot 5
Which Increases
Inventory Costs
Cost
C o st
l
Tota
o st
n g C
l d i
Ho
Setup Cost
C o st
l
Tota C o st
di n g
H o l
Setup Cost
New optimal lotOriginal
size optimal
Lot Size
lot size
Quick setup = Quick changeover
Reducing setup cost reducing setup time
Setup reduction time is a prerequisite to lot size
reduction
SMED (Single Minute Exchange of Dies) method
The method has been developed by Toyota and
then expanded by Dr. Shigeo Shingo (a
consultant to Toyota), and has proven its
effectiveness in many companies by reducing
changeover times (non-value added times) from
hours to a less than 10 minutes
Setup Components
Internal Setup: consists of setup activities that must
be performed while the machine is stopped.
External Setup: consists of setup activities that can
be carried out while the machine is still
operating.
It is desirable to:
1. Convert as much internal setup to external setup
2. Improve the setup procedure
Systematic Setup Reduction
Setup Reduction
Setup Reduction:
Standardizing die holder heights reduces the need to
exchange fastening bolts
Setup Reduction Techniques
Quality At The Source
Doing it right at the first time.
Jidoka allows workers to stop production line
Andon lights signal quality problems
Under capacity scheduling allows for
planning, problem solving & maintenance
Visual control makes problems visible
Poka-yoke prevents defects
House of Toyota
Jidoka
Toyota Production System (TPS) is supported by two pillars: Just-in-Time and Jidoka
Sakichi Toyoda, founder of the Toyota group of companies, invented the concept of
Jidoka in the early 20th Century by incorporating a device on his automatic looms that
would stop the loom from operating whenever a thread broke. Dr. Shigeo Shingo then
developed his idea further.
This enabled great improvements in quality and freed people up to do more value
creating work than simply monitoring machines for quality (separating peoples work
and machines work).
Eventually, this simple concept found its way into every machine, every production
line, and every Toyota operation.
Jidoka Techniques
Poka-yoke (mistake or error proofing)
Poka-Yoke Example
Visual Management
Andon Lamp
Red - line stoppage
Yellow - call for help
Green - normal
operation
Kaizen
Change for better = continuous
improvement
Kaizen workshop or Kaizen event:
A group of Kaizen activity, commonly lasting
five days, in which a team identifies and
implements a significant improvement in a
process, e.g., creating a manufacturing cell.
GEMBA
GEMBA" is a Japanese word meaning "real place", where
the real action takes place. In business, GEMBA is where
the value-adding activities to satisfy the client are carried
out.
Manufacturing companies have three main activities in
relation to creating money: developing (designing),
producing and selling products. In a broad sense, GEMBA
means the sites of these three major activities.
In a narrower context, however, GEMBA means the place
where the products are made.
The term is often used to stress the that real improvement
can only take place when there is a shop-floor focus on
direct observation of current conditions where work is
done, e.g., not only in the engineering office.
Five Golden Rules of Gemba
Masaaki Imai promoted Kaizen to people outside Japan through his two highly acclaimed books:
He preaches the Five Golden Rules of Gemba, the first of which is 'When a problem
(abnormality) arises, go to gemba first'. So what's gemba? It's the shop floor, or equivalent. Once
there, you apply
Golden Rule Two: check with gembutsu (relevant objects).
Three: take temporary counter-measures on the spot.
Four: find the root cause.
Five: standardize to prevent recurrence.
Standardization is the managing part of getting good gemba. You also need good housekeeping
(Imai is very keen on cleaning machines) and muda, the elimination of waste. But all hinges on
getting away from your desk. Obey the master Imai. GO TO GEMBA!
5Whys: Finding the root cause of a
problem.
5 Whys analysis as an effective problem-solving technique. It is also used in Six Sigma.
Example:
Why is our client, Hinson Corp., unhappy? Because we did not deliver our services when
we said we would.
Why were we unable to meet the agreed-upon timeline or schedule for delivery? The job
took much longer than we thought it would.
Why did it take so much longer? Because we underestimated the complexity of the job.
Why did we underestimate the complexity of the job? Because we made a quick estimate
of the time needed to complete it, and did not list the individual stages needed to complete
the project.
Why didn't we do this? Because we were running behind on other projects. We clearly
need to review our time estimation and specification procedures.
Plan-Do-Check-Act
(PDCA/Shewart /Deming Cycle)
Plan: Go to the real place/factory flow (gemba), obverse the
real thing/product (gembutsu), get the real fact (genjitsu).
Focus on reducing response time, lead times, exposing
wastes in your process
Do: Conduct Kaizen. Create models of excellence so others
can aspire to. Flow everything: product, information material
replenishment, services.
Check for direction by aligning activities with long-term
business direction
Act: Take actions to sustain and accelerate improvement
activities
Source: www.leanbreakthru.com
Similarity between 3 Gs and MBWA
The 3 G's (Gemba, Gembutsu, and Genjitsu, which
translate into actual place, actual thing, and actual
situation).
In the early days of Hewlett-Packard (H-P), Dave Packard
and Bill Hewlett devised an active management style that
they called Management By Walking Around (MBWA).
Senior H-P managers were seldom at their desks. They
spent most of their days visiting employees, customers,
and suppliers. This direct contact with key people provided
them with a solid grounding from which viable strategies
could be crafted.
5S: Workplace organization/Housekeeping
5s: Important part of Kaizen/Lean Manufacturing
The S's stand for:
Seiri - keep only what is absolutely necessary, get rid of things that
you don't need, i.e. simplify or sort.
Seiton - create a location for everything, i.e. organize
or straighten.
Seiso - clean everything and keep it clean, i.e. cleanliness or
sweep.
Seiketsu - implement Seiri, Seiton and Seiso plant wide, i.e.
standardize.
Shitsuke - assure that everyone continues to follow the rules of 5S,
i.e. stick to it or self discipline.
After 5 S
Standard Work
When manpower, equipment, and materials are used in the most efficient
combination, this is called Standard Work.
There are three elements to Standard Work:
1) Takt Time
2) Work Sequence
3) Standard Work-in-Process
FG
RM
Worker Worker
1 2
Worker
3
Where? On the shop floor, not from your office. You need the real
information, not opinion or old data.