Change in Toyota Motor’s

Operation Management
Towkir Ahmad
58D-027
Background of Toyota Production System

Financial Minimized cost Demand led

constraint after in Japan’s pull approach in Low inventory
world war II economy manufacturing

All these factors lead to the adoption of Toyota Production System

Features of Toyota Production System

Lean • principles use to eliminate waste, optimize

processes, cut costs, and boost innovation in a
Manufacturing volatile market

Just in Time • a manufacturing workflow methodology aimed at

reducing flow times and costs within production
Manufacturing systems and the distribution of materials

Kaizen/
• a scheme under which employees are encouraged
Continuous to come up with suggestions for improvements
Improvement
Problems in Human Resources in Toyota’s
Operation Management
Reasons of employees leaving
Employees operate
under high pressure
from Toyota

Tough physical
working condition That is why Toyota plans to
bring in change in Toyota
Tight time schedule Production system!
during assembly

Perform repetitive
task at high pace
Changes in Toyota’s Operation Management
Adopting a high-tech
strategy reduced
need for staff

Ergonomic measures, Mechanization and A changed

Segmented lines,
including a newly automation of orientation towards Supporting personnel
built around
developed ergonomic particular assembly continuous policies
‘functions’
assessment tasks improvement

Assembly
Workers take A revised
Division of tasks ‘can be Workers do
part in quality policy on
assembly line performed not feel
control circles quality control
into segments with a alienated
where enhancing
increase reasonable through the
improvements individual
functionality degree of presence of
are discussed capabilities
and reduce comfort by complex
and worked and self-
buffer time people with a machinery
out development
will to work
Changes in Toyota’s Operations Management

Strategy of Mass Strategy of Flexible

Production Production

Mieru-ka’ in mechanization increase transparency for workers, making it

easier to transfer skills and to learn, and to change more quickly.

Flexible Using kaizen-suggestions to invent and make simple and low-cost devices to
Production cope with increasing parts variety;

Strive for multi-skilled workers through the ‘Manpower Skill/Set-up’-training

scheme
Changes in Toyota’s Operations Management
• Worker can distinguish different part of production
Worker Motivation
process which will motivate them

Making process where everyone • TVAL method decrease workload and reduce performing
can work heavy assembly work

• The principle is improved by substituting high-tech

Coexistence of Machine & worker
complex machinery by low-cost simple devices

• A pairs of one senior worker and one recently hired

Improving work environment worker worked together, so one worker could transfer his
knowledge to other.