ETHIOPIAN KAIZEN INSTITUTE

TOYOTA PRODUCTION SYSTEM

May 2018
By፡ Henok.B
 የስልጠናው ይዘት

Part one
የቶዮታ አመራረት ስርዓት/

የቶዮታ የስራ አመራር መርሆች/የቶዮታ መንገድ

የቶዮታ አመራረት ስርዓት ሞዴል

Part two
የተግባር ደረጃ /Stadardization/

Standard

የተግባር ደረጃ ቅጽ
1.የቶዮታ አመራረት ስርዓት

1.1 የቶዮታ መስራቾች ታሪክ

ቶዮታ ስያሜ ያገኘው ከመስራቹ ሳኪቺ ቶዮዳ ነው ፡፡

ለጃፓኖች ኩራት የሆነው ቶዮታ ታሪክ የሚጀምረው ከሳኪቺ ቶዮዳ እና

ከልጃቸዉ ከኪቺሮ ነው፡፡

የቶዮዳ እና የልጃቸው ኪቺሮ ጥረት የጀመረው በ20ኛው ክፍለ ዘመን

መጀመሪያ ሲሆን የቶዮታ መስራች የሆኑት ቶዮዳ የእናታቸውን የልብስ

አሰራር አድካሚነት ከተገነዘቡ በኋላ ይህን አድካሚ ስራ ለማቃለል በ1896

የአውቶማቲክ ሽመና ማሽን ሰሩ

 የቀጠለ…
የሽመና መሳሪያዎች ከፍተኛ የቴክኖሎጂ ዕድገትን በማስገኘታቸው ከዚያ

በተገኘው ገቢ የቶዮታ መኪና ኩባንያን ለመመስረት በቅተዋል፡፡

የቶዮዳ ልጅ ኪቺሮ 1930 በአባታቸው ታዘው ቶዮታን መሠረቱ፡፡

 ቶዮዳ ሳይታክቱ በመልፋት እና ደጋግሞ በመሞከር በጥረታቸው ስኬታማ

የሆኑ የፈጠራ ስራ ባለቤት የነበሩ ሲሆን ለፈጠራ ስራ መነሳሳትንና

ለተግዳሮት አለመሸነፍን ለልጃቸው አስተምረዋል፡፡

His mistake-proof loom became Toyoda s most popular model, and in 1929 he sent his son, Kiichiro, toEngland to negotiate the sale of the
patent rights to Platt Brothers, the premier maker of spinning and weaving equipment. His son negotiated a price of 100,000 English
pounds, and in 1930 he used that capital to start building the Toyota Motor Corporation (Fujimoto, 1999).
 የቀጠለ…..

 ኪቺሮ ቶዮዳ የቶዮታን ኩባንያ ሲያቋቁሙ እንደመርህ ሊገለገሉባቸው

የሚገቡ የአባታቸውን የአመራር ጥበብን በመቀመር 5የቶዮዳ መመሪያዎች
በማለት ለኩባንያው አበርክተዋል ፡፡
1. በተመደብክበት ቦታ ሳትገደብ በቡድን ያለ ጠባቂነት በመስራት ለሀገር
ዕድገት እና ብልፅግና የበኩልህን አስተዋጽኦ አድርግ፡፡
2. ምንጊዜም ራስን ከአዳዲስ ቴክኖሎጂዎች ጋር በማላመድ እና የራስን
ፈጠራ በመጨመር የዕድገት አርአያ ሁን ፡፡
3. ቸልተኝነትን በማስወገድ የተግባር ሰው ሁን ፡፡
4. ቅን ፣ትሁትና በስራ ቦታ ቤተሰባዊ ሁኔታን ለመፍጠር የተጋህ ሁን፡፡
5. በሃሳብም ሆነ በተግባር ለሚከናወኑ ስራዎች አድናቆትን እና አክብሮትን
የቀጠለ….
 ነሐሴ 1945 የሁለተኛዉ የዓለም ጦርነት ተጠናቀቀ፡፡

 ከጦርነቱ ማብቃት በሁዋላ ኢጂ ቶዮዳ ፕሬዚዳንት ሆነ፡፡

 ኢጂ ታይቺ ኦኖን የፕላንት ስራ አስኪያጅ አድርጎ በመቅጠር የቶዮታን የማኑፋክቸሪንግ ሂደት

በማሻሻል ከፎርድ እኩል ምርታማነት ደረጃ እንዲደርስ ጠየቀ፡፡

 ታይቺ ኦኖ በ1956 የፎርድን ማኑፋክቸሪንግ ሂደት ለማጥናት ወደ አሜሪካን ሄደ

 የፎርድ በገፍ የማምርት ስልት በ4 ምክንያቶች ለጃፓን ተግባራዊ ማድረግ አስቸጋሪ መሆኑን

ተገነዘበ
1. የቶዮታ ኩባንያ በወቅቱ ሰፊ የገበያ ድርሻ የሌለው መሆኑ

2. የምርት ክምችትን ለመያዝ የፋይናንስ እጥረት መኖር

3.የተለያዩ የምርት አይነት ፍላጎት መኖር

4.የግብኣትም ሆነ የተጠናቀቀ ምርት ለመያዝ ሰፋፊ ቦታዎች እንደ አሜሪካ አለመኖር ነበሩ
የቀጠለ
 ታይቺ ኦኖ ግን ወደ ሀገሩ ከመመለሱ በፊት በአንድ የግሮሰሪ ሱፐር ማርኬት ጉብኝት አደረገ::

 ከዚህ ጉብኝትም በኋላ የተለያየ የምርት አይነት እና መጠን መቅረብ የሚያስችል፣ ብክነትን

የሚቀንስ፣ በእጅጉ ደግሞ ከደንበኛ ጋር የተቆራኘ(የመሳብ ስትራቴጅ) የሚከተል የኦፕሬሽን

እና አመራረት ዘዴን ለመፈልሰፍ ያስቻለውን ዘዴ ለማግኘት ማስተዋል ቻለ፡፡
 በሌላ በኩል ደግሞ በሄነሪ ፎርድ የተፃፈውን መፅሐፍ ደጋግሞ በማንበብ በበፎርድ የብክነት

ማስወገድ ፍልስፍና እጅግ በጣም ተመሠጠ፡፡/Today and tomorrow/

 ታይቺ ኦኖ የጥራት ሀሳቦችን አስመልክቶ ከዴሚንግ በጃፓን ስለ ምርታማነት እና ጥራት

ስልጠና በተሠጠበት ጊዜም ተካፋይ ነበር፡፡
የቀጠለ...
 በመቀጠልም በ3 አመት ውስጥ ከአሜሪካ ኩባንያዎች ጋር ተወዳዳሪ ለመሆን

ግብ አድርጎ በመውሰድ ዕቅድ አወጣ፡፡

 ብክነቶች በአሰራራቸው ውስጥ መኖራቸውን በማረጋገጥ እና ብክነት
በማስወገድ ምርታማነት በ10 ዕጥፍ የመጨመር ዕቅድ በማዘጋጀት
ለተግባራዊነቱ ሰራተኛን በማሳተፍ ተንቀሳቀሰ፡፡
ስለሆነም የቶዮታ ኩባንያን ተወዳዳሪ ለማድረግ የሚያስችል ዕቅድ አመንጪ

እና ተግባሪ የለውጥ አቀንቃኝ ታይቺ ኦኖ እንደ ነበሩ መለየት ይቻላል፡፡

የቶዮታ አሰራር አለምን እየሳበ የመጣው በ1970 ሲሆን ምክንያቱም ቶዮታ

በወቅቱ ከነበረው የነዳጅ ቀውስ ተብሎ ከሚታወቀው ወቅት በፊትም ሆነ ከዚያ

በኋላም ትርፍማ ሆኖ የቀጠለ በመሆኑ ነው፡፡
 የቀጠለ…
 የቶዮታ አሰራር እራሱን እንደቻለ ሞዴል የአሰራር ስርዓት ሆኖ መተዋወቅ የጀመረው
በ1990 በማሳቹ ሴት የቴክኖሎጂ ኢንስቲትዩት ለ5 አመታት ምርምር ተደርጎ ``The
machine that changed the world: the story of lean production.`` ለህትመት ከበቃ
በኋላ ነው፡፡
 ከነበሩ የተለምዶ የብዛት ምርት ፈፅሞ የተለየ መሆኑን ለማሳየት lean production የሚል

ስያሜ የተሰጠው በምርምሩ ምክትል ቡድን መሪ በነበረው John kraficik ነበር፡፡

 ቶዮታ በአሁኑ ጊዜ የአለም ቁጥር አንድ አውቶሞቢል አምራች ኩባንያ ሲሆን በዓለም ላይ

በ27 ሀገሮች 50 ቅርንጫፍ ኩባንያዎች አሉት፡፡

 በጃፓን ብቻ 69,148 በዓለም ላይ 325,905 ሠራተኞች አሉት ፡፡

 ጃፓን ውስጥ ነጎያ ከተማ በሚገኘው የምርምርና ስርፀት ማዕከል ውስጥ ብቻ 9,000

ኢንጂነሮች ይገኛሉ፡፡
1.2 የቶዮታ (ሊን) አመራረት ፅንሰ ሀሳብ

የቶዮታ አመራረት ስርዓት ምንድ ነው ?

 የቶዮታ አመራረት ከምዕራባዊያን የብዛት ምርት (Mass
production) አመራረት አስተሳሰብ በተለየ በአነስተኛ መጠን፣ በአነስተኛ
ወጪ ፣ በከፍተኛ ጥራት ና ፍጥነት እና በደንበኛ ፍላጎት ላይ ተመስርቶ
በማምረት በዘላቂነት ተወዳዳሪ የመሆን አማራጭ ሲሆን የራሱ መርሆዎች
እና ቴክኒኮች ያሉት ስርዓት ነው፡፡
 የቀጠለ….
 የቶዮታ አመራረት ስርዓት የትኩረት ነጥቦች የቶዮታ አመራረት

ስርዓት አንቀሳቃሽ ሞተር ሁልጊዜ ጥራት ፣ወጪ ፣ምርታማነት፣

የማቅረቢያ ጊዜ ፣የሥራ ቦታ ደህንነት እና ሞራልን በቀጣይነት
ለማሻሻል በማለም ብክነትን ማስወገድ ነው፡፡ ( The driving force of the Toyota

Production System is the elimination of waste aimed at ever improving quality, cost, productivity, safety and morale)

 ውጤቱም ባለድርሻ አካላት የሆኑትን ደንበኞች ፣ሰራተኞች እና

የድርጅቱን ባለቤቶች በላቀ ደረጃ ማርካት ነው፡፡
 1.3 የቶዮታ አመራረት ስርዓት ግቦች

1. አለማአቀፍ የጥራት ደረጃ ያለው ምርት እና አገልግሎት ለደንበኛ

ማቅረብ/Provide world class quality and service to the customer.

2.በመከባበር መተማመን እና ትብብር ላይ የተመሰረተ የሁሉንም ሰራተኛ
አቅም ማጎልበት/Develop each employee’s potential, based on mutual
respect, trust and cooperation.
3. ብክነትን በማስወገድ ወጪ መቀነስ እና ትርፍን ማሳደግ/Reduce cost

through the elimination of waste and maximize profit

4. የገበያ ፍላጎትን መሰረት ያደረገ ተለዋዋጭ የምርት ስታንዳርድ ማበልፀግ
/Develop flexible production standards based on market demand.
ቶዮታ በሂደት 14 የቶዮታ አመራረት የስራ አመራር መርሆዎች በተለምዶ የቶዮታ መንገዶች

በመባል የሚታወቁትን ቀርጸዋል፡፡

እነሱም በአራት ማዕቀፎች የተዋቀሩ ናቸው፡፡

1-የረጅም ጊዜ ዕይታን መሰረት ያደረገ ፍልስፍና መከተል/ Long-Term

Philosophy,

2- ትክክለኛ ሂደት ትክክለኛ ምርት ይሰጣል ብክነትን በቀጣይነት ከስራ ሂደት ማስወገድ/
The Right Process Will Produce the Right Results.

3- አጋሮችን እና ሰራተኞችን ማብቃት ለድርጅቱ ዕሴት መጨመር Add

Value to the Organization by Developing Your People,

4-ችግሮችን የመፍታት ብቃት ማሳደግና ቀጣይነት ያለው ማሻሻያ ማድረግ/

Continuously Solving Root Problems Drives Organizational Learning.
1.4 የቶዮታ የስራ አመራር መርሆዎች/የቶዮታ መንገዶች
ቶዮታ በሂደት 14 የቶዮታ አመራረት የስራ አመራር መርሆዎች በተለምዶ የቶዮታ መንገዶች በመባል
የሚታወቁትን ቀርጸዋል፡፡እነሱም በአራት ማዕቀፎች የተዋቀሩ ናቸው፡፡የሚከተለው ስዕላዊ መግለጫ የቶዮታን
ስራ አመራር ማዕቀፎች የሚያሳይ ነው፡፡
ማዕቀፍ 4:ችግር መፍታት/Problem solving/--------
3መርህ
ማዕቀፍ 3:ሰራተኛ እና አጋር/ people& partner/------
4.ችግሮችን
የመፍታት ብቃትን 3መርህ
ማሳደግ እና ማዕቀፍ 2:ሂደት/process/------------------------------
ቀጣይነት ያለው
ማሻሻያ ማድረግ 7መርህ
ማዕቀፍ 1: ፍልስፍና /Philosophy/--------------------
3.አጋሮችን ማጎልበት እና
1መርህ
ሰራተኞችን ማብቃት

2.ብክነትን በቀጣይነት ከስራ ሂደት ማስወገድ

1.የረጅም ጊዜ ዕይታ መሰረት ያደረገ ፍልስፍና ባለቤት መሆን

ማዕቀፍ1፡ የረጅም ጊዜ ዕይታን መሰረት ያደረገ ፍልስፍና መከተል
መርህ1.የስራ አመራር /management/ውሳኔን የረጅም ጊዜ እድገት ፍልስፍናን
መሠረት ማድረግ ምንም እንኳን ለአጭር ጊዜ ዋጋ የሚያስከፍል ቢሆንም፡
1.(Base your management decisions on a long-term philosophy,
even at the expense of short-term financial goals.)
ቶዮታ የአለምን ፈጣን ለውጥ በሚገባ በመገንዘቡ ሁልጊዜ ተወዳዳሪ ሆኖ
ለመቀጠል ሁሌ የምርምር ተቋም በመሆን ለለውጥ እራስን ማዘጋጀት የሁሉም
ፍልስፍና መሰረት ብሎ ያምናል ፤ስለሆነም ዕይታዉ ሁሉ የረጅም ጊዜ ነው፡፡
ከከፍተኛ አመራሩ ጀምሮ የሁሉም ሰው ትኩረት ለደንበኛው እና ህብረተሰቡ

እሴት መጨመር ነው፡፡

ማዕቀፍ 2፡- ትክክለኛ ሂደት ትክክለኛ ምርት ይሰጣል ብክነትን በቀጣይነት ከስራ
ሂደት ማስወገድ/The Right Process Will Produce the Right
Results
ማዕቀፍ 2: ትክክለኛ ሂደት ትክክለኛ ምርት ይሰጣል ብክነትን በቀጣይነት ከስራ ሂደት
ማስወገድ
መርህ2. የማያቋርጥ የስራ ፍሰት በመቅረጽ ችግሮች በግልፅ እንዲታዩ
ማድረግ /Create a continuous process flow to bring problems to the surface.
መርህ3. ከደንበኛ ፍላጎት በላይ አለማምረት / Use “pull” systems to avoid

overproduction.

መርህ4. የተደላደለ አመራረት ስልት በመከተል የስራ ጫናን እና

አለመመጣጠንን ማሰወገድ/ Level out the workload (heijunka).
መርህ5. ስራዎችን ከጅምሩ በትክክል የመስራት ባህልን ማዳበር / Build a culture
of stopping to fix problems, to get quality right the first time.

መርህ 6. ለስራዎች ደረጃ /standard/ ማውጣት / Standardized tasks and processes are
the foundation for continuous improvement and employee empowerment.
ማዕቀፍ 2: ትክክለኛ ሂደት ትክክለኛ ምርት ይሰጣል ብክነትን በቀጣይነት ከስራ ሂደት
ማስወገድ
መርህ 7. የዕይታ መቆጣጠሪያ ዘዴን በመጠቀም ችግሮች እንዳይደበቁ ማድረግ/
Use visual control so no problems are hidden.
መርህ 8. በአግባቡ የተፈተሸ አስተማማኝ ቴክኖሎጂዎችን መጠቀም / Use
only reliable, thoroughly tested technology that serves your people
and processes.
ማዕቀፍ 3፡- አጋሮችን እና ሰራተኞችን በማብቃት ለድርጅቱ ዕሴት
መጨመር /Add Value to the Organization by Developing Your People
ማዕቀፍ3፡ አጋሮችን እና ሰራተኞችን ማብቃት ለድርጅቱ ዕሴት
መጨመር
መርህ 9. የኩባንያውን ስራ በአግባቡ የተረዱ ለመርህ ተገዥ የሆኑ ፍልስፍናውን
የሚኖሩ እና ሌሎችን የሚያስተምሩ መሪዎች ማፍራት (Growing your leader
rather than purchasing them)
መርህ10. አቅራቢዎችን እና አጋሮችን ማበረታታት እና ማገዝ (Respect your
extended network of partners and suppliers by challenging them
and helping them improve.
መርህ 11. ቡድኖችን እና ግለሰቦችን በማጎልበት ተግዳሮቶችን እንዲሻገሩ
ማበረታታት/Develop exceptional people and teams who follow your
company’s philosophy.
ማዕቀፍ 4፡ ችግሮችን የመፍታት ብቃት ማሳደግና ቀጣይነት ያለው

ማሻሻያ ማድረግ/ Continuously Solving Root Problems Drives Organizational

Learning
ማዕቀፍ 4፡ ችግሮችን የመፍታት ብቃት ማሳደግና ቀጣይነት ያለው ማሻሻያ
ማድረግ
መርህ12. ሁኔታዎችን ለመረዳት በቦታው ተገኝቶ መመልከት /Go and see for yourself to
thoroughly understand the situation (genchi genbutsu).

መርህ 13. ለመወሰን ሳይጣደፉ ሁሉንም አማራጮች ጊዜ ሰጥቶ ማየት የጋራ ስምምነት
ላይ በመድረስ ፈጥኖ መተግበር/ Make decisions slowly by consensus, thoroughly
considering all options; implement decisions rapidly (nemawashi).

መርህ 14. ለመማር የማይታክት እና ቀጣይነት ያለው መሻሻል ዕድገት (ከይዘን) ላይ

የተመሰረተ ኩባንያ መሆን /Become a learning organization through relentless reflection (hansei)
and continuous improvement (kaizen).
 1.6 የቶዮታ አመራረት ስርዓት ሞዴል

የላቀ ጥራት ፣ዝቅተኛ ወጪ ፣አጭር የማምረቻ ጊዜ፣ ከፍተኛ ሞራል እና ደህንነት

ብክነትን በማስወገድ ማረጋገጥ
ልክ በሰዓቱ (JIT) ጂዶካ(JIDOKA)
• በታክት ታይም ማምረት የቡድን ስራ፣ • አንደን
•የማይቆራረጥ የአመራረት • ፖካ ዮኬ
ሰራተኛ እና አጋሮችን ማብቃት
ፍሰት
•
•በደንበኛ ፍላጎት ላይ
የተመሰረተ አመራረት በየጣቢያውጥራትንመቆጣ
ቀጣይነት ያለው ለውጥ
• ፈጣን የማምረቻ ማሸን አካላት ጠር
ቅያሬ • የለምን-ለምን
• ከንባን ብክነት ማስወገድ •የዕይታ ቁጥጥር
በቦታወ ተገኝቶ መመልከት
ችግሮችን መፍታት
የተደላደለ አመራረት
ደረጃውን የጠበቀ ሂደት እና የተረጋጋ ኦፕሬሽን
የዕይታ አመራር (5ቱማ)
የቶዮታ መንገድ ፍልስፍና
3-1.WHAT IS ＪＵＳＴ -IN- ＴＩＭＥ　
Just-in -Time JJIDOKA

Stop when abnormal Visual Control

KANBAN Sytem situation is detected

Leveled Production

PUll System Continuos Flow Takt time production

ANDON Five whys POKAYOKE

Small lot Production One Piece flow

Reducing Set-up Time Multi-processhandling

24
Multi-skilled Operators
 3.2 Jidoka

25 Jidoka is one of the two pillars of Toyota Production System.

Jidoka simply means Human integrated automation or
automation with human touch there was no single English word
for it initially and now a new English word “Autonomation” had
been generated and used commonly.

The principle's origin goes back to 1902 when Sakichi Toyoda

invented a mechanism that shut off an automatic loom when a
broken thread was detected. This principle had then evolved
further.
 …
The principle of Jidoka is simply: "stop and respond to
every abnormality.“
 Jidoka is supported by three important elements that

help to ensure that quality is maintained at every stage.

Thus are
(1) Poka-Yoke, (2) Andon and (3)Genchi genbutstu:
 Moreover, Jidoka has four implementation steps:

1- Detect the abnormality

2-Stop
3-Fix or correct the immediate condition
4-Investigate the root cause and install a
countermeasure
　　
Concept of JIDOKA
① Detect abnormality 　
⇒ 　② Visualize the abnormality (Example : ANDON)
⇒ 　③ Investigate the cause (Example ： The five whys)
⇒ 　④ Prevent reoccurrence (Example: POKAYOKE ）
POKAYOKAE
People will make errors; it happens; however, errors are not
same as defects.

 devises designed to catch errors so they do not become defects. These

devices are placed in the process to ensure that it is very easy for the operator
to do the job correctly or very difficult for the operator to do the job
incorrectly. The tools could be physical, mechanical, or electrical.

 3.5 inch diskettes cannot be inserted

unless diskette is oriented correctly
ANDON
 Andon is a simple, yet highly visible electronic sign which displays
the status of every production line. It notifies management
immediately if a worker has identified a fault, together
with its precise location.
FIVE-WHY
The 5 Whys Problem Solving technique is a simple process to

follow to solve any problem by repeatedly asking the question

“Why” (five times is a good rule of thumb), to peel away the
layers of symptoms that can lead to the root cause of a
problem.
This strategy relates to the principle of systematic problem

solving.
Case Example:
Problem Statement: Your company was unable to get the customer’s
product request to them on time.

1. Why were you unable to produce the product on time?

-Because the equipment failed.
2. Why did the equipment fail?
-Because the circuit board burned out.
3. Why did the circuit board burn out?
-Because it overheated.
4. Why did it overheat?
-Because the air filter wasn’t changed.
5. Why wasn’t the filter changed?
-Because there was no afternoon preventative maintenance shift
scheduled to change it.
3-1.WHAT IS ＪＵＳＴ -IN- ＴＩＭＥ　
Just-in -Time JJIDOKA

Stop when abnormal Visual Control

KANBAN Sytem situation is detected

Leveled Production

PUll System Continuos Flow Takt time production

ANDON Five whys POKAYOKE

Small lot Production One Piece flow

Reducing Set-up Time Multi-processhandling

32
Multi-skilled Operators
2. JUST- Ｉ N-TIME
JIT
 Taiichi Ohno, having obtained ideas from the method of
replenishing stocks in American supermarkets, devised the
original version of JIT (making and transporting only the
necessary items, at the necessary times, in the necessary
quantities) for eliminating inventory MUDA and over-
production MUDA.

Just-in-Time means a system of production that

makes and delivers what is needed, just when it
is needed, and just in the amount needed.
3-1. What is Just-in-Time
THREE BASIC PRINCIPLES

Pull Continuous
Flow Takt Time
System Production
Processing

Just-in-Time

Leveled Production
35
 3-3. WHAT IS LEVELED PRODUCTION?
 　 Leveled Production means leveling the type and
quantity of production over a fixed period time in
accordance with actual sales situations.

 ሄጁንካ (Heijunka) ማለት የምርት መጠን እና ስብጥርን እኩል ወይም

ተመሳሳይ በሆነ መንገድ ለማምረቻ ጊዜ በማካፈል የማምረት አሰራር

ነው፡፡

36
ምሳሌ 1፡

3,000 የማሽን ብሎን በአንድ ወር ቢፈለግ 3000 በመጀመሪያ የወሩ 10

ቀናት በማምረት ፈንታ , 1,000 የመጀመሪያ የወሩ 10 ቀናት , 1,000
የሁለተኛ 10ቀናት , እና ቀሪውን 1,000 የሶስተኛው 10 ቀናት በማምረት
የተደላደለ አመራረት ስርኣት መፍጠር ይቻላል፡፡
 3-3. WHAT IS LEVELED PRODUCTION?
 　

Produce so that
the amount of work is the same,
Quantity leveling
whatever the day,
whatever the time.

Type leveling Do not produce the same types in lots.

Produce at intervals according to the
quantity ratio of each type.

38
3-3. WHAT IS LEVELED PRODUCTION?
No Variance in Type and Volume at anytime

Un-leveled production Leveled production

Muda of Over-
production
Muda of Waiting
Muda in
Transportation
Muda of Inventory
39
 3-1. What is Just-in-Time
① 　 Pull system
The customer ‘pulls’ the items needed, in the quantity
needed, at the time needed.
 ለደንበኛም ሆነ በእያንዳንዱ የስራ ሂደት ላይ የሚያስፈልገው ምርትም ሆነ የምርት አካላት መጠን

እና የሚቀርብበት ጊዜ ከደንበኛውና ከስራ ሂደቱ ጥያቄ በመነሳት የሚቀርብበት ስርኣት ነው;

make to order.
 production decisions are based on customer
order not by forecasts of demand.
 3-1. kanebane
①　
 ከንባን የመሳብ አመራረት ስልትን ለማሳለጥ የተፈለሰፈ የመረጃ
ማስተላለፊያ ዘዴ ነው፡፡
 በመሳብ አመራረት ስልት/ ላይ ያለው የምርት ሂደት የሚፈልገውን
ትክክለኛ የምርት መጠን በሚፈልጉበት ሰዓት እና መጠን ከላይኛው በኮድ
ትዕዛዝ በማስተላለፍ ይወስዳል ይህም የከንባን ስርዓት ይባላል፡፡
የታችኛውም በተፈለገው ትዕዘዝ መሰረት ይልካል፡፡
ከንባን ሁለት አገልግሎት አለው

አንደኛው ለምርት ሂደቶች የምርት ወይም የምርት አካላት እንዲያመርቱ

ትዕዛዝ መስጠት ሲሆን ይህም የምርት ከንባን ይበላል ፡፡ ሁለተኛው
ምርት ለማጓጓዝ የሚጠቀምበት ሲሆን ይህም የማጓጓዝ ካንባን .
 3-1. WHAT IS JUST-IN-TIME
②Continuous 　 flow 　 processing
When the flow stagnates the midstream
inventory stagnates.
　　　　　　　 (There is nothing good about this)

　　⇒　 Flow regulation (narrow and rapid flow)

　　　　　 Eventually, one-piece flow

 በምርት ሂደት ውስጥ እና መካከል የሚቆራረጡ ሂደቶችን በማስወገድ ምንም

መቆራረጥ ሳይኖር ምርትን የማምረት ሂደት ያልተቆራረጠ የአመራረት

ፍሰት(continuous flow production) ይባላል፡፡ 42

 Scheduling Small Lots
JIT Level Material-Use Approach
A A B B B C A A B B B C

Large-Lot Approach
A A A A A A B B B B B B B B B C C C

Time
 Takt time
Takt time is the term given to a work-cycle that fulfils
each customer’s demand.
 Decide the line takt for the necessary
 quantity.
 　　 Make only what is needed, at the necessary speed, and in the
necessary quantities.
 መልመጃ አንድ
• ምሳሌ፡ አንድ የስራ ሂደት በቀን ለ 24 ሰዓት ቢሰራ፣ በመሀል ለ2

ሰዓት ቢቆም እና የገበያው ፍላጎት በቀን 220 ቢሆን…ታክት

ታይም ምን ያህል ይሆናል;
SMED
 Single Minute Exchange of Dies is a

philosophy where the target is to reduce

all setups to less than ten minutes.
 SMED helps achieve lower costs,
greater flexibility, and higher
throughput.
SMED
The process has three basic steps:
(1) segregate the activities,
(2) (2) re-categorize, and
(3) (3) reduce or eliminate steps as they are
done today.
3-3. WHAT IS LEVELED PRODUCTION?
 In order to realize leveled production, shortening of setup time
is needed.

Breakdown of Setup
S (Setup that requires
e １． Internal machines to be stopped)
t setup
u (Setup that doesn’t
p
２． External
require machines to be
setup stopped)
w ３． MUDA (Setup work that doesn’t
o generate added value)
48
r
k
STANDARDIZATION
 1. Standards
Standard defines the acceptance criteria for judging the
quality of an activity.
Daily business activities function according to a certain
agreed-up on formulas. These formulas, when written
down explicitly, become standards.

Successful management elevate current standards to

higher levels.
 Standards …….cont’d

• Whenever things go wrong in “Gemba” (Such as

producing defects and dissatisfying customers)
managers should implement Standardize-Do-check-
Act(SDCA).

• If process is under control, the next step is to adjust

the status quo and raise standards to a higher level,
plan- do-check-act(PDCA).
 Standards …….cont’d

 In the beginning, any new work process is unstable.

Before one starts working on PDCA, any current
process must be stabilized in a process often
referred to as the standardize-do-check-act (SDCA)
cycle.
  Every time an abnormality occurs in the current
process, the following questions must be asked:
1. Did it happen because we did not have a
standard?
2. Did it happen because the standard was not
followed? Or
3. Did it happen because the standard was not
adequate?
 Standards …….cont’d

  Only after a standard has been

established and followed, stabilizing the
current process, should one move on to
PDCA.
 Thus, SDCA standardizes and stabilizes
the current processes, while PDCA
improves them.
 SDCA refers to maintenance and PDCA
refers to improvement; these become the
two major responsibilities of management.
 Standards …….cont’d

Whenever things
go wrong in
“Gemba”
managers should
implement
SDCA.

If process is
under control,
the next step is
to adjust the
status quo and
raise standards
to a higher level.
(PDCA)
Figure ,how improvements are registered
from SDCA cycles to PDCA cycles.
 Standards …….cont’d

We should establish priorities in reviewing standards

based on factors such as:
• Quality
• Cost
• Delivery
• Safety
• The urgency and the gravity of the consequences
and
• The severity of customer complaints.
 Views for standard
By tradition peoples look on standards with a certain
degree of pessimism.

Standard means using the process that’s the safest and

easiest for workers and the most cost effective and

productive for the company to ensure quality for its
customers./ ደረጃ ማለት ግን ለሰራተኞች በጣም አስተማማኝ እና ቀላል፣ድርጅቱን ለላቀ ውጤታማነት እና ምርታማነት የሚያበቃ እንዲሁም ለደንበኞች

ጥራትን የሚያረጋግጥ አሰራር መከተል ማለት ነው፡፡

• It is important to distinguish between the ideas of controlling and
managing. When management talks about control, it means control
over the process, not the person.

• Management manages employees so that employees can control the

process. Just like driving a car.
 2. Key features of standards
1. Standards represent the best, easiest and safest way to
do a job - standards reflect many years of wisdom and
know how on the part of employees in doing their job.
2. Standards offer the best way to reserve know how and
expertise – regardless of the comings and goings of its
individual workers.
3. standards provide a way to measure performance- with
out standards there is no fair way to do this.
4. Standards show the relation between cause and effect-
having no standards or not following it , invariably leads
to abnormalities, variability and waste.
5. Standards provide a basis for both maintenance and
improvement .Following standards means
maintenance and upgrading standards means
improvement. for example standards…
Provide objectives and indicate training goals
Create a basis for audit or diagnosis
Provide a means for preventing recurrence of
errors and minimizing variability
 Sky diving as an example

The way to fold the parachute today is the

best, easiest, and safest way, reflecting the
experience of many thousands of
parachutes and the aftermath of many
tragedies.

What are the consequences of not following standards?

By the time you find it out, it may be too late.
 KAIZEN and STANDARDIZATION
Standardization
Level of Production Management

Continuous
result
KAIZEN
Standardization

Continuous
result KAIZEN
Case without
Standardization standardization

KAIZEN

Time
Method of standardization
Method study
To simplify the job and develop more
Work study
  economical Method of doing it
 

Work measurement
  To determine how long it should take to carry
  out

Higher
productivity

Introduction to work study, by George Kanawaty, ILO.

Process analysis
 For conducting work study which is concerned with process, operation, or
system improvement and for the design of most effective and efficient
method of doing things, there is nothing more important input than the
careful study of the entire process.

 Once the entire process analysis is made, the following approaches will be
taken in to consideration in developing possible solutions from which the
new, efficient and effective method will be developed:-

• Eliminate all unnecessary work;

• Combine processes or elements;
• Change the sequence of operations
• Simplify the necessary processes.
 4. Operational standards /የተግባር ደረጃ
• Standards can be categorized as managerial and
operational.

managerial standards relate to the internal purpose of

managing employees ,
operational standards relate to the external demands to
achieve Quality, Cost and Delivery(QCD )to satisfy
customers.
Standard Operation means an efficient production system

which eliminates wasteful procedures by bringing together a

number of jobs focused on the movements of workers.

It deals with detailed procedures to perform an operation

efficiently by anyone assigned for the task.
Standard Operation Sheet
WHERE SHOULD THE STANDARD WORK SHEET IS
POSTED …….??

Near to the workshop…?

In the supervisor office…?

At the work station……..?

In the operator pocket…?

 Principle of Standard Formation

Enhanced : Standard on Improved situation.

Acceptability: Acceptable Standard to all employees

Practicality: Easy to Implement Standard

Prerequisites to the Operation Standard
Operation standard should :-
• Focus on the movements of workers

• Repetition

• Can be done by sop committee

"There is no improvement without standard work."

There is No standard , There can be No Kaizen
~ Taiichi Ohno – Toyota
It is impossible to improve any process continuously until it is
standardized (Imai).
Elements of Standardized work
THREE ELEMENTS OF STANDARD OPERATION 　　

1. Takt Time፡-
2. Operating Procedure
3. Standard in process stock
1. Takt Time
 Is defined as the rate at which the end product or service must
be produced and delivered in order to satisfy a defined
customer demand within a given period of time.
 Is the time that is fixed for making one unit of product.
 Takt Time …. cont’d

•It is calculated as:

•Available work time should be excluding all

stoppages due to maintenance, lunch, tea break etc.
 Takt Time cont.………….

Example: if a process runs 24 hours a day with 2 hours stoppage

and the market demand is 220 entities per day then:

• This means every 6 minutes one units has to

be produced from the line.
• Takt Time = The pace at which the customer requires
products.
• Cycle Time = The time at which a process cycles.
• Lead Time = The total production lead time from
product start to finish.

Start of Operation Standard

Takt Time

Cycle Time (1)

Cycle Time (2)

Delay
Waiting
 Takt Time …..cont’d

Problems Caused by Late Tact time and Ahead of Tact

time production
• Late Takt time production
 Dissatisfied customer
 Rushes and overburdens
 In process waiting
• Ahead of Takt time production
 Overproduction
 Idle time
 Inventory
 2. Operating Procedure

Prescribe how specific tasks are to be

performed and subcategories of these
procedures may include test procedures,
inspection procedures , installation
procedures.
 3. Standard in Process Stock

Minimum Number of Goods In-process Required

It is the minimum quantity of parts always on hand for

processing during and between sub-processes.
It allows workers to do their jobs continuously in a set
sequence, repeating the same operation over and over in
the same order.
 When all the capacities have been calculated it is vital to
identify the “bottle-necks” within the cell.

 The bottle-neck process is any process within the cell that is

not able to produce to the customers requirement
 This means that if any figure in the “capacity” column is less
than or equal to the maximum output per day figure, then this
is a BOTTLENECK PROCESS.
IMPLEMENTATION
How to standardize work place and operations

Ethiopian traditional coffee making as an example

 Workplace standardization

 It is known that you have implemented 3S

activities. In the following part we will go
through how to standardize these activities to
create attractive work place.

“Make up the rules and follow them!”

Work place standardization … cont’d
Initial phase (phase -0)

Work floor standard

Standardized place for tools
and Equipment.
Standards for sorting activity
Red Tag Rules
• When to Red Tag
• How to Red Tag
• What is going on the Red Tagged items
• Others
Rules for the Red Tag Holding Area
• When to clear out
• How to dispose of items
• Others
Operation standardization
 Steps to implement SOP
(1st phase)

1.1 Set-up of SOP Committee

1.2 Making of Operation Sequence Sheets
1.3 Making of Work Points Sheets (Operation manual)
1.4 Training

How to strike perfect?

 1.1 Set-up of SOP Committee

Setting the SOP committee is the first step in promoting operation

standardization on companies.

The committee should consist representatives of each

department, so that the SOP system will have a permanent
representatives from departments in sharing roles to maintain
and improve quality and productivity endlessly.
1.2 Making of Operation Sequence Sheets

To make a successful operation sequence sheet you should

follow the general steps below.
1. Selection of the work processes for making the Operation sequence
sheet.
2. Observation and recording of the present Operation sequence
about the selected work processes (detailed description of the
Operation sequence)
3. Review and discuss the proper operation sequence for the selected
work processes . (Muda elimination)
4. Fill the format and finalize the operation sequence sheet for the
selected work processes.
1.4 Training of the new standard

• The training given in this phase is only about the operation

sequences which are stetted on step 1.2 of this phase.

• The purpose and extent of training in SOP is more deep and it is

part of the proactive measures taken to assure quality.
 Steps to implement SOP
(2nd phase)
Managing workers
2.1 Skill evaluation sheet
2.2 Annual training plan
2.3 Monthly training plan
2.4 Work observation check sheet (for all works)

Controlling processes
2.5 Self check recording sheet (daily check standard)
2.6 Facility inspection standard sheet (for important machine or equipment)
2.7 Action rule for abnormality

How to analyze and fill gaps in throwing the dart?

Example 1/2
የስራ ሂደት
ስም ማጠብ መቁላት መቅዳት ማስተናገድ

Managing workers አለም A B A A

Coffee control doc. 3 of 4
From 1 to 4 of 2nd
B
phase
ሳራ
A A C 2 of 4
ቤዛ A B B ⃝ 1 of 3
ሰሚራ
A A A C 3 of 4
 SOP Steps
Phases Contents
1. Set-up of SOP Committee
2. Making of Operation Sequence Sheets
Phase 1
3. Making of Work Points Sheets (Operation manual)
4. Training
Phase 2 Making of plans, control documents and standards necessary for the
worker's education and training
1. Making of Final inspection standard
Phase 3
2. Making of QC Process chart
1. Making of control documents necessary for recurrence prevention
actions
Phase 4 2. Application of New SOP system to the work shop
3. Audit (final) by SOP Committee and Review of SOP system
Kaizen Story
Phase 5
Time standardization
 Standardized Work Tools

135

• Process Capacity Table

• Standardized Work Combination Table
• Standardized Work Chart
 STANDARD WORK COMBINATION SHEET

137

 The standardized work combination table is a simple graphical

based picture showing the work sequence for a worker and the
times to complete each process
The purpose of the chart is to :-
•Identify the work sequence for the worker
•Identify the time for each element that they are doing
•Act as a foundation for Kaizen

 In order to complete the Standard Work Combination Chart, we

therefore need to know which operations will be carried out by
which worker
139
140
 Standardized Work Chart

141
141

This a very concise document designed to give a pictorial view of

the production process (cell/ Jig).
The purpose of this document is:
• Identify the physical shop-floor layout of the cell
• Identify which processes need quality checks and where they
occur
• Identify where any safety precautions are
• Identify where and how many standard in process stock are
required to run the process
Standardized Work Chart

142
142
እናመሰግናለን