The main objective of the Toyota Production System is to increase profits by reduce production costs, i.e. by eliminating the cost of unnecessary inventory and labor.
In order to achieve cost reduction, production must adapt quickly and flexibly to changes in market demand. This ideal is embodied in a just-in-time system that produces the right amount at the right time. necessary products. At the same time, production must be adapted to changes in volumes and parts nomenclature. Such an organization requires reduction of the order fulfillment cycle, since different items must be produced every day. This is achieved using small-scale production, as well as single (piece) production and delivery. Small batch production can be provided reduction of changeover time, and unit production - using multifunctional workers.
The production management system, developed and improved for Toyota, is based on the F. Taylor system (scientific production management) and the G. Ford system (inline conveyor production). The reduction in production costs is achieved in conjunction with the solution of three subtasks:
1) operational regulation of volume and nomenclature production, which helps the system adapt to daily and monthly changes in the quantity and range of demand;
2) quality assurance, which allows supplying each operation with the highest quality parts from subcontractors;
3) activation of employees which allows you to identify the reserves for improving all processes and achieve high efficiency in the implementation of management decisions.
Basic principles of the Toyota control system
1. "Just in Time"- production desired type products in the right quantity and right time.
2. Autonomization– independent control of the employee over the marriage. It supports the accurate delivery of products by eliminating the possibility of defective parts from the previous production process to the subsequent one and prevents failures.
3. Flexible use work force – change in the number of workers depending on fluctuations in demand.
4. Development of creative thinking and implementation of constructive ideas employees.
3.1.1. Toyota control system methods
To implement these four principles, Toyota has developed the following methods:
1. Kanban system to ensure just-in-time production.
2. Method of leveling production by volume uninterrupted production to adapt to changes in demand.
3. Reduced changeover time to reduce overall production time.
4. Rationing of work to balance production operations.
5. Flexible placement production equipment and use of workers with multiple professions.
6. Rationalization activity quality circles and a system for encouraging proposals to reduce the workforce and improve work morale.
7. System visual control to ensure the principle of automatic product quality control at the workplace, etc.
Kanban system
In the Toyota system, as in any "pull system", workers get the parts they need from the upstream process at the right time and in the right quantity. The type and quantity of items required are entered on a card called " kanban”, which is usually a rectangular card in a plastic envelope. In the card selection indicates the number of parts that should be taken at the previous processing site, while the card production order- the number of parts that must be manufactured at the previous production site. These cards circulate both within Toyota enterprises and between the corporation and the companies cooperating with it, as well as at affiliated enterprises. Thus, kanban cards carry information about the consumed and produced quantities of products, which makes it possible to ensure production on a just-in-time basis.
As a result, many areas in the enterprise are directly connected to each other, which allows you to better control the required amount of output. The Kanban system is information system, which allows you to quickly adjust the amount of products at various stages of production. Sometimes the Kanban system is identified with the JIT system, but the Kanban system is only part of the JIT system and means its implementation.
Production Leveling
The method of leveling production by volume, known as "fine-tuning" production using the kanban system, is the most important way to minimize lost worker time and equipment downtime.
In order to avoid large variations in the number of parts required at all stages of production, as well as those obtained from external suppliers, it is necessary to minimize fluctuations in the output of products on the final assembly line. Therefore, the assembly line must go minimum parties each car model, realizing the ideal of piece production and delivery. In other words, different types of cars will be assembled one by one according to the daily production of each type. The assembly line will also receive the necessary parts from the previous sections in small batches.
Real production reveals a conflict between the need to diversify products and the balance of production. If product diversity is not required, then specialized equipment for mass production is usually powerful tool cost reduction. However, Toyota produces cars with various combinations of bodies, tires, accessories in a wide range of colors. An example is the production of three or four thousand types of modifications and complete sets of the Crown model. To ensure the production of such a variety of products, it is necessary to have universal, or flexible, equipment.
The method of equalizing the volume of various products of production consists in non-stop adaptation to changes in consumer demand by gradually changing the frequency of production of batches of products without changing their size.
Reduced changeover time
The most difficult problem in ensuring leveled production is the setup and changeover of equipment in order to reduce production time. For example, in an environment where the end process is characterized by high product variability and inventory between the die press and the downstream body assembly line is kept to a minimum, the press station must make frequent and quick die changes to produce a wide range of parts.
For this, the technology for removing and installing stamps has been improved. In particular, in order to reduce the time for changing the die, it is necessary to prepare the necessary tooling fixtures, die and materials in advance, remove the dismantled die and install a new one (phase external adjustment). The operations that take place when the press is stopped constitute the phase internal adjustment. It is very important to combine the internal and external adjustments as much as possible in time. At Toyota, the die change time from 1945 to 1954 was about 2–3 hours, thanks to improvements made in 1955 and 1964. it was reduced to 0.25 hours, and after 1970 it fell to 3 minutes.
Flexible placement of production equipment and use of workers
Initially, at the plant, all five turning, milling and drilling machines were installed side by side and each worker served one machine, for example, a turner - only a lathe, etc. To ensure the continuity of the production flow, the layout of the equipment had to be changed so that each worker could operate several different machines, for example, lathes, milling and drilling machines, presses.
On a multifunctional line, a worker operates several machines in succession, and work on each machine will continue until the worker completes his task. As a result, each part that falls on the line is followed by another part, and strictly after the completion of the previous one. Such a method is called piece production.
These transformations eliminate inventories between operations, reduce the number of workers, increase the professional self-esteem of workers, obtain the interchangeability of multifunctional workers. The usual amount of work in progress is minimal, as it consists only of items that are in each this moment on the machines.
Rationing of works
Production standards are indicated on technological maps and contain the following information: the sequence of operations to be performed by the multi-machine; the order according to which the worker selects the workpiece, sets it on the machine, piece time, standard production reserve. Synchronization of operations on the line can be achieved when each worker implements all operations in accordance with piece time.
Automatic quality control in the workplace
For trouble-free functioning of the system "just in time" 100 % defective products must be delivered to subsequent production sites, and this flow must be continuous. Automatic quality control means the installation on the line of such devices that could prevent the massive appearance or failure of equipment.
Word " autonomy” (“jidoka”) should be understood as the organization and autonomous control of the violation of the processing process. At Toyota factories, almost all machine tools are equipped with automatic stop means, which makes it possible to prevent defects in mass production and to turn off the equipment in the event of a breakdown. The so-called "protection against careless or inept handling" is one such device that prevents defects in operation. If there is any deviation from the norm on the line, the worker stops the entire line by pressing a button. The express board in the Toyota system performs an important role of visual control. If a worker needs help to eliminate a delay in work, he turns on the yellow light on the scoreboard. If he needs to stop the line for troubleshooting, he turns on the red light. All in all, autonomy is a mechanism that allows you to autonomously detect deviations in the production process.
Activation of the human factor
The activation of workers makes the Toyota system truly alive. Each worker has the opportunity to put forward suggestions and suggest improvements at quality circle meetings, which are held under the guidance of the foreman on a regular basis. Proposals are considered by engineers, technologists, managers and implemented as much as possible into the production process. A system of measures for material and moral incentives for active workers is provided for.
Lean is a management system in which products are manufactured exactly according to customer requirements and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.
What exactly is the BP for?
- Increase return on capital by reducing inventory and reducing time from order to delivery.
- Ensuring business growth by delegating responsibility and releasing the owner or manager from current problems.
- decline and providing .
- Changing the attitude towards competition through a greater focus on customer requests, and not on comparing your offer with others on the market.
- Using the internal potential of employees and the enterprise by involving everyone in the process of solving problems.
1. Customer orientation
3. Organization of production cells
Live looks like this:
Purpose: to increase labor productivity. One person can achieve such perfection that he can service several pieces of equipment at once.
4. Reducing the duration of the release of the order
All we do is keep track of the time between the customer placing an order and getting paid for the work done. We shorten this period of time by eliminating waste that does not add value ( , 1988).
It is necessary to ensure that as little time as possible passes from the moment a client submits an application to the moment when he receives his order.
In this process, you need to focus on two concepts: cycle time and takt time.
Cycle time(duration of order release) is the duration of the product through the entire stream from start to finish.
Takt time is the frequency at which finished goods get off the line. The target takt time is determined by market demand (for example: we need 2 cars per day).
Mass production has a very short takt time (shoots like a machine gun), but a very long cycle time (each of the units is produced for a long time). in addition to freezing material assets in the form of work in progress, this also greatly reduces the rate of production of rare brands of products.
5. Flexibility
In mass production, equipment readjustment is extremely rare - the equipment produces parts in gigantic batches. Lean manufacturing tends to produce parts in small batches, so the equipment needs to be retooled frequently. That is why it has a very developed tool
6. Elimination of waste
In order to shorten the cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profit is increased by eliminating losses in production.
Types of losses:
- Overproduction- all unsold products cluttering up the warehouse of finished products;
- Excess inventory- Money spent on them, but they lie idle. They spoil, they get lost. Requires inventory. All these are extra costs;
- Expectation- people, parts, products. Everything that is idle stands without movement in a queue somewhere;
- Transportation- decrease in time and distance;
- Extra movements during work operations- not optimized work of people with their hands. Extra work due to the imperfection of the tool.
- Overprocessing- when we do what the client does not need;
- Defects, marriage;
- Unrealized potential of employees.
7. Intra-shop logistics
The value stream, as well as supply flows, should move in the same direction whenever possible, excluding return and crossing flows. The length of travel paths should also be as short as possible. To do this, use the "Spaghetti Diagram" tool, with which we analyze all movements, and then decide how to optimize them.
8. Everyone involved in the improvement process
In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly deal with this. is the key to success.
This is very helpful for getting involved:
This will require a waiver in favor of open acknowledgment of problems. Refusal to solve problems by replacing people or by "finding and punishing those responsible."
Otherwise, your improvement process will break down, causing your employees to .
How it looks in practice:
Or like this:
The key feature of improvement is continuity. You can not rebuild the enterprise, and then do not return to this issue. A project is something that has a beginning and an end. And the process of improvement should be a vector.
How often do you need to train to be an athlete? Constantly. How often do you need to improve your skills to be a professional? Constantly.
Also with production. The Japanese are ahead of the planet in this regard and have a cornerstone: continuous improvement. Non-stop for decades.
How the Japanese think of evil: daily work + improvement
How the Japanese Think Right: Daily Work = Improvement
Improvement must be continuous. You can’t do something healthy once and live to 100 years. The right way of life must be maintained throughout life continuously.
More about improvement:
Cultivation builds up a certain routine:
If you make transformations and do not return to this issue anymore, then this is what will happen:
Also:
9. Go to gemba (come and see)
The most important principle of improvement and involvement. It lies in the fact that the bosses should not be engaged in the development of the enterprise from the offices. They have to go to the workshop and watch how the work is done. Or go and look at the place where the marriage takes place. Look for the cause of it. The Japanese boss always goes to the front. Where value is created.
Arriving at the place of value creation (gembu), you need to look for the root causes of problems. Do not pull the tops, but dig to the very root. To do this, there is a method "5 Why?". 5 times or more in a row by asking the question "why?" to a worker on the site, you can find out "where the legs grow from." And take action. More:
This is about the value stream. In general, problems should be looked for not only in the gemba, but also in the administration.
10. Process Oriented, Not Result Oriented
We can be praised if you somehow deceived the system and got out of a momentary problem. I poked parts from some other order (which will be shipped in 2 days, not today), or manually got into the priority of the work of the metal parts manufacturing site to re-manufacture some parts lost on your order, which is shipped today.
The order was shipped with sin in half, and all such "fuh!" exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased ones did not arrive on time. But wait! We have just picked up parts from an order that will ship the day after tomorrow! Now we need to urgently think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now working with a delay, and something urgently needs to be done about this too! Therefore, there is no time now to investigate why this happened. And then, yes, it did work. The result is there. And this is the most important thing! (No)
In lean manufacturing, it is necessary to constantly improve the process, and then it will already give a stable result.
More:
11. 5S system
5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe conditions labor. The 5C system helps to quickly get rid of rubbish accumulated in the workplace and in the office and eliminate its appearance in the future.
The system is needed for everyone's involvement, and 5S is very useful for increasing productivity. When we got rid of everything unnecessary, put all the items in their places, signed their places of storage and monitor cleanliness and order, this greatly rebuilds people's minds. Sets them up for improvement. Also, people who do not want to take part in this become very noticeable.
In Japan, no one has ever shied away from "improvement for the sake of improvement" without direct monetary gain. All this creates a philosophy, creates a spirit. Not everything is measured in money. There is also
More:
12. Refusal of mass control
Refusal to mass check products at the exit, as well as the refusal to put a QCD employee after each machine. Instead, the assignment of duties with verification to the workers themselves in the subsequent stages of the work. This is only possible in a culture of cultivation, where the perpetrators are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):
Then the workers will not be afraid to report defective parts to each other, and QCD employees will not be needed in such numbers.
This is better than checking all products at the very end, because in the end, much more resources have already been spent on it than if the marriage had been discovered at the earliest stages. Therefore, if a marriage occurs in one of the sections, the conveyor is stopped until they find out what is wrong. In order not to drive the marriage further. The Japanese were even the first to come up with a technology that stops equipment automatically when a marriage occurs.
13. Standardization + on-the-job training + supervision
Improvements are pointless if there are no standards in the workplace. Because if there is no standard - .
You need to standardize operations like this:
Once the standards are in place, the best practices should be replicated through training:
Then the implementation of the standards will need to be monitored: (parallel control structure)
14. Visualization
In order for engaged employees to improve processes, processes must be visual, understandable, and standardized. Everything should be visualized and transparent and marked. In muddy water, it is completely incomprehensible what is happening and how everything works, so there are no ideas how to improve it. No loss visible. The goal is for any person, having come to the site, to understand without asking questions how everything works here, how it should work and whether there are any violations.
The visualization looks like this:
15. Statistical Office
Lean manufacturing is based on analysis and facts in its decisions. Facts are statistics. Management must make decisions based on production statistics.
Discussed in detail in the book "7 Tools for Quality Management" by Hitoshi Kume
The main tool for identifying losses. Heavy artillery, so to speak. We can say that this is a huge photo of the working day of the whole process. We sketch everything that is done. We fix time, information flows, number of personnel in operations, downtime, defects and other important information. Based on all this, we make one big map, contemplating which we are looking for opportunities for improvement.
On the wall is an archaic method. It is possible in Excel.
I am sometimes asked which BOOK to read in order to understand Lean from scratch
To be honest, before today I didn't know the right book. That's why I had to write the note "Lean Manufacturing from Scratch" myself. And finally, a good book has appeared! Someone has tried. It has a well-developed structure and cool infographics. It is 100 times better than similar .
I already had a Lean From Scratch post and decided to attach this book to my post because the book says the same thing. Written just as simple, but more detailed. Therefore, who after this note wants to dig deeper, you can download the book from the link.
November 6th, 2017Achieving Quality Through Optimal Inventory Utilization
When you think of Toyota, you think of world class quality. So what is the reason for Toyota's success? Highly simple concept called Toyota Production System (TPS).
Let's see how it all started. Delegation officials from Toyota visited Michigan automobile plants owned by Ford Motor Company, the world leader in automotive manufacturing at that time. The Delegation, however, was not impressed by what they saw - it was found that a large number of stocks were simply not being used. Toyota representatives were also shocked by the fact that the document flow between divisions in the company differed from day to day, which indicated suboptimal use of resources. Thus, the potential for automation at Ford was identified! This statement in no way negates Henry Ford's contributions to automating the automotive industry, but merely reflects the lack of attention paid to proper inventory management.
The same delegation visited an American supermarket called Piggly Wiggly, and the visit made a huge impression on them. They found that in the supermarket, replenishment and restructuring of inventory was carried out after the existing inventory was sold. This forced Toyota to seriously rethink its inventory management practices.
The delegation returned to Japan and applied the knowledge gained at Piggly Wiggly to the automation process. They reduced the number of reserves to a minimum level, after which the reserves began to be reorganized depending on their consumption. This principle laid the foundation for the just-in-time inventory management system.
A management philosophy built on best practices gave birth to the Toyota Production system. TPS integrates production and logistics management, as well as the interaction between the customer and the supplier. There are two main principles on which TPS is based. The first is called "Jidoka", which means "automation using human intelligence". When a problem occurs on a conveyor, operators are authorized to stop the entire production line. This is done to prevent the production of defective products. The second is the notion of just-in-time. The TPS system was built on the principles that Toyota founder Sakichi Toyoda adhered to. They were developed between 1948 and 1975 by a Toyota team including Eiji Toyoda, Shigeo Shingo and Taiichi Ohno.
Three "M" in TPS: Muri, Mura and Muda:
What is Muri? Muri's literal translation is overload. The process should be scheduled to provide maximum performance, without "muri" or overload.
What is Mura? A process designed to produce what you need without any deviation or “mura”.
What is Muda? Logically, any inconsistency or stress in the process will generate waste or "muda" that must be eliminated.
The concepts of Muri, Mura and Muda are so simple yet so profound and so critical to understand that it's no wonder Toyota is now synonymous with quality.
The ultimate requirement for any process is the reduction or elimination of waste. The TPS talks about 7 types of losses (Muda). They manifest themselves in overproduction, unnecessary movements, waiting, excessive transportation, unnecessary additional processing or creation of unnecessary characteristics by the client, excessive losses and defect correction. Loss elimination is at the heart of the TPS system. Applying this concept to Toyota has resulted in lower costs and reduced inventory rotation times. This is the reason why Toyota has become one of the top ten companies in the world.
The profits generated by the company are constantly increasing, and in 2007 Toyota finally took a leading position in the rankings of car manufacturers in terms of production volume. Jeffrey Liker's book "Tao Toyota" details the TPS system.
Irina Krokhmal - Head of the Production System Development Department of OJSC KAMAZ-Metallurgy
Basic principles of T - TPS:
. JIDOUKA(Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
. JIT (Just in time) - Right on time
. cost down- Cost reduction
. Motivation
. KAIZEN- Continuous improvements
T-TPS is an important part of the integrated TMS system, which also includes Toyota sales and service.
TMS - Toyota Management System
T-TPS-Total Toyota Production System
TDS - Toyota Development System
TSS - Toyota Sales System
TPS- production system Toyota
Total Toyota Production System effect
Until 1980, Toyota was managed on a top-down basis or Top-dovun Management. A top-level manager came to the production site and recommended to eliminate the shortcomings, instructions were given to subordinates what exactly to do, and failure to comply was punished. This approach led to overtime work, exhausting to eliminate comments. Everyone worked ahead of waiting for the next top check. The workers even created an unspoken warning system, and where the inspection intended to arrive, the workers scattered. I had to think and change the approach to production management.
Since 1980, the method of independent study of problems (Jichuken) has been proposed for production management. This formed the core of the Toyota Production System:
- Independent analysis and ranking of problems;
- Deep study of the causes of problems;
- Independent development of events;
- Improvement of the production site;
- High level of motivation.
This approach required the main thing - the activation of the company's personnel. As the field of activity of the production personnel expands, Toyota pays a lot of attention to the education and training of workers. Workers are also entrusted with functions that are very important for the built-in quality process and the process of continuous improvement. Therefore, an important condition for building management by the Jichuken method is the training and development of workers.
When creating T-TPS and managing the Jichuken method, logistics and quality departments were subordinated to production, and workers are trained and perform the functions of controllers and forwarders: they competently work with the parameters of good products and manage kanban cards. At present, there are no QCD posts at Toyota; control is not needed at all at the finishing operations, because built-in quality is created in production, executed and guaranteed by production. And the quality department performs the functions of continuous monitoring of parameters for evaluating operations, develops, implements and monitors measures to improve the quality of the product. All these changes made it possible to have 5-6 marriage units from total number nomenclature for 1,000,000 items. Under the previous management, there were 3-4 defective units per 1000 units. Toyota's goal is 0 defective units and they are constantly working on it. Production workers at Toyota are the strongest link.
Differences between the old TPS system (Old TPS) and T - TPS
|
Emphasis on motivation and kaizen |
Modeling of lines and flows |
Activation of personnel, continuous improvement of the process (kaizen) |
|
Interaction between management and workers |
Management through the instructions of the head |
Management through independent thinking |
|
Promotion of management approaches through motivation |
Control and direction from above |
Everyone participates in kaizen |
|
Guaranteed quality |
Autonomization |
Combined processes |
|
Significant effect |
Any improvements |
Think and earn |
|
Cost reduction |
Active Flow Modeling |
Process engineering from line design |
Power of Compani (Strength or power of the company)
Toyota experts evaluate the strength of the company by the level of strength of the company's personnel. To do this, use the formula
n
Company success =( P personality)*( A bility)*( M)
i=1 i i i
n= Works+Staff
where
. P- personal qualities of the employee of the company (character)
. A- skills, professionalism of the employee
. M- level of employee motivation
This determines the Toyota success of the company, that is, profit and quality.
The role of the leader, manager of any level of the company is to constantly work to raise the level of skills and motivation of the staff, in other words, to activate the employees of sections, departments and office employees. Toyota's management does not consider itself outstanding, but this principle, which the company implements, gives results and distinguishes it by its main strength, Toyota has very skilled and highly motivated people.
Toyota is constantly evaluating itself and globally comparative analysis(GBM) with an emphasis on T - TPS in a five-point system. This helps to determine the company's place on a global level. Toyota specialists were invited to evaluate other world companies in the USA, Korea, China, and Japan using this system. If the score reaches 3 points, the company is considered competitive in the world. Currently, only Toyota has a score of 5 points. Most companies in the US, Korea have 2-3 points and do not have 4-5 ratings, in China so far only 1-2 points.
The score is built on a hexagon diagram, each of the corners means the score parameter, and the level from the center - points (from one to five).
Production sites and personnel
. standardization
. staff training
. level of logistics
. equipment
. quality (to what extent can the quality be guaranteed)
As already mentioned, people with multifunctionality distinguish Toyota from other companies. This is an important advantage and it is fully provided and supported. Be sure to each production site there is a matrix with a list of jobs (operations) and a list of workers in this area, in which the filled sectors of the circles reflect the main indicators of the employee (skills).
1 - completed training
2 - know how to perform the operation
3 - I can do quality work
4 - can teach another
This way of assessing the job site and visualizing skills is important. If you need to increase the takt time, the amount of work, and the staff is not very trained, then it is unlikely that the work will accelerate and the task will be completed. The more advanced the multifunction, the easier it is to change the takt time and the production volume. Toyota changes the tact time once a month. If qualifications allow, it is also useful to rotate employees.
Training at Toyota is systematized. People learn from the moment they enter. As workers learn, they are assigned skill ranks. The highest rank is S, very few have it. Basic ranks A, B, C…. The ranks of workers are also visualized, hung out in the workshop at the sites. Training is carried out one-time, the theory is read and then you can proceed to implementation. In the course of training, workers have to grasp everything on the fly, because. theory is taught only once. But in the course of building T - TPS, this knowledge must be put into practice, so there are trainings, they are carried out several times. In the course of trainings, skills are acquired on how to properly perform in practice. After listening to the information once, it is not possible to remember everything. Therefore, the training step is important: to memorize the movements on a specific working operation without errors with the body. Don't waste time repeating information - that's visualization. This method helps both the worker and the manager. Important: convey information and consolidate it.
The main tool for activating working production sites are "Quality Circles". This form exists on an ongoing basis, its participants are members of the site team. The main purpose of the "quality circle" is an independent analysis of the identified problems in the production operations of the site, improving the quality level of the product and seeking to reduce the cost of production.
Between the sections of the enterprise (“quality circles”) there is a competition in the quality of work performed and in solving production problems. The results are summed up once a month at the general meeting of "quality circles". Reward best work. It is important. At the sites, the level of skills is growing, the level of knowledge and motivation is increasing.
In addition to the basic technological requirements for the performance of work operations, the main requirement of Toyota is the requirement not to make a marriage, not to transfer the marriage. In this direction, Toyota uses the ANDON tool in the production process. Any worker is given the right to stop the production line if 60 seconds after the manufacturing quality deviation is detected, the issues are not resolved. As a rule, a stop happens extremely rarely.
Andon - public address system
Toyota is never punished for an admitted marriage. On the contrary, if it happens that for some reason a marriage is made, discovered and presented, this is encouraged. Each worker of the site performs the role of a quality controller. In the event that a worker detects a deviation in the production process and this can lead to a marriage, he immediately acts: he gives a signal with a button or a cord, after which the warning lamp for the manager lights up. The Andon scoreboard has each plot. This is an electronic scoreboard that reflects all the working operations of the site. At the same time, it is a warning system for all working areas. Immediately, at the signal of the yellow lamp, the head of the section approaches the problem area. He has 60 seconds to solve and usually solves the problem in 60 seconds. If they do not decide, then after 60 seconds the red lamp will light up - this is a signal for everyone to stop the line. It is important.
Toyota attaches great importance to visualization. Visualization is a way to prevent and control an abnormal situation. Visualization is a reminder important information, this is a form to consolidate the acquired knowledge for a specific operation.
JIDOUKA (Jidoka) - Combined processes, quality (previously used the definition of "Autonomization")
Built-in quality. Principle: only the production of good. Do not produce a marriage, prevent the appearance of a marriage, do not transfer a marriage.
Product quality management is a stop and alert system in case of defects. The quality control process is supported by inexpensive instruments and cheap control methods. Controllers within the process are the production workers who perform work operations. The entire responsibility for quality rests with the production department. A suitable product is made at each site and only a suitable product is transferred from site to site. Therefore, it is customary to talk about combined processes or a combination of processes, and not autonomization, as was previously accepted.
There is a control matrix for a thorough assessment of control. In traditional control schemes, it is difficult to assess where a defect occurs, a lot of time is lost, as a result, a defect stock is created! At most enterprises, data on marriage is taken from a personal computer and rely too much on unreliable information. The PC displays only a small part of reality, so it is customary in Toyota to detect defects at each redistribution. If the cause of the marriage is found, then measures (kaizen) are immediately implemented. First of all, you need to perform an analysis of the problem on the spot. Or as they say in Toyota: a crime is investigated at the scene of the crime, the weapon used to commit the crime.
All useful information for marriage is placed in the "Quality Corner" at each site. A sample of marriage and documents for this marriage are required. This supports the production department, not the quality control department. Built-in quality is created by those who produce, guarantee and ensure quality. The quality control department has been assigned the function of supporting the production department. QCD performs various timing and time measurements.
There are tools to detect marriage:
. When married STOP!
. Marriage is not to be accepted or transferred!
. Quality control card with 5 levels: poor quality (FAIL), slightly better, tolerable, good, very good.
The level of defective products is represented by a matrix. Such a matrix is completed for each section. There are operations in the area. All of them are written in the matrix. Operations are rated on a 5-point scale.
Table for approximate example
(a) - assessment that the details of the desired parameters and ease of execution
(b) - assessment by checking the technical conditions of the operation
Parameters and characteristics are laid in the developed matrix in relation to a specific site required quality. For all low scores of the matrix, urgent measures (kaizen) are carried out. This improvement allowed to significantly raise the level of quality.
Now at Toyota, this quality report is also used in auxiliary production to improve processes at each workplace. In recognition for the revealed marriage, people are encouraged, the problem is urgently sorted out and the causes eliminated.
Cost Down - Cost Reduction
Every day at Toyota, everyone thinks about reducing the cost of a product. It is important not to overdo anything! Do not create excess inventory, do not do work that no one ordered. Engaged in cost reduction with the involvement of all personnel, starting with design new products. Production is actively engaged in cost reduction. Cost control is carried out by a dedicated foreman. It controls the cost of raw materials and materials, energy costs, labor costs.
Previously, Toyota's cost information was private, but today cost information is shared with manufacturing departments to keep it down. Each specialist in the production department should think about the cost and look for ways to reduce it. With the previous approach in management, it was: the heads of departments and workshops controlled the work processes and gave instructions. Now, plus the requirement to reduce costs, to be in contact with workers, to engage in the activation of workers, instill skills to implement improvements, train staff, increase productivity and quality.
An important tool in achieving cost reduction are improvements (kaizen)
. 5 S =4 S +1 S (improvement)
. Visualization
. Execution of STANDARD operations
The effect is in the activation of employees and a high level of motivation.
5 S score: conscious and subconscious
Toyota believes that it is necessary to put estimates on each job site. It is necessary to evaluate the effect of 5 S unequivocally - this is the activation of employees and sites. Grades increase the level of skills and motivation. Toyota is constantly working to improve the level of workers' skills and motivation. As a rule, a group of people works at each site. The goals set by the group are achievable. If the group achieves the goal, then the participants are happy. It is important to maintain an atmosphere of joy. Scientists have concluded that the brain perceives joy as an addiction and seeks to repeat it. Toyota built the concept of 5 S estimates on these dependencies. It is important to constantly influence the group of the site and move the group up to real purpose. There is no need to stabilize grades 2 and 3. This leads to a decrease in the result, the level of motivation decreases. Any score can be good, but it can also improve. The leader must know the specifics of working with the group well and be sure to praise the workers even for minor improvements. It is especially necessary and important to promote improvements.
Thinking works with theory, it is important to build a transition from planning to action. For what reason do we not proceed to action, if we know everything well? It requires an impact on the conscious and subconscious, and in particular, to raise motivation. Often the subconscious is not ready, even if the consciousness determines the need for action. In order to transfer information from consciousness to the subconscious, it is necessary to raise motivation. Part of the brain is responsible for motivation. Managers must understand how to influence the spiritual state of a person and be able to raise motivation.
All the activities of the former Toyota production system were aimed at reducing inventory, reducing costs, improving quality, that is, the management did not think about the happiness of workers and the company. Total - TPS aims to achieve the level of happiness of each employee and thereby increase their level through 5 S, "quality circles", TPM and other tools.
If the goal of TPS was to reduce workers, then today in T-TPS this is not the case. It is necessary to start building a production system with the activation of personnel and increasing motivation.
Statistics also show that in the course of daily work, workers know and understand the causes of equipment failure better. The workers themselves make proposals for improving the maintenance of equipment and improving the process with the use of equipment. Essential workers perform supportive maintenance work on operating equipment: they know how to perform maintenance and perform inspections, cleanings, and minor repairs. This is done everywhere at Toyota, which is why this practice is called universal maintenance of TPM equipment. But major repairs and scheduled maintenance are carried out by service units.
Work site teams regularly participate in TPM evaluation meetings. Such meetings are called Boo-ay. Boo-ay is evaluated by all teams (for example, at 2 factories, 100 teams each, 7 people in a team). During the evaluation, a list of 200 brigades is compiled (from the best to the least good). Boo-eye meetings reveal which teams are more active and which are less. The meetings are attended by workers and management of factories. The assessment affects crew salaries starting from the next month. That is, it can change every month depending on the evaluation of the boo-eye. Such a system creates healthy competition and a constant desire to work on process improvement. Meetings are very much needed and a positive tool for Toyota.
JIT (Just in time) - Just in time
An important element of the Toyota production system is organized internal and external logistics.
In the production buildings of Toyota, the movement of diesel forklifts is prohibited. Only the movement of an electric car with trailers is allowed. For the movement of electric vehicles and people, the lanes are marked: red for electric cars and carts, green for workers. Along the movement of the supply route, tape is glued with symbols as clues. The "agevi" system works (trolleys and movable structures, such structures are developed by the workers themselves). All Toyota employees think about cost reduction and impeccably perform standard work and cost reduction measures, including in logistics. Workers do not make unnecessary movements and do not perform work that does not bring value. Racks for Toyota with a height of no more than 1.5 meters, the level of the racks tilts, allows you to visually view products, flows, traffic and does not block contact with managers.
An important achievement at Toyota is the elimination of inter-operational inventory. In order not to create inventories of work in progress, much attention is paid to logistics and the KANBAN tool with kanban cards (quantity information for delivering components to an operation). The layout of the equipment is handled by the manufacturers. They optimally arrange jobs and draw up routes for the delivery of components. The logistics department is also part of the production. This allows you to optimize logistics schemes.
The entire production process is visualized by an electronic scoreboard. It necessarily shows the sections and processes, takt time, plan, fact, deviation,% of equipment use.
Along the movement of the conveyor there is a markup that allows you to evaluate the actions performed in 12 seconds. In preparatory operations, a set of modifications is used for the main process, following the necessary sequence. Parts diagrams are used. Previously, assembled components lay on racks next to workplaces, but now they are constantly delivered. Stocks with wheels are only multiples of the takt time of the operation. In fact, there are no stocks. The pull system works. In order to build the work in this way, it is necessary to constantly work with the plan and make timely adjustments. If a production sites do not follow the rhythm of the plan, then problems appear, confusion is created in the accounting at the redistribution. The KANBAN system works from the last section and does not create inventory, because the previous section does not do what the next one does not need.
Kanban is also the movement of information. A kanban card is a record. Toyota does not do anything if there is no confirmed information. The plan must be managed. As a tool, visual kanban cards are used at the border of the parcels. In Toyota production, 90% of operations are organized using kanban cards, and the kanban card is considered the most successful tool for adjusting production planning. Each previous section serves the next one. The container has a multiplicity of packing places for the required order quantity. The card received with the container is transferred to the box and sent with information to the previous operation: delivery time, quantity (min, max), if necessary, other clarifications. Red and green cards are used. Red for transportation, green for production order (for manufacturing). If manufactured parts are waiting for delivery, they have a green card, and before transportation, the green card is replaced with a red one. There are also
Kanban, it is used to manage batches. If the supplier is in a remote area, then an electronic kanban is used, the supplier prints it, executes it and sticks it in a container with the delivery of the ordered cargo.
To implement work with kanban cards, serious training is required for both workers and managers. If you miss this, then kanban does not work.
Toyota made $20 billion in 2007
Toyota lost $5 billion in 2008
Toyota concluded that the reason was not the financial crisis, but the company stopped paying special place inventory control. Any company on an ongoing basis needs to work with inventory management activities.
To reduce inventory levels, Toyota uses multiple delivery: the more often we deliver, the better. Transport delivering goods should be completed taking into account the production cycle time, various necessary inventory items from different suppliers. It is important that inventory does not create redundant warehousing and intermediate storage. If we compare the cost of transport and storage operations and excess stocks, then it is more profitable to transport more often. When ordering from a supplier, the order is delivered in the order in which it is needed for production.
If the level of stocks of components and materials in production falls to a minimum, then the system operates by analogy with ANDON, it is triggered after an automatic signal is sent to the supply service. This is how the pull system works. As for small parts, there is a place for them next to the operation (a storage rack with hardware, washers, rivets, plugs ...).
As a result, when working with supplies, a matrix for providing components, raw materials and materials is also created.
The level of logistics at Toyota is the highest in the world. And this level is provided by Toyota people. System JIT(Just in time) Just-in-time operates through a high level of motivation, skillful plan management and well-trained staff.
KAIZEN - Continuous improvement
Kaizen in Toyota is a consequence of any analysis and study of the causes of problems. Staff activation is key. Much attention is paid production processes, improvement is an endless process. The principles of T-TPS lead Toyota into the development phase with an emphasis on improvement (kaizen) in the design of new lines before the release of products. New Approach Toyota driving is all kaizen. Previously, Toyota evaluated both the submission and implementation of proposals. Now they only pay for the implementation.
Toyota production system (TPS)
AT 1930s Toyota Motor Corporation mainly manufactured simple trucks. At first, these were low-quality cars with primitive manufacturing technology (for example, body panels were nailed to the frame with a hammer). Toyota was not among the successful companies.
In the 1930s, Toyota executives read Henry Ford's Today and Tomorrow (1926) and traveled to America, to Ford and GM factories, to study assembly lines. The conveyor system, precision looms and the idea of economies of scale were tested in factories that made looms.
Already before World War II, Toyota realized that the Japanese market was too small and demand too heterogeneous to bet on mass production, profitable in the United States. The US car production line could produce 9,000 units per month, while Toyota produced only 900 vehicles per month, that is, Ford's productivity was 10 times higher. Toyota managers realized that if the company was to continue to exist, the idea of mass production had to be adapted to the Japanese market. But how to do that?
Mass production Ford was designed to produce a limited number of models in huge quantities. That is why all Model Ts were black. Toyota needed to produce many different models in small batches on the same assembly line. Consumer inquiries in very limited Japanese automotive market were too diverse to create a separate assembly line for each model.
Ford was swimming in money, he had a huge American and international market at his disposal. Toyota didn't have funds and she worked for one small country. With very modest resources and capital, Toyota had to accelerate the cash flow as much as possible (from the moment the order was received to the sale of the product).
Ford had an established supply system Toyota doesn't. Toyota couldn't hide behind high volume and economies of scale like Ford. She needed to adapt the production process to different conditions and at the same time achieve High Quality, low cost, short development time and maximum flexibility.
When Eiji Toyoda and his managers went on a 12-week study tour of US factories in the 1950s, they thought they would be amazed at the progress in production.
To their surprise, they found that mass production technology had changed little since the 1930s. Such a production system had many disadvantages. They saw that bulky equipment is used to produce large batches of products, and the parts themselves lie dormant for a long time, waiting to be sent to the next site, where, after processing, history will repeat itself. They noticed that the inconsistency of the individual stages of the process leads to the accumulation of huge stocks of components. They saw that the equipment was expensive and that the notorious efficiency of lowering the price of a unit forced workers to keep an eye on the smooth operation of the equipment.
After familiarizing themselves with the traditional system of financial rewards, they realized that managers who managed to produce the largest number of parts, without letting the machines and workers stop, received cash bonuses, although their work led to overproduction, defects that, with huge batches of finished parts, went unnoticed for a long time. , and very uneven flow. Workplaces were in disarray, and no one followed their condition. Forklifts scurried back and forth, moving mountains of parts from place to place. Factories resembled warehouses, not manufacturing plants. To put it mildly, what they saw did not make much of an impression on them. They realized that they could compete with such an opponent.
When Eiji Toyoda returned, he invited plant manager Taiichi Ono into his office and gave him a new challenge: to improve Toyota's manufacturing process so that the company's productivity level would keep up with Ford's.
AT 1950s Ohno went to production, which he knew like the back of his hand, and began to change the rules of the game. He began his countless raids on Toyota factories, consistently introducing the principles of jidoka and one-piece flow. Many years passed before he managed to gradually create a new production system - the Toyota Production System. Of course, not only Ono and his team took part in its creation.
Along with the lessons of Henry Ford, TPS borrowed many other ideas from the US. One of the most important was the concept of pull, which is based on the principle of operation of American supermarkets. In any good supermarket, stocks of goods on the shelves are replenished as they are taken apart by customers, that is, as they are consumed. In the shop floor, this means that the production or restocking of parts in Stage 1 should be carried out as soon as the next Stage 2 has used up almost all of the stock of parts manufactured in Stage 1 (i.e., only a small reserve stock remained). In TPS, the next batch of parts from Stage 1 is requested only when the number of parts used in Stage 2 has been reduced to a predetermined minimum, called "kanban". It signals to the previous stage that it is time to replenish the stock of parts. It turns out that the details are "pulled out" along the chain - from the final stages of the production cycle to the initial ones.
Without a pull system, just-in-time, one of the two most important components of TPS, is impossible.
In addition, Toyota was enthusiastic about the teachings of American quality pioneer Edward Deming. He taught seminars in Japan on quality and productivity and taught that in any business system, the first priority of all employees of the organization is the satisfaction and anticipation of the desires of the consumer. He expanded the concept of "consumer" to include not only an external consumer, but also an internal one. Any person and any stage of the production process should be considered as a consumer who must be provided with everything necessary and at the right time. This is how Deming's principle "the next process is your customer" was born. This is one of the most important principles of the just-in-time concept. This principle means that the preceding process must always do what the next process requires. Otherwise, just-in-time and the pull system won't work.
In addition, Deming armed the Japanese with a systematic approach to problem solving known as the Deming Cycle, or the PDCA (Plan-Do-Check-Act) cycle. This approach has become the cornerstone of continuous improvement. In Japanese, continuous improvement is kaizen. This word denotes a process of incremental but continuous improvement to eliminate any waste that increases costs without creating added value. In fact, kaizen means "change for the better" and can refer to both major changes and small incremental changes. Western firms prefer to bet on innovation that allows one to make a one-time revolution, and constant and gradual improvement is their weak point. That is why, when training Western entrepreneurs, the emphasis is on small, gradual changes. Sometimes significant, radical transformations are called the word kaikaku (or kairyo). Kaizen teaches how to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team. Kaizen assumes that a decision or proposal must come from the workers and requires that any decision be implemented prior to open discussion and consensus. Kaizen is a whole philosophy that involves the pursuit of excellence and is the basis of TPS.
AT 1960s TPS turned into detail developed system, which could be applied to any kind of business and to any process.
Main componentsTPS become:
the concept of "just-in-time" (JIT, "just-in-time");
jidoka - embedding quality, autonomization (intelligent automation), built-in error protection.
Tools TPS includes the following elements(methods):
determination of the value of the future product;
building a value stream;
standardization;
visualization;
Total Equipment Maintenance (TPM);
quick changeover (SMED);
rational organization of workplaces (5S);
error protection - jidoka (poka-yoke);
total quality management (TQM);
continuous improvement - kaizen.
These elements form the basis 14 principles that make up the Toyota approach. The principles are grouped into four categories:
philosophy of the long term;
the right process produces the right results (we are talking about using a number of TPS tools);
add value to the organization by developing your employees and partners;
Continuously solving fundamental problems stimulates continuous learning.
Principle 1. Make management decisions with a long-term perspective, even if it hurts short-term financial goals.
Use a systematic and strategic approach when setting goals, and all operational decisions must be subordinated to this approach. Realize your place in the history of the company and try to bring it to a higher level. Work on the organization, improve and rebuild it, moving towards the main goal, which is more important than making a profit. A conceptual understanding of one's purpose is the foundation of all other principles.
Your main task is to create value for the consumer, society and economy. When evaluating any type of activity in a company, consider whether it solves this problem.
Be responsible. Strive to control your destiny. Believe in your strengths and abilities. Take responsibility for what you do, maintain and improve the skills that allow you to produce added value.
principle 2. A continuous flow process helps identify problems.
Perestroy technological process so as to create a continuous flow that effectively adds value. Minimize the time that unfinished work is without movement.
Create a flow of products or information and build connections between processes and people so that any problem is identified immediately.
This flow should become part of the organizational culture, understandable to all. This is the key to continuous improvement and development of people.
Principle 3. Use the pull system to avoid overproduction.
Make sure that the internal consumer who accepts your work gets what he needs, at the right time and in the right amount. The basic principle is that with a just-in-time system, items should only be replenished as they are consumed, minimizing WIP and stockpiling. Keep a small number of items in stock and replenish these stocks as they are taken by the customer.
Be receptive to daily fluctuations in consumer demand, which provide more information than computer systems and charts. This will help to avoid losses due to the accumulation of excess stocks.
Principle 4. Distribute the amount of work evenly(heijunsh):work like a turtle, not like a hare.
Eliminating waste is only one of the three conditions for the success of lean manufacturing. Eliminating overload of people and equipment and smoothing out uneven production schedules are equally important. This is often not understood in companies that are trying to apply the principles of lean manufacturing, work on even distribution of the load in all processes related to production and service. This is an alternative to the alternation of rush and downtime that is typical for mass production.
Principle 5. Make stopping production to solve problems part of the production culture if quality requires it..
Quality to the consumer determines your value proposition. Use all available modern methods quality assurance.
Build equipment that can recognize problems on its own and stop when they are detected. Design visual system notifying the team leader and team members that a machine or process requires their attention. Jidoka (machines with elements of human intelligence) - the foundation for "embedding" quality.
Ensure that the organization has a support system in place to quickly resolve problems and take corrective action.
The principle of stopping or slowing down the process should ensure that the required quality is obtained “first time” and become an integral part of the company's production culture. This will increase the productivity of processes in the long run.
Principle 6. Standard tasks are the basis for continuous improvement and delegation of authority to employees.
Use stable, reproducible methods of work, this will make the result more predictable, increase the coherence of the work, and the output will be more uniform. This is the basis of flow and pull.
Capture accumulated process knowledge by standardizing current best practices. Do not hinder creative expression aimed at raising the standard; consolidate what has been achieved with a new standard. Then the experience gained by one employee can be transferred to the one who will replace him.
Principle 7. Use visual control so that no problem goes unnoticed.
Use simple visual aids to help employees quickly identify where they are meeting the standard and where they have deviated from it.
Do not use a computer monitor if it distracts the worker from the work area.
Create simple visual control systems in the workplace to help maintain flow and pull.
Keep reports as short as possible to one sheet, even when it comes to major financial decisions.
Principle 8. Use only reliable, proven technology.
Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.
New technologies are often unreliable and difficult to standardize, jeopardizing the flow. Instead of untested technology, it is better to use a well-known, proven process.
Before entering new technology and equipment should be tested under real conditions.
Reject or change technology that goes against your culture, that can break stability, reliability, or predictability.
Still, encourage your people to keep up with new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested and improve the flow.
Principle 9. Cultivate leaders who know their business thoroughly, profess the philosophy of the company and can teach it to others.
It is better to educate your leaders than to buy them outside the company.
The leader must not only perform the tasks assigned to him and have the skills to communicate with people. He must profess the philosophy of the company and set a personal example of attitude to business.
A good leader must know the day-to-day work like the back of his hand, only then can he become a true teacher of the company's philosophy.
Principle 10. Raise extraordinary people and form teams that follow the philosophy of the company.
Build a strong, sustainable work culture with enduring values and beliefs that are shared and accepted by all.
Train extraordinary people and work teams to act according to a corporate philosophy that delivers exceptional results. Work tirelessly to strengthen the production culture.
Form cross-functional teams to improve quality and productivity and improve flow by solving complex technical problems. Equip people with the tools to improve the company.
Relentlessly train people to work as a team for a common goal. Everyone should learn to work in a team.
Principle 11.Respect your partners and suppliers, challenge them and help them improve.
Respect your partners and suppliers, treat them as equal participants in the common cause.
Create conditions for partners that stimulate their growth and development. Then they will understand that they are valued. Give them challenging tasks and help them solve them.
Principle 12. To understand the situation, you need to see everything with your own eyes (genchi genbutsu).
When solving problems and improving processes, you should see what is happening with your own eyes and personally verify the data, and not theorize by listening to other people or looking at a computer monitor.
Your thoughts and reasoning should be based on data that you yourself have verified.
Even representatives of the company's senior management and department heads must see the problem with their own eyes, only then the understanding of the situation will be genuine, not superficial.
Principle 13. Make a decision slowly, on the basis of consensus, weighing everything possible options; implementing it, do not hesitate(non-mawashi).
Don't make a firm decision about a course of action until you've weighed all the alternatives. When you have decided where to go, follow the chosen path without delay, but be careful.
Nemawashi - it is a process of collaborative discussion of problems and potential solutions in which everyone participates. His task is to collect all the ideas and develop a consensus on where to go next. Although such a process takes quite a long time, it helps to carry out a broader search for solutions and prepare the conditions for the prompt implementation of the decision.
Principle 14. Become a learning structure through relentless introspection(hansei) and continuous improvement(kaizen).
Once the process has stabilized, use continuous improvement tools to identify the root causes of inefficiencies and take action. Create a process that requires almost no inventory. This will identify wasted time and resources. When losses are obvious to everyone, they can be eliminated through continuous improvement (kaizen).
Protect the knowledge base about the organization of your company, do not allow staff turnover, follow the gradual promotion of employees and the preservation of the accumulated experience.
At the completion of the main stages and the completion of all work, make an analysis (hansei) of her shortcomings and speak openly about them. Develop measures to prevent the repetition of mistakes.
Instead of reinventing the wheel when you start new job or when a new manager comes along, learn to standardize on best practices.
According to many experts, the essence of lean manufacturing is not to copy Toyota tools designed for a particular production process. Lean manufacturing means that you need to develop the principles of operation of a particular organization and adhere to them, effectively creating added value for consumers and society. Nevertheless, it is possible to single out general steps along this path.
For creating lean manufacturing in a particular enterprise, it is necessary to perform the following Steps:
Determine the value of the product.
Determine the value stream of this product.
Ensure the continuous flow of the product value stream in accordance with the takt time.
Create a pull system for production control.
Use kaizen to permanently eliminate wastage, reduce batch volumes, shrink supermarkets, and expand the distribution of continuous flow.