TAIICHI OHNO AND TPS , total quality management and tps

TQM

1. TAIICHI OHNO
AND
TOYOTA PRODUCTION
GROUP MEMBERS
Ayush Kulshrestha
Charu Garg
Darshan Gariya
Deepanshu Kumar
Elen Stephen Kujur
Production Management
Group Presentation

2. Introduction
Japanese Engineer and the architect of Toyota
Production System
Presentation discusses about
Taiichi Ohno's contributions to the TPS
How his ideas have transformed the manufacturing industry.
Taiichi Ohno
Ohno's ideas and principles are the foundation of lean
manufacturing, which is now widely adopted by
companies worldwide.
Taiichi Ohno and Toyota Production

3. Toyota Production System Development

A production system based on the philosophy of achieving the complete
elimination of all waste in pursuit of the most efficient methods
Toyota Motor Corporation's vehicle production system is a way of making things that
is sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT)
system," and has come to be well known and studied worldwide.
Taiichi Ohno and Toyota Production

4. During the late 1940s and early 1950s, the foundations of the TPS were established
through repeated trial and error conducted at the Honsha Machinery Plant.
In the late 1950s, the TPS was expanded to the entirety of the Honsha Plant, and
implementation at all plants began in 1960. Introduction at Toyota Group companies
(suppliers) began in the late 1960s.
Training and study groups were conducted throughout the Toyota Group during the
late 1970s and early 1980s to further expand application of TPS concepts. Activities,
whereby each member organization-wide works for improvement through 'thorough
implementation of the fundamentals', began in 1982 with the aim of further
developing the TPS.
Taiichi Ohno and Toyota Production

5. Jidoka Just-in-Time
Automation with a human touch, as
when a problem occurs, the equipment
stops immediately, preventing defective
products from being produced
Each process produces only
what is needed for the next
process in a continuous flow.

The Toyota Production System
(TPS) was established based
on two concepts:
Taiichi Ohno and Toyota Production

6. Just-In time
(JIT)
Making only "what is needed,
when it is needed and in the
amount needed

Just-in-time' (JIT) is a management philosophy, originally
meaning ‘the production of goods to meet customer demand
exactly, in time, quality and quantity’
‘Lean manufacturing is based on a just-in-time model of
production to avoid the waste associated with overproduction,
waiting and excess inventory.
Taiichi Ohno and Toyota Production

7. In order to fulfill an order from a customer as quickly as possible adhere to the following:
f
The assembly line must be stocked with the required number of all necessary parts so that
any kind of ordered vehicle can be assembled.
The assembly line must replace the parts used by retrieving the same number of parts
from the parts-producing process (the preceding process).
The preceding process must be stocked with small numbers of all types of parts and
produce only the numbers of parts that were retrieved by an operator from the next
process.
When a vehicle order is received, production instructions must be issued to the beginning
of the vehicle production line as soon as possible.
Taiichi Ohno and Toyota Production

8. KANBAN
The Kanban method was developed in order to manage the Just in Time process – and in
order to manage the flow of work with continuous improvement in mind. The Kanban method
is a ‘pull’ system – i.e. a technique for the reduction of waste in the production process.
In Kanban, the supply of parts or components is regulated on cards that contain very clear
specifications and instructions. These cards move systematically forward along a production
line.
f
f
Taiichi Ohno and Toyota Production

9. 1
2
3
4
5
6
6 rules for
the Effective
Application
of Kanban
Never pass on
defective Products
Take only what is
needed
Produce the exact
quantity required
Level the Production
Fine-tune Production
Stabilize and
rationalize the process
Taiichi Ohno and Toyota Production

10. Key Principles of TPS
Taiichi Ohno and Toyota Production
1. Just-in-time (JIT) production: The goal is to produce only what is needed, when
it is needed, in the required quantity, and with the highest level of quality. JIT
production helps to reduce inventory and increase efficiency.
2. Continuous improvement (Kaizen): The focus is on continually improving
processes, products, and services. This involves empowering employees to identify
and solve problems, making small incremental improvements on a regular basis, and
encouraging a culture of continuous learning.
3. Respect for people: Toyota values its employees and believes that they are
critical to the success of the organization. The company provides a supportive work
environment and encourages teamwork and collaboration.

11. 4. Standardization: Standardizing processes and procedures is key to ensuring
consistency and quality in production. This includes creating standardized work
procedures, using visual controls to make it easy to see when something is not
working as it should, and using data to track and measure progress.
5. Jidoka (Autonomation): Jidoka is a concept that refers to the ability of
machines and processes to detect problems and stop production before defects
can occur. This helps to ensure that quality is built into the production process from
the beginning.
Taiichi Ohno and Toyota Production

12. Kaizen is a concept referring to business activities that continuously improve all
functions and involve all employees from the CEO to the assembly line workers.
The English translation is, broadly speaking, continuous improvement. ‘Kai’ means
‘change’ and ‘zen’ means ‘for the better’.
It is a philosophy that helps to ensure maximum quality, the elimination of waste,
and improvements in efficiency, both in terms of equipment and work procedures.
KAIZEN

Taiichi Ohno and Toyota Production

13. The Toyota Production System (TPS) perfect example of how Kaizen works, and how it
can improve your company’s operations.
TPS relies on employees to keep an eye out for areas where waste can be removed,
thus increasing efficiency.Each employee takes ownership of their work, which they
look to make work easier on themselves, as well as on the company.
Toyota continues to deliver top-of-the-line products because each employee in the
production system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our forklifts.
TPS & KAIZEN

Taiichi Ohno and Toyota Production

14. Poka-yoke is a Japanese term that means "mistake-proofing" or "inadvertent error
prevention"
A poka-yoke is any mechanism in a process that helps an equipment operator avoid
(yokeru) mistakes (poka) and defects by preventing, correcting, or drawing attention
to human errors as they occur.
The concept was formalized, and the term adopted, by Shigeo Shingo as part of the
Toyota Production System.
Poka Yoke
Taiichi Ohno and Toyota Production

15. The Toyota Production System is focused completely around maximum efficiency
and fault-free processes. That’s the idea behind Poka-Yoke.
Poka-Yoke: Fail safe devices in the production process that automatically stop the
line in case of an error. A Poka-Yoke is any part of a manufacturing process that
helps a Toyota member avoid (yokeru) mistakes (poka).
Its purpose is to eliminate defects by preventing, correcting, or highlighting errors as
they occur – for example, a jig that holds parts for processing might be modified to
only allow them to be held in the correct arrangement.
Mistake-proofing is a part of the continuous improvement philosophy, or Kaizen.
Poka Yoke &TPS

Taiichi Ohno and Toyota Production

16. Kaizen and Poke yoke
Taiichi Ohno and Toyota Production

17. Impact on Lean
Manufacturing
The TPS and its principles have had a significant impact on the development of lean
manufacturing.
Lean manufacturing is a systematic approach to identifying and eliminating waste in
production processes.
Many companies have adopted lean manufacturing principles based on the TPS to
improve efficiency, reduce costs, and increase customer satisfaction.
Taiichi Ohno and Toyota Production

18. Case Study
HOW HARLEY-DAVIDSON ADAPTED TPS

19. Harley-Davidson, the iconic American motorcycle manufacturer, faced significant
challenges in the early 1980s due to intense competition from Japanese manufacturers.
To address these challenges, Harley-Davidson adopted TPS, which helped the company to
reduce waste, improve quality, and increase efficiency.
Harley-Davidson implemented the "Harley-Davidson Production System" (HDPS), which
was based on TPS but adapted to suit the company's unique requirements and culture.

Taiichi Ohno and Toyota Production

20. The key Elements of HDPS are- Just In Time production, Kaizen, Jidoka, Andon, Poka-yoke
and Standardization
HDPS emphasized the importance of employee involvement and empowerment, and all
employees were trained in problem-solving and continuous improvement.
HDPS helped Harley-Davidson to reduce lead times, improve productivity, and increase
customer satisfaction, which contributed to the company's recovery and growth.

Taiichi Ohno and Toyota Production

21. By 1993, Harley-Davidson had become the market leader in the heavyweight motorcycle
market in the United States.
The success of HDPS led to its adoption by other Harley-Davidson facilities and suppliers,
and the company has continued to use and refine the system to this day.
The adoption of TPS and HDPS helped Harley-Davidson to achieve significant
improvements in efficiency, quality, and customer satisfaction, and demonstrates the
versatility of the TPS approach in a variety of manufacturing environments.

Taiichi Ohno and Toyota Production

22. Taiichi Ohno was a visionary who revolutionized the manufacturing industry with his
Toyota Production System.
Ohno's principles of eliminating waste, improving efficiency, and continuous
improvement have led to significant improvements in the industry.
Ohno's legacy continues to inspire and influence the manufacturing industry today,
and his ideas have been applied to many other industries.
Taiichi Ohno will forever be remembered as the father of lean manufacturing, and his
impact on the industry will be felt for generations to come.
Conclusion

Taiichi Ohno and Toyota Production

23. Thank You
Taiichi Ohno and Toyota Production
Production Management