TOYOTA PRODUCTION SYSTEM (TPS)

tps

1. 1 LEAN MANUFACTURING (TOYOTA PRODUCTION SYSTEM) Prasanna M DAE.,BE,ME MADURAI TAMILNADU INDIA

2. LEAN MANUFACTURING “Lean Manufacturing, also called Lean Production, Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) which shortens the time line between the customer order and the product shipment by eliminating waste. Customer Order Waste Product Shipment Time Customer Order Product Shipment Time (Shorter) Waste Lean Manufacturing

3. LEAN MANUFACTURING Lean is about understanding what is important to the customer The main benefits of this are Lower production costs Increased output shorter production lead times Customer Order Waste Product Shipment Time Customer Order Product Shipment Time (Shorter) Business as Usual Waste Lean Manufacturing

4. Redesign of this job to eliminate the need to walk doubled its productivity.

5. Elimination of waste Waste can be defined as the Toyota president fujio cho , “ is anything other than minimum amount of equipment's, materials, workers are absolutely essential to production Different types of waste is to be eliminated from the value strem Waste of waiting time Waste of Processing time Waste of counting parts

6. Waste from overproduction Transportion Waste Inventory waste Waste from defects Waste for searching tools Wastage of machine failure

7. Toyoto production system TPS was developed to improve the quality and the productivity Based on two categories 1. Elimination for waste 2. Respect for people

8. Elimination of waste Focussed factory networks Group Technology Quality at the source JIT production Uniform plant loading Kanban Approach Minimized setup times

9. Focused factory networks

10. Lot of unnecessary material Movement Flow lines (Production) are going back and forth Departmental specialization Group Technology Manufacturing Cell Plant layout Reduced the material Movement Improve the Flow lines (Production) Group Technology

11. Quality at the source Self inspection

12. Jit (Just in Time) Producing the Quantity of units that is needed Producing them on date/time required Suppliers delivered to the exact quantity demanded at the scheduled time & date JIT (JUST-IN-TIME) JIT involves the set of activities designed to achieve high volume of Production using Minimum Inventories

13. Purchasing material Process Products Sell Products Purchasing material Process Products Sell Products Raw Material Inventory Finished Inventory Traditional Approach Just In Time (JIT) Approach

14. Just In Time (JIT) Approach Producing the Quantity of units that is needed Producing them on date/time required Suppliers delivered to the exact quantity demanded at the scheduled time & date

15. Uniform Plant Loading Smoothening the production flow to dampen the reaction waves that normally occurs in response to schedule variations is called UPL When a change is made in a final assembly, the change are magnified throughout the line and the supply chain. The only way to eliminate the problem is to make adjustments as small as possible by setting a firm monthly production plan for which the output rate is frozen Toyota found they could do this by building the same mix of products everyday in the small quantities. Thus, they always have a total mix available to respond to variations in demand.

16. Push and Pull method of Work Flow Push Method: A method in which production of the item begins in advance of customer needs. Example: A buffet where food is prepared in advance. Pull Method: A method in which customer demand activates production of the service or item. Example: A restaurant where food is only prepared when orders are placed. Lean systems use the pull method of work flow.

17. KANBAN Approach

18. KANBAN Approach

19. KANBAN Approach

20. KANBAN Approach

21. KANBAN Approach

22. KANBAN Approach

23. KANBAN Approach

24. Kanban system rules 1. Each container must have a card 2. Assembly always withdraws from fabrication (pull system) 3. Containers cannot be moved without a kanban 4. Containers should contain the same number of parts 5. Only good parts are passed along 6. Production should not exceed authorization

25. Minimized the setup times Since small lot sizes are normal, machine must be quickly setup to produced the mixed models on the line. Widely Cited example from the late 1970s, Toyota teams of press operators producing car hoods and fenders where able to change an 800ton press in 10min, compared with average of 6hrs of US workers and 4hrs for German workers Now such speeds is common in most US auto plants To achieve such setup time reduction setups are divided in to Internal activities ( setup must be done while the machine is stop) External activities (Setups can be done while machine is running)

26. Respect for People Level payrolls Co operative employee unions Subcontarctor network

27. Toyoto Production System – Four Rules All work shall be highly specified as to content, sequence, timing, and outcome Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses The pathway for every product and service must be simple and direct Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization