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Lean-Insight.comLean Six Sigma Training

Part 9

Training Centers: Bangalore, Chennai and Hyderabad

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Toyota Production System

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“The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements… But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner --- not in spurts.”

Fujio Cho, President, Toyota Motor Corporation (excerpt from “The Toyota Way” by Jeffrey Liker)

What is unique about Toyota?Lean-Insight.com

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JIT DeliveryBuilt-in Quality Leveling, Sequencing•“Pull” system• Takt time

• Stop at any abnormality

• Standard work

• Single piece flow• Multiple products• Automation

Toyota Production System

Continuous Improvement• Waste elimination• Simplification• Improve Flexibility

“The shop floor is where value is created. At Toyota, a leader’s # 1 job is to support the team members.” - Kent Bowen, Harvard Business School

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Fundamentals in Action…The House of Toyota

Defect = STOP !Never pass defects to the next process

Autonomation … Incorporate human intelligence into automated processes

Single piece flow…Check each part before it’s passed (Do, Check)

Pull … Establish Supermarkets. Consume material before ordering more

TAKT time ... Build at the rate the customer demands (PSI)

JIT Jidoka

Heijunka

Lean Enterprise

JIT Quality

Balancing

Lean Enterprise(TPS)

Level load production … Build the same amount everyday to maintain a steady supply chain

(no part shortages!)

Sequence production… Produce a high variety, low quantity and touch each product everyday

WASTE

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Heijunka…Foundation of TPS

A methodology to establish stability in a System where Customer Demand is erratic…2 key elements:

1. Leveling: leveling of a process to reduce variation in output

2. Sequencing: Defining the Sequence which work is processed

Heijunka

Demand

Effects of Leveling & Sequence

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Heijunka

•Heijunka is not just “level loading”•Sequencing Product or information varieties in small time increments is what makes it work•Requires extraordinary system flexibility•In Product Flow flexibility is enabled by fast machine change over time. In Knowledge Flow, flexibility may enable passing smaller amounts of data more frequently

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Just-In-Time

Just-in-Time provides the Customer what is needed, when needed, in the amount needed without excess

3 Main Elements…must work together to achieve JIT. Concepts can apply to Product & Knowledge Flow

1. Single Piece Flow – Process 1 task at a time and check at the end of process. Ensures defects are detected and not

passed on…the basis for Jidoka2. Pull – A system where each process step takes product or

knowledge it needs from the process when needed, in the proper amount

3. Takt Time – Derived from Heijunka plan…establishes the “pace” the system will operate at

Takt Time=Available Time/Cust Demand

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Standard Work

TAKT Time

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Available time Demand or fcstTAKT TIME =

TAKT TIME is just Math, but is Fundamental to Lean

AVAILABLE TIME: Total amount of TIME allocated for productionDEMAND: qty of scheduled parts for a given time frame

EXAMPLEYour shop works 2 shifts per day (7.2 hours per per shift)Your customer demand is 1000 pcs per week

4320 min/wk1000 pcs/wk

= 4.32 min/pcTAKT Time =

Takt Time – The Heartbeat

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11Classification: GE Internal

Time

Person

T / T

A B D

60”

C

Time

Person

T / T

A B D

60”

C

Bottleneck

Takt Time

Time

T / T

A B C D

60”

Time

T / T

A B C D

60” Wasted Capacity / WaitingTakt Time

Analysis of TAKT Time

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TAKT

A B C

60”

Balanced Operations

We are striving for…

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