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TOYOTA
PRODUCTION SYSTEM TERMS
In order to produce
world-class, quality automobiles at
competitive price levels, Toyota has
developed an integrated approach to
production which manages equipment,
materials, and people in the most efficient
manner while ensuring a healthy and safe
work environment.
The Toyota Production
System is built on two main principles:
"Just-In-Time" production and "Jidoka."
Underlying this management philosophy and
the entire Toyota production process is the
concept that "Good Thinking Means Good
Product."
Andon
A type of visual control
that displays the current state of work
(i.e., abnormal conditions, work
instructions, and job progress information).
It is one of the main tools of Jidoka.
Genchi
Genbutsu
Go see the problem. This
is the belief that practical experience is
valued over theoretical knowledge. You must
see the problem to know the problem.
Heijunka
The overall leveling, in
the production schedule, of the volume and
variety of items produced in given time
periods. Heijunka is a pre-requisite for
Just-in-time delivery.
Hoshin
Goals (with targets) and
means for achieving it to address business
priorities to move the organization to a new
level of performance; variable from
year-to-year; could also be multi-year; and
is developed by executive management.
Jidoka
One of the two main
pillars of TPS. It refers to the ability to
stop production lines, by man or machine, in
the event of problems such as equipment
malfunction, quality issues, or late work.
Jidoka helps prevent the passing of defects,
helps identify and correct problem areas
using localization and isolation, and makes
it possible to “build” quality at the
production process.
Jishuken
Management driven kaizen
activity where management members identify
areas in need of continuous improvement and
spread information through the organization
to stimulate kaizen activity.
Just-In-Time
One of the two main
pillars of TPS. It refers to the
manufacturing and conveyance of only “what
is needed, when it is needed, and in the
amount needed.” It is built upon three basic
principles:
- The Pull System
- Continuous Flow Processing
- Takt time
Kanban
A small sign that is the
key control for the Just-In-Time production;
it serves as:
- Instruction for production and
conveyance
- Visual control tool to check for
over production and to detect irregular
processing speeds
- Tool to perform kaizen
Kaizen
A system of continuous
improvement in which instances of Muda
(waste) are eliminated one-by-one at minimal
cost. This is performed by all employees
rather than by specialists.
Muda
Non-value added. Muda is
translated as waste. There are seven types
of muda: (Overproduction, waiting,
conveyance, processing, inventory, motion,
and correction).
Nemawashi
Preliminary work to
involve other sections/departments in
discussions to seek input, information
and/or support for a proposal or change
(policy, etc.) that would affect them.
Pokayoke
Low cost, highly reliable
devices, used in the jidoka system, that
will stop processes in order to prevent the
production of defective parts.
Standardized
Work
The Toyota Production
System organizes all jobs around human
motion and creates an efficient production
sequence without any "Muda." Work organized
in such a way is called standardized work.
It consists of three elements: Takt-Time,
Working Sequence, and Standard In-Process
Stock.
Takt-Time
"Takt-Time" is the time
which should be taken to produce a component
on one vehicle. This timing mechanism is
based on the monthly production schedule.
Daily total operating time is figured on the
basis of all machinery operating at 100%
efficiency during regular working hours. The
takt time allows us to produce many parts of
many different types for use in vehicles on
the production schedule and to supply those
parts to each process on the assembly line
at the proper time. This keeps production on
schedule and permits flexible response to
change in sales.
|
Takt Time = |
Straight Time Work Time (Seconds) |
|
|
Required Number of Production based
on Demand |
Working
Sequence
Working Sequence refers
to the sequence of operations in a single
process which leads a floor worker to
produce quality goods efficiently and in a
manner which reduces overburden and
minimizes the threat of injury or illness.
Standard
In-Process Stock
This is the minimum
quantity of parts always on hand for
processing on and between sub-processes. It
allows the worker to do his job continuously
in a set sequence of sub-processes,
repeating the same operation over and over
in the same order.
Yokoten
Across everywhere. (Plant
related activities and/or countermeasures
that are communicated plant wide and with
other company affiliates.
While Liker's book The
Toyota Way was an examination of the 14
Principles of the Toyota Way, it was not an
explicit "how to" guide at a tactical level.
This follow up book is intended as the more
practical guide to Becoming Lean (to borrow
the title of an earlier book written by
Liker).
The TOYOTA
WAY Fieldbook is organized in the framework
of Toyota's 4 P's:
- Philosophy
- Process
- People and Partners
- Problem Solving
The book starts first
with "philosophy," not lean tools. It
develops an important relationship between
the two. The book, in its entirety,
emphasizes that copying Toyota tools,
regardless of how thoroughly, is not enough
to become lean. Early chapters talk about
defining your company's purpose and
philosophy, providing many examples of
Toyota's purpose and unique view of their
place in society and the world. From there,
the Fieldbook guides you through a
reasonable progression of lean topics and
methods to work with in your own company.
While there is no simple linear progression
through a lean transformation, the authors
address the challenge well in structuring
the flow of the book. Typical "early" stages
of lean learning and implementation are
covered first, including learning how to
identify waste, establishing process
stability, and developing flow. The book
spends more time on organizational culture
and management methods, as opposed to tools.
The book remains practical and actionable,
rather than theoretical.
A strong central portion of the book focuses
on developing leaders, how to lead in a lean
environment, and how to develop
"exceptional" employees. One particular
highlight are the detailed examples,
including a breakdown of the roles of Group
Leaders, Team Leaders, and Team Members in a
lean setting, not covered in most lean
books.
For more information on
THE TOYOTA WAY, please contact:
TELEPHONE
AIM Client Services 02-513-0123
Outside Thailand +66-2-2700-984-5
FAX
02-513-0124
Outside Thailand +66-2-2700-986
Email & Web Site:
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amin@aiminlines.co.th
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