Toyota Production System and Lean Tools

Toyota Production System
& Lean Tools
BGI MGT-564 Sustainable Operations
Collaborate Session #4
Feb 1, 2012

Note: This SlideCast has Audio. Please turn your speakers on!

Bill Costantino, Lean Mfg Feb 1, 2012
616-891-7578 EBCostantino@earthlink.net
1 SW 2-Day Training

MGT 564 - First Day of Class Roadmap


MRP Waiting Lines
Operations
Inventory Management
Tools Forecasting


Kanban 5S
Waste Lean Standard
Work
One Piece Flow Tools Takt Time

MRP Waiting Lines
Operations
Tools Forecasting

5S

Bill Costantino, Lean Mfg
5 SW 2-Day Training

History of 5-S … Yes, Japan.
 SEIRI - Sense of Use (eliminate from the work place
everything not required to perform the work)
 SEITON - Sense of Ordinance (efficient placement and
arrangement of equipment and materials)
 SEISON - Sense of Cleanness (tidiness and cleanliness)
 SEIKETSU - Sense of Health (ongoing, standardized,
continually improving „seiri‟, „seiton‟, „seison‟)
 SHITSUKE - Sense of self-discipline (discipline with
leadership)

6 SW 2-Day Training

GILL

7 SW 2-Day Training

To Be
Tool and WIP Board
Ordered Spec Card

In Process

Next Run

Maintenance
Log
&
Maintenance
Request Forms

8 SW 2-Day Training

Organize & Demand the Maintenance of Tools

616-891-7578 EBCostantino@earthlink.net Everything has a Dedicated Home
9 SW 2-Day Training

Operating Room Orderliness
Pit Crew Efficiency

10 SW 2-Day Training

A place for everything and
everything in its place, clean and
ready for use


The Next Step - Visual Factory
 Ability to understand the status of a
production area in 5 minutes or less
by simple observation without use of
computers or speaking to anyone.

 Provides the ability for workers to make
decisions / take actions based solely on
the status of visual indicators.


Replacement Part Maintenance
Kanban

Addresses

Establish Method of Ordering
and
Tracking Replacement Parts


Visual Control of Seasonal Inventory


Visual scheduling boards


Takt Time


Standardized Work is
only one part of a
fully integrated
manufacturing system

 Lean Philosophy
 Customer First
 No defect shall be passed to the “customer”

 People Are The Most Important
Asset
 People’s ingenuity will eliminate waste and
lead to a better job

 Continuous Improvement
 There is always more to improve

 Shop Floor First
 The shop floor is where value is added

Lean Manufacturing

“All we are trying to do is

shorten the lead time…”

Taiichi Ohno


Lean Manufacturing
 is a manufacturing philosophy which shortens the time line between the
customer order and the product shipment by eliminating waste.


Lean Manufacturing

Business as Usual
Customer Waste Product
Order Shipment

Time


Lean Manufacturing

Business as Usual
Customer Waste Product
Order Shipment

Time
Lean Manufacturing

Customer Product
Order Waste Shipment

Time (Shorter)

Product Leadtime
Raw Material
Production
Waiting Mixing Packaging
Transportation Staging Inspection
Set-up

Time
Raw Finished
Material Parts

= Value
Added Time  Value Added Time is only a very
small percentage of the Leadtime.
= Non-Value
Added Time
 Traditional Cost Savings focused
(WASTE) on only Value Added Items.


Traditional vs Lean Results
Traditional Results of Manufacturing Improvement

Time

Focused on Non-Value Adding Items

Time

Time Small Amount of
Time Eliminated

Large Am ount
of Tim e
Elim inate d Time


Traditional vs Lean Results
Traditional Results of Manufacturing Improvement

Time
Focused on Non-Value Adding Items

Time
Time Small Amount of
Time Eliminated
Lean Results

Large Am ount
of Tim e
Elim inate d Time


Waste
“Anything that adds Cost
to the product
without adding Value”


7 Forms of Waste
CORRECTION

Repair or MOTION
WAITING
Rework Any wasted motion
Any non-work time to pick up parts or
waiting for tools, stack parts. Also
supplies, parts, etc.. wasted walking

Types
PROCESSING of OVERPRODUCTION
Producing more
Doing more work than Waste than is needed
is necessary
before it is needed

INVENTORY
Maintaining excess CONVEYANCE
inventory of raw mat‟ls, Wasted effort to transport
parts in process, or materials, parts, or
finished goods. finished goods into or
out of storage, or
between
processes.


Waste

•Waste is unclear, not defined
•Crisis corrections
•Reactive improvement


Shift Mindset
Processing Correction

Over-

Waste Inventory
Types
Of
Waste
Production

Material
Waiting Movement
Motion

•Waste is unclear, not defined
•Waste is tangible, well defined
•Crisis corrections
•Focus on “small” opportunities
•Reactive improvement
•Continuous improvement


Better Utilization

Working Smarter through the
Elimination of Waste
Work
Work Waste
Waste

Work
Work

New
Paradigm Waste
Waste
Work
Work

Work
Work

Waste
Waste Waste
Waste


Three Components of Standardized Work

Takt
Time

Standardized
Work Standard
Work
In-Process
Sequence Stock


Takt Time
The production rate, in seconds, to satisfy
customer demand.


Takt Time
Amount of production time per shift
number of products needed by the customer per shift

= amount of time to produce one product

Example :
7.5 hrs/shift x 60 minutes/hr x 60 seconds/min.
450 products needed by customer/shift

= 27,000 seconds/shift
450 products

= 60 Second Takt Time

Cycle Time

 The amount of time to process one unit
 Includes human and machine work,
walking time, and waiting time
 Determine by observing the actual time
to process one part


Takt Time and Cycle Time
 If Takt Time and Cycle Time are not the same, an
imbalance exists in the operating system
 If Cycle Time is less than or equal to Takt Time,
production will satisfy customer demand
 If Cycle Time is greater than to Takt Time, production
cannot satisfy customer demand

Step C5
Takt Time ( 60 sec )
60

50 Step C4
40
Step A4 Step E5
Step B3 Step C3 Step D5
30 Step A3 Step E4
Step D4
Step B2 Step E3
20 Step A2 Step C2 Step D3
Step D2 Step E2
10 Step B1
Step A1 Step C1 Step D1 Step E1
0

A B C D E Operators

Takt Time and Planned Cycle Time
 Takt Time is based ONLY on customer demand and
available minutes for production.
 Planned Cycle Time is the required production rate
to satisfy customer demand allowing for scrap,
downtime, change-overs, inefficiency, or other losses
to production.
Step C5
60
Planned Cycle Time ( 52 sec )
50 Step C4
40
Step A4 Step E5
30 Step A3 Step E4
Step D4
Step B2 Step E3
Step D2 Step E2
10 Step B1
0

A B C D E Operators

Work Sequence
Work Sequence refers to the series of steps in a single process that is
fastest, most efficient, of acceptable quality, and safe. When the work
sequence is carefully followed, the cycle time will be constant, no steps
will be forgotten, and the chance of equipment damage or other major
problems will be minimized.

Poor Good

8 9 4 5 10 9 8 7
6
10 1
1 5
7 6 3 2 2 3 4


Standard In-Process Stock


Sample Standard Worksheet from Toyota


Stack Chart - Line Balance

Step C5
60

50 Step C4
40
Step A4 Step E5
30 Step A3 Step E4
Step D4
Step B2 Step E3
Step D2 Step E2
10 Step B1
0

A B C D E Operators


70

60

50
50 sec
40 48 sec
43 sec
30
33 sec
20

10 15 sec
0

#1 #2 Cut & Glue Tissue
Operators
Blank Blank Fold Up Candy
Pen

Total Work Time 43 + 33 + 50 + 48 + 15
Theoretical # Workers = = = 2.6 = 3 Workers
Takt Time 72


Step C5
60

50 Step C4
40
Step A4 Step E5
30 Step A3 Step E4
Step D4
Step B2 Step E3
Step D2 Step E2
10 Step B1
0

A B C D E Operators

60

Step D5 Step E4
50 Step D1 Step E1
Step A4 Step C1
40 Step D4
Step C4
Step B3 Step D3
30 Step A3
20
Step A2 Step E5
10 Step B1 Step C2 Step C5 Step E3
Step A1 Step E2
0

A B C D E Operators

One Piece Flow

Just-In-Time
Systems


Mass Production
Material
Storage Weld
Storage

Receiving
Warehouse Assembly Storage

Shipping Storage Stamp
Warehouse

 Value added time =
minutes Rework
Storage
 Time in plant =
WEEKS

Mass Production
Material
Storage Weld
Storage

Two Big Problems
Receiving
Assembly Storage
 Large
Batch Production
Warehouse

Shipping  Storage Flow
Poor
Stamp
Warehouse  Within processes

  Between processes
Value added time =
minutes Rework
Storage
 Time in plant =
WEEKS

Batch & Station B

Queue
Station A Station C


The Basic Philosophy of Lean Production

HOW TO MANUFACTURE MOST
ECONOMALLY:

 What is Needed (Sold)
 When it is Needed
 In the Amount Needed
(with the Minimum Materials, Equipment, Labor and Space)


IDEAL = One Piece Flow

But This Assumes:
 Equal Cycle Times
 Physical Proximity of Processes
 Highly Stable Processes
 Little/No Changeover Time


Batch & Station B

Queue
Station A Station C

One Piece
Flow Workcell


IDEAL = One Piece Flow
But This Assumes:
Equal Cycle Times
Physical Proximity of Processes Just-In-Time is
NOT a Zero
Highly Stable Processes Inventory System.
Little/No Changeover Time


Kanban
Tool for Real Time
Production Withdrawal Kanban
Part #

11227T
control of Materials
Storage Area Address

Flow Rack 15C
Description

Left Hand Headrest Tube
Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012


Lean Production: Model = TPS
Goal: Elimination of waste.
Customer
Order


Customer
Order

FG
Delivery


Kanban:
Order to Make

Replenish
FG Taken



Production Instruction Kanban Production Withdrawal Kanban
Part #

11227T

Flow Rack 15C
Description

Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012



Kanban:
Order to Make

Replenish
Parts
Taken


Part #

11227T

Flow Rack 15C
Description

Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012

Kanban:
Order to Take

Replenish
Parts
Taken



Kanban:
Order to Make

Replenish
Parts
Taken


Part #

11227T

Flow Rack 15C
Description

Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012

Kanban:
Order to Take

Replenish
Parts
Taken


Part #

11227T

Flow Rack 15C
Description

Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012

Information flow

Material flow


Part #

11227T

Flow Rack 15C
Description

Quantity / Box

400
Number of Cards:

_______ of ________
Date Issued:
February 1, 2012

Information flow

Material flow

Time Cash

Taiichi Ohno: “Reduce the time line by removing
non-value added wastes.”
Information flow

Material flow

Time Cash


Kata
Heijunka Muda

TPS
Genchi Genbutsu Kaizen
Kanban 5S
Waste Lean Standard
Work
One Piece Flow Tools Takt Time

MRP Waiting Lines
Operations
Tools Forecasting

Toyota Production System and Lean Tools

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