David Devoe Tps 1 Hour Presentation Aug 2010

David Devoe Lean.for.6S@gmail.com

Toyota Production System
Toyota was able to greatly reduce cost and inventory using the TPS. This enabled Toyota to become one of
the largest companies in the world. The TPS is made up of 14 guiding principles.
The Toyota Production System is a classic example of the Kaizen approach to productivity improvement.
Anywhere there is Human motion involved the TPS philosophies, methods, tools & techniques will create
a culture of Continuous Improvement in any organization.
TPS is known more generically as lean manufacturing.
This presentation is based on TPS training material received during a 3 month study in 2006 of the Toyota
Production System hosted by Toyota Industries Corporation (TICO) headquartered in Kariya, Japan.
My TPS training facility, Logistics & Forklifts, is located in Takahama, Japan. L&F is the largest facility
(330,000 sq m,10 major buildings) of its kind in the world manufacturing small lot production using the Toyota
Production System.
David Devoe
Lean.for.6S@gmail.com

Logistics & Forklifts Takahama Japan.
Sakichi Toyoda achieved his
ultimate goal in 1924 of inventing
and completing the world’s first
non-stop shuttle change automatic
Non-Stop shuttle change Toyota loom, as well as a circular loom
Automatic Loom Type-G


TPS HISTORY
• Taiichi Ohno
Discovered the Kanban System
in 1956 “Where there is no
The Toyota Production System Standard there can be
gained global attention in 1973
no Kaizen”
Kiichiro Toyoda - Taiichi Ohno
Set target to catch America in
1945
Marked the start of present TPS
Laid the foundation for Just-In-
Time in 1930
• Sakichi Toyoda
Introduced the concept of Jidoka in
1902


『before you say you can’t do
anything, TRY it』
MAY YOUR FUTURE BE LIT BY THE ・・・Sakichi Toyoda
KNOWLEDGE OF THE PAST

CHECK AND FIND THE CHANGES OF THE TIMES

Kiichio Toyoda


Continuous Improvement
Kaizen
required Daily
Apply TPS for 6S SAFETY
”in the pursuit of Perfection”
3S David ac Devoe 2010 Standardize &
5S Sustain

Sort
English Translation

– Housekeeping
Japanese

(Seiri)
2S..
Set in Order – Workplace Organization (Seiton)
Shine – Cleanup (Seiso)

Standardize – Keep Cleanliness (Seiketsu)
Sustain – Discipline (Shitsuke)

Always do 6S before a Kaizen Activity.


Toyota Production System
The basic purpose of TPS is to achieve continuous gains in efficiency
Features of TPS:
TPS is a philosophical framework for managing operations (14 principles)
TPS is about shortening the time it takes to convert customer orders into deliveries
(value stream mapping)
TPS is a system for the absolute elimination of waste (8 wastes ”muda”)
TPS identifies problems where they occur (root cause analysis)
TPS is a flow process (level production ”heijunka”)
TPS is continuously evolving (kaizen)

The aim of TPS is to eliminate all Muri, Mura, Muda
from the operations. It is a system that uses the
PDCA (plan,do,check,act) approach to involve everyone
in solving problems and improving SQDM&E

SAFETY •QUALITY • COST • DELIVERY • MORALE • ENVIRONMENT


Toyota Management Principles

Section IV
Problem
Solving
(Cont. Improvement Learning)

People & Partners Section III
(Respect, Challenge, and Grow Them)

Process Section II

(Eliminate Waste)

Philosophy Section I
(Long-Term Thinking)


14 Toyota Way Principles
Section I ( 1 )

Long-Term Thinking
Principle # 1
Base your management decisions on long term philosophy, even at the
expense of short-term financial goals
Section II (2 – 8)

The Right Process Will Produce the Right Results
Principle # 2
Create continuous process flow to bring problems to the surface.

Principle # 3
Use “pull” systems to avoid overproduction.


Principle # 4
Level out the workload (Heijunka). (Work like the tortoise, not the hare)

Principle # 5
Build a culture of stopping to fix problems, to get Quality right the first time

Principle # 6
Standardized tasks are the foundation for continuous improvements and
employee empowerment.

Principle # 7
Use visual control so no problems are hidden.


Principle # 8
Use only reliable, thoroughly tested technology that serves your people and
processes

Section III ( 9 – 11 )

Add Value to the Organization by Developing Your People
and Partners
Principle # 9
Grow leaders who thoroughly understand the work, live the
philosophy, and teach it to others
Principle # 10
Develop exceptional people and teams who follow your
company’s philosophy.


Principle # 11
Respect your extended network of partners and suppliers
by challenging them and helping them improve.
Section IV (12 – 14 )
Continuously Solving Root Problems Drives
Organizational Learning
Principle # 12
Go and see for yourself to thoroughly understand the situation
(Genchi Genbutsu)
Principle # 13
Make decisions slowly by consensus, thoroughly considering
all options; implement decisions rapidly
Principle # 14
Become a learning Organization through relentless reflection
(Hansei) and continuous improvement (Kaizen)


Become a Learning Organization
A TPS learning organization has 3 key elements:

1. Identify Root Causes and Develop Countermeasures.

2. Use Hansei:
Responsibility, Self-Reflection, and Organizational Learning.

3. Utilize Policy Deployment (Hoshin Kanri).
This is Toyota’s process of cascading objectives from
the top of the company down to the work group level.


What is TPS?
By eliminating Waste (muda), Quality is improved, production
time is reduced and cost is reduced.
TPS Tools include constant process analysis (Kaizen), “pull”
production (by means of Kanban/ JIT) and mistake-proofing
(poka-yoke).
TPS as a management philosophy, is also very focused on creating
a better workplace through the Toyota principle of
“Respect for Humanity.”


TPS Kaizen (Respect for Humanity)
Kaizen," loosely translated, means "continual and systematic
training of the mind leading to continuous improvement in
performance." Improvements are important, but it is the mind
of the worker that makes them possible. It is he/she who must
be motivated to transform the work place into a
continuously improving problem solving
Organization.


TPS Problem Solving
Before attempting to solve problems, you
must understand what the true root cause
is.

You must go and see for yourself at actual
site of the problem to understand Genchi
Genbutsu.

This is a key Toyota philosophy.


TPS Problem Solving Tool
Continuous improvement relies on
applying a cyclical methodology of
problem solving:
– Plan
Action Plan
– Do
– Check
Check Do
– Action

PDCA Wheel


TPS Management Philosophies
Toyota’s core competency is the TPS managerial
philosophy (14 Principles)

Securing profits is essential for survival and
fulfilling social missions

Cost reductions are required to increase profits

Customers set the selling price


TPS View on Cost (reduction)
(1) Traditional View (2) TPS View

Cost + Profit = Selling Price
Profit = Selling Price - Cost

Profit
Selling Price Profit Selling Price
Cost

Cost


TPS Management Philosophies
When Production and Business Process Flow,
Improvements will yield Cost advantages over
competitors, assuming the same base costs for
design, equip., and mat’ls.

Others Raw
material
Energy purchase
Cost in Cost caused by
Labor common differences in
expense Parts between production method
purchase companies


KAIZEN
The goals of Kaizen include the elimination of waste (defined as ”activities that add cost but do not add
value.
A closer definition of the Japanese usage of Kaizen is ”to take it apart and put back together in a better
way”. What is taken apart is usually a process, system, product, or service.
Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that when done
correctly Humanizes the worplace, eliminates hard work (both mental and physical), teaches people how to
do rapid experiments using the scientific method, and how to learn to see and eliminate waste in business
processes.
Lay offs are not the intent of Kaizen. Instead Kaizen must be practised in tandem with the ”Respect for
People” prinicple.
Importantly Kaizen must operate with three principles in place: Process and Results (not results only)
Systemic Thinking (i.e. Big picture, not solely the narrow view) Non-Judgemental, non-blaming (because
blaming is wasteful)
Everyone participates in Kaizen, people of all levels in an organization from CEO
on down as well as external stakehoplders if needed.
The format for Kaizen can be individual suggestion system small group
or large group
The only way to truly understand the intent meaning and power of Kaizen
is through direct participation many, many times


The 8 Wastes
OVER PRODUCTION

Inventory Motion
Scrap / Rework

Waiting
(Manpower, Material, Machine)

Processing

TPS

Under Utilized People
Transportation


The House Toyota Built

Operational Excellence
• Best Cost, Quality, Delivery
• Empowered employees
• Customer focused culture

Just In TPM Kanban Jidoka
•Built-in quality
Time SMED 5S •Poka yoke
•Takt Time 3P •5 Why
•Harmony of man
•One-piece Flow
& machine
•Downstream Pull Visual Controls

Heijunka
Standard Work •Averaged daily volume & mix
•Smooth production schedule Kaizen

Main step of “Just In Time” and “JIDOKA”
(1)
Just In Time Small lot Set-up time reduction
production
Precondition： -One by one production
Heijunka (2) -Multi-process handling
Make process flow -Multi-skilled worker
-Equipment layout based on
Reduction of
processing order
Production Lead-time
(3)
-Average both variation
Leveled production and quantity
Reduce stagnation
-Takt time production / work
Flexible Manpower Line
-Kanban system
(4) -Frequent transportation
JIDOKA : consolidated transportation
Pull system
: orderly pick-up
: relay transportation
In case of abnormality (5)
stop and notify Separate human work -Two-point control
& machine work -Andon signboard
When the process is finish (6)
stop and notify -Fool proof (Poka Yoke)
( Don’t watch at the machine ) Stop when
abnormality occurs
-Fixed position stop system
Visualize abnormality -Standardized work


TPS Basic Training Takahama
Jidoka (Intelligent Autonomation):

• As practised at Takahama it means not allowing defective parts to go
from one station to the next.

• When applied to manned operations, it refers to the practise of
stopping the entire line or process when an abnormal situation occurs.

• The purpose is to free equipment from the necessity of constant
human attention, separate people from machines and allow workers
to tend multiple operations

• Poka yoke is a tool for Jidoka. (Poka Yoka is a device that prevents
incorrect parts from being made or assembled, or easily identifies a
flaw or error. A visual or other signal to indicate an abmormal
situation)


Just In Time
• Producing

” The Right Part”
” At the Right Time
”In the Right Quantity”

• JIT prevents overproduction and other Muda


Heijunka (Production Leveling) :

• Leveled production is the foundation of the Toyota Production System

• Is the leveling of production by both volume and production mix.

• This system takes the total volume of orders in a period and levels out so
the same amount and mix are being made each day.

• Will eliminate waste (Muda) by leveling the product
volume and mix but most improtantly will level out the
demand on the people, equipment and suppliers

• Heijunka is a good way to achieve shorter lead times


TPS House Interrelationship Map
Tools Key Goals
words
(g)
Key
words

Visualization (h) Jidoka (i) Continuous (k) High
Improvement Quality
(e)

(f) 5S

(j
Accurate Leveled )
Forecast Production Genchi
Genbutsu
Lowest
Cost
(a) (m)
(d)
Just-In-Time (l) Waste
Reduction

(c) Shortest
(b) (n)
KANBAN Lead Time
system


Key words
description TPS House Interrelationship Map
Accurate 1) Not only to create more accurate forecast but also to achieve forecast.
Forecast 2) Forecast equals to Plan. Need to be achieved.
(Annual, Monthly, Weekly, Daily, Total unit, Model mix, Options (Specs), Parts)

Leveled 1) Production must be leveled by work load, equipment load and parts usage.
Production 2) Production must be leveled in a month and in a day.
3) Leveled Production keeps Man power, Equipment necessity and Stock level stable

Visualization 1) Visualization easily tells us what is normal and what is not normal.
2) Aim of Visualization is to find out the items to be improved (KAIZEN)
3) Visualize to all.

Jidoka 1) Automatic stop when the system detects error or unusual situation.
2) Jidoka avoids continuing to create bad quality products.
3) Not only production but also desk work.

Just-In-Time 1) Everything arrives with Necessary Goods, Necessary QTY and Necessay Time.
2) No wrong items, No shortage, No over quantity, No delay and No early.

Waste Reduction 1) 8 Wastes (1) Waiting time to work (2) Defect repair (3) Unnecessary action
(4) Unnecessary transportation (5) Unnecessary processing (6) Over stock
(7) Over production (8) Underutilized people
2) The worst is "Over production". It causes other wastes.
Continuous 1) One improvement must be standardized not to go back previous situation.
Improvement 2) And then next improvement brings level up .
3) Even if we want to stay here, we must keep running.


Difference between Raising Productivity & Forcing Work

Raising Productivity Against Sales
"Change MUDA into work"
M
W M W UD W MUD
O A O A
O motion U R motion
D R motion
R
A
K
MUDA
K K
K
work

Forcing Work

To make operators work harder
work MUDA
without implementing Kaizen
M M
W U W U
O motion D O motion D
R R A
K A K


Difference between Rate of Operation & Operational Availability

Rate of Operation

Percentage of total production capacity during
regular working hours determined by demand.
It becomes either more than 100% or less.

Operational Availability

The probability of a machine is
ready to work when necessary
The ideal condition is always
having 100% availability.


In case of abnormality stop and notify
STOP
What is abnormality CALL
Not normal ＝ abnormality WAIT
The most important thing is
that we decide to standardized work
Standardization
Occurrence of
Kaizen abnormality
Find MUDA
Search for cause


Standardized Work


Basic step of QUALITY IMPROVEMENT
Step

A STANDARDIZATION
B TEACHING and TRAINING
C DAILY MANAGEMENT
especially for “CHANGE POINT”
D VISUALIZATION and ASAICHI MEETING
8 STEPS PROBLEM SOLVING
E Find weak point in plant
“ How to ?”


CHANGE POINT MANAGEMENT
Element No. Contents of Change Point
1 New associate in shift
2 rotation of associates
Man
3 B Relief work
4 Change in distribution of work elements
5 Tool change ZERO Quality Defects
6 Repair of tools / blade
Machine are not realized
7 Repair of equipment troubles
8 Renewal of machine & dies
unless top management
9 Design change
Implemented Change Point
Material
10 Missing parts
11 Process change
12 Change of takt time & cycle time
Method 13 Procedure change in line with engineering
change
14 Response in abnormal situation

In-process quality check in each Change Point
EFFECTIVE QUALITY CHECK
Based on each Change Point 4M, suggest & adopt in-process
effective quality check to prevent defect-flowing.<e.g.>double
check should be done products made by the new associates


DAILY CHANGE POINT CONTROL
Quality Check in CHANGE POINT
EFFECTIVE MANAGEMENT
(1) Visual control on next day’s Change Point on Team Leader board
Previous day
(hand write) (2) Assign check items to each associate
CHECK
CHECK
(3) Communicate to all associates of Change Point LIST
LIST
Meeting
(a.m.)
in the ASAICHI meeting
(4) Give directions to concerned associate, following the rules
Worker (5) Check if the associate is implementing as instructed
(teach & train)
If necessary, give additional instruction

Response to (6) If associate made a defect, teach proper operation and
Problem observe the associate follow the operation
(7) implement upstream check to stop defects from
Confirm C/M
(check) escaping into next process
(8) Pursue root causes & take countermeasures
Standardize (9) Collect day result. Review & revise the rule if needed
& Sustain


Benefits of the PDCA Wheel
Man-hours
Inadequate
Plan Large number of
man-hour
P D C A

Adequate Small number of
Plan man- hour

In the top example, inadequate
planning has resulted in
increased time spent checking
and taking corrective action.


A3 Format Theme States purpose of report in general terms
PDCA Report
Problem Situation
•
P Countermeasure(s) P
Background • Address root cause
• Standard: what should be happening • Short-Term: something to get things going
• Current Situation: what is happening Long-Term: deal with the root cause and
• Discrepancy: deviation between standard and prevent recurrence of the problem
current situation • Why recommended
• Extent: what is the trend of this problem
• Rationale: why should this problem be addressed
Implementation (Gantt Chart) D
• WHAT actions need to be done to put the D
Target(s) P countermeasure(s) in place
• WHO will take that action
What you want to accomplish within a certain time
• WHEN will the action be taken
frame: (Do What, To What, By When & How Much)

Follow-Up C
Cause Analysis
Investigating the problem based on confirmed facts
P • What needs to be checked
all the way to the root cause. • When does it need to be checked. A
•Potential causes • What recommendations do you have now
•How checked & results (FTA, 5-Why, Fishbone, etc.) that countermeasures are in place.
•Identify actual root cause(s) • Include a line graph showing your progress
toward the goal.


A 5 Why example
Level of Problem Corresponding Level of
Countermeasure
There is a puddle of oil on Clean up the oil.
the shop floor.
Because the Hydraulic Lift Fix the Lift Ram.
Ram is leaking oil.
Because the O-ring blew Replace the Seal
out of the Ram Seal
Because the Supplier Change Seal material
made the seals from specifications
cheaper material
Because Supplier could Change purchasing
reduce price on the new policies
Seal
Because the purchasing Change the evaluation
agent gets evaluated on policy for purchasing
short-term cost savings agents.


Fault Tree Analysis (Over Head Guard) Example
Why ????? What If ?

Part Change
Out of Wire

Scheduled
Robot Maintenance
Down
Mat’l Handler
busy
Equipment
Breakage Paint
Line
Late late Signal
No Stop
OHG not at
Installation Cart Full at Paint
Waiting
Station at Paint
right time Paint
Operator Error Tacky
Warehouse
signal late System Error

Materials Error


TPS basic Training Activities 2006
Master TPS Training Pie
Schedule Chart showing
percentage of
employees trained
Management
Committee
training dates

TPS Training
Modules
TPS Training Mod 1 Intro to TPS
Schedules (Employee & Salary)
Day & Aft.
Shift Mod 5S

Nut & Bolt Demo

Mod 7 Applications

Mod 2 Muda
Mod 3 S.W.
Mod 4 Kaizen
Mod 5 Jidoka
Mod 6 J I T

David Devoe
Lean.for.6S@gmail.com


Thank you for your attention
Lean.for.6S
Consistently!
Steadily !
Completely !
THANK YOU VERY MUCH

本当にありがとう

DOMO ARIGATO GOZAIMASU
41/50

David Devoe Tps 1 Hour Presentation Aug 2010

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