1. にほんごのがっこう
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Toyota Production System
In a word
TPS is to “produce what you need, only
as much as you need, when you need”
2. に
ほんごのがっこう
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Japanese Culture & Management Training Institute
Toyota Production System
got the world’s attention
In 1973, during the oil crises, all the Japanese companies
find its profit had gone, except Toyota.
During the 1980’s and 1990’s, Japanese has got the
world’s attention on “Quality product” and “efficiency”.
Quality product at lower cost.
Even among the Japanese Toyota is different.
Now, Toyota is the 10th biggest company in the world,
Fortune – 500 list.
3. にほんごのがっこう
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Toyota Motors, Japan
• Toyota Motors developed the TPS after the
WW II. After WW II, Toyota faced with
different business condition than Ford and
GM.
• Toyota’s critical discovery.
4. Comparisons between
Toyota Production System
and
Frederick Taylor’s Scientific Management Principles
Toyota Production System Scientific Management Principles
• The basic of TPS is absolute • Taylor also aiming for the
‘elimination of waste’. elimination of waste.
• Cost reduction – by • Cost reduction – by
removing waste. increasing production.
• TPS has little to do with • Tried to eliminate the waste
running labor and motion of Human.
equipment, TPS focus on • Employees can be trained in
converting raw materials “one best way of doing
into a saleable product. things” (Scientifically best
• Realism is the basic of TPS. way of doing things).
5. Comparisons between
Toyota Production System
and
Frederick Taylor’s Scientific Management Principles
Toyota Production System Scientific Management
Principles
• Japanese problem: How to • American approach: Cut
cut cost “while producing cost “by mass producing
small number (lot size is fewer types of cars”
small) of many cars.
6. にほんごのがっこう
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TPS Basics
1. Muda (むだ ) – Eliminating waste
2. One piece flow & Pull system
3. Standardization & Continuous improvement (かいざん)
4. Quality from the beginning –
5. Kanban (Just in Time) means ‘Producing only what is
needed, when it is needed & amount needed’.
7. にほんごのがっこう
Some fundamental truth
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• TPS is “Toyota’s DNA”. Don’t to try to copy it as
it is and try to implement it in India.
• Operational excellence is the strategic weapon
in TPS.
• Focus on Eliminating waste and Productivity of
the Human resources rather than cutting cost.
• TPS should be backed by a strong
Management Philosophy.
8. にほんごのがっこう
Some fundamental truth
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• TPS starts with the customers and ends with
the customers.
• TPS is a process. If you want the TPS process
to implement and grow, the corporate
philosophy or corporate culture has to
support.
10. にほんごのがっこう MUDA
(Anything that does not add value to
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the customers)
• HUMAN RESOURCES (India specific) & Unused
employee creativity.
• Defects – (Defective goods & services)
• Overproduction – Produce goods without orders &
store.
• Waiting. No work because of stock outs, lot
processing delay, equipment down time, Capacity
bottle neck.
• Waste in transportation.
• Waste in over processing.
11. TIME LINE
• Order -------------------------------------- Cash
• (Reduce the time line by removing non-
value added waste)
12. Waste in a value system
• “Spaghetti Diagram”
• Exercise – Each participant draw the “Value
stream” of the company diagram.
• List each of your activity in the organization
and see how it is adding value to the customer
or product.
13. MUDA
•Unnecessary transport or conveyance.
•Over processing.
•Excess inventory.
•Unnecessary Movement. Any waste motion by
employees. Walking is also waste !!!
14. Japan & India
• Japanese consider “overproduction” is the
fundamental waste.
• In India, “human resource” is the fundamental
waste.
15. Identifying waste in your organization
• This is most difficult part and also most important
part.
• An “activity” that is not adding value to the
“materials” or “Customer” is considered waste.
• Excises – List the wasteful activities in the
organization.
• How come a Japanese or German or an American
is more productive than an Indian?
• Present work capacity = work + waste.
16. Identifying waste in your organization
• Whatever the improvement to reduce the
waste, COST REDUCTION must be the goal.
• There is no magic solution to remove the
waste. A Total Management system is needed
that develop.
• 1. Human ability to the full extend ( to best
enhanced creativity)
2. Utilize facilities and machines well.
17. Identifying waste in your organization
• The story of “rowing the boat”.
• It is a group effort, Every one has to row with
same power and speed.
• It is law of nature.
18. The key to implement TPS
• TO implement TPS is your business, there
must be a total understanding of waste.
Unless all the sources of waste are detected
and crushed, Success will always be just a
dream.
19. Out of NEED
• TPS born in Toyota Motors, Japan out of Need.
• Out of Need, The two pillars of TPS was born –
Just-in-time (Kanban) and Automation
(Automation with Human touch).
• The Need of the Indian industry now is
“Utilization of Human resources”. We got
many of the Management Concepts wrong.
20. MASS PRODUCTION IS NOT
CHEAPER !!
First Misconception
Mass production is cheap.
The truth is
Mass Production is not cheaper.
21. “LIMITED VOLUME” PRODUCTION
• We only make what we will sell. We do not
make what we will not sell.
• “Lean production” (reduced volume) does not
refer to lowering the Production volume, but
rather the volume company must reduce to
stay fit.
• One important area we should continuously to
reduce is “Change over time”.
22. Misconception about work
• All motion is “not work”.
• Workers have the misconception they are
working just because they are using their
labor, even though they are getting work
done.
• In India, work is only half and rest is half.
• In India, the best performer need not survive
in the organization. You need a special survival
skill.
23. 5S
• 1. Seiri – means ‘Organization’ or ‘Sorting’.
• 2. Seiton – means ‘Arranging items so that
they are ready when you want them’.
• 3. Seisou – means ‘Cleaning’ or ‘Sweeping’.
• 4. Seiketsu – means ‘Clean’.
• 5. Shitsuke – means ‘Discipline’.
25. Structure of a mass production
company
• Group similar machines and similar skilled
workers together and create a departments –
Accounts Dept, Customer service dept,
Electrical dept, Human resources dept,
machining dept, Welding dept, …etc.
• One department has to wait for the other
dept to complete the work.
• Departmental barriers are there.
26. Problems with mass production.
• Mass production suits well only, we can sell
what ever we can produce. Today’s market
this is not possible.
• Customers don’t have choice and variety.
• Mass production cause inventories.
• Mass production cause ‘quality problems’.
27. Lean structure
• Work cells. All the workers are placed in the
‘work cell’ and the work will done
sequentially.
• Create “U” shaped cell left to right.
• Customer’s orders flows – Sales Dept – Main
Assembly Line (or some times dispatch) – sub-
assembly line and “Upward stream”.
28. A Simple tool to remove waste
5S
5S is a series of activities for eliminating
waste that contribute to errors, defects
and injuries in the work place.
29. One piece flow
• One piece flow is judge the efficiency of the
flow in “order-to-build”.
• The efficiency of one piece flow. 10 candles
experiments.
• Production will be in tune with customers
order.
• 100% quality. No defect product will go to the
next process.
• Reduced inventory.
30. One comforting thing about Mass
Production.
• One process is not linked to other process.
• If you link the operation together in a ‘one
piece flow’, if a piece of equipment fails, the
entire operation goes down. So every body
has to get into act to make the flow. You have
to confront the problems immediately. You
swim or sink together as ‘unit’.
31. ‘Takt ‘Time
The heart beat of one-piece flow.
• Takt is a German word for rhythm or meter.
• Takt time is the rate at which the customer is
buying the company product.
• Therefore, Takt time is the time at which the
company has to make a product.
• TAKT TIME = Total Operation Time
Total Production requirement
• Takt time for each operation is different.
32. The concept of COST in TPS
• Usually, the component ‘Cost’ exist for
calculation.
• In TPS the component ‘Cost’ exists only to be
reduced.
• The Mathematical formulas will not apply in
business.
Price – Cost = Profit
Profit = Price – Cost
Price = Cost + profit
33. Cost reduction in TPS.
• Don’t reduce No. of employees. It is wrong
starting point.
• If the workers feels that their job is at stake.
The future improvement process will not take
place.
• Find ways “how to increase production with
less employee”.
1. The work improvement.
2. The equipment improvement.
35. The Pull System
• Difference between ‘Push System’ and ‘Pull
System’.
• Pull system is to avoid overproduction. TPS is
not about managing inventories; it is about
eliminating inventories.
• The purest form of pull system is ‘one piece
flow’.
• Some ‘necessary inventories’ are desirable.
36. The pull System
• The starting point in the final assembly line or
sometimes, still down dispatch section !
• The “lower stream operation” pull what they
need and when they need from the “up
stream operation”.
• In most of the company the operation has to
be ‘reverse back’.
38. Think About !
• Use Common sense while using ‘one piece
flow’ and pull system.
• When spares or parts are coming from longer
distance. Keep inventories. Uncertainties are
always there. Keep inventories for 1- 3 hours
in parts room. But avoid warehouse.
• Raw materials are not inventories.
39. Kanban
• Kanban (Just-in-time) and Jidoka are the two
Pillars of TPS.
• Concept of kanban.
• Do not be strict about “Just-in-time”.
• TPS is the production system but kanban is the
way it is managed. Without Kanban TPS is not
possible.
40. The 6 Golden Rules of Kanban
• Rule # 1. The ‘later process’ goes to the
‘earlier process’ to pick-up products.
• Rule # 2. The earlier process produce only the
amount withdrawn by the later process.
• Rule # 3. Kanban prohibits picking up or
producing goods without a kanban.
• Rule # 4. Kanban to attached to the goods.
• Rule # 5. 100% defect free products. Do not send
anything defective to the subsequent process.
• Rule # 6. Reduce the No. of kanban.
41. TPS Basic
JIDOKA
(Automation with human touch)
(Quality from the beginning)
42. JIDOKA
• JIDOKA history.
• The machine has to stop automatically, if
1. The machine runs abnormally.
2. The machine produce defective products.
This is called Automation with Human touch.
• No defective product should go the next process.
Quality is in built in the process.,
• TPS encourage the workers to stop the machine,
then only learning and improvement is possible.
43. Quality Paradox
• It is OK to run the machine or production line
less than 100% of the time. But ensure
‘Quality’.
• Solve quality problems at the source. It saves
time and money.
44. Simple ways to Quality
• Go and see for yourself, where the action is
taking place (Gemba).
• Analysis the situation.
• And ask “why” five times.
WHY ?
WHY ?
WHY ?
WHY ?
WHY ?
46. Heijunka
• Heijuka is one of the “most important concept
to understand.
• ‘Level out the production scheduled’ is
absolutely an essential condition for the
Kanban to work.
• Muri – Overburdening the people and
overburdening the equipment.
• Mura - Unevenness
47. Heijunka
• Interestingly many companies will focus only
on ‘muda’ to implement TPS, But MURI and
MURA is also very important.
• The fundamental of heijuka is to eliminate
MURA.
49. kaizen
Standardization.
Standardization of work.
50. Standardization of work
• Standardization become a science at the time of
Taylor’s concept.
• Because of standardization of job, don’t be slaves
of Numbers, quality will take the beating.
• Misconception about standardization :
Scientifically find the one best way of doing
things and freezing it.
• It is impossible to improve any process until it is
standardized. One must standardize, stabilize the
process before continuous improvement can be
made.
51. Standardized work & quality
• Standardized work is a must for quality
product.
52. Kaizen
• Kaizen is the most important Japanese management
concept and key to Japanese success.
• Kaizen means improvement. Continuous and small , small
improvement.
• The FIRST condition for kaizen mind set is to “challenge
everything”.
• If the employees gives an idea, without any prejudice the
management should try it.
• “Respect for the people”. The organization should have
respect for the people, then only new ideas will come up.
• If any organization did not use the energy and creativity of
the people, It is the “biggest waste of all ”.
53. Types of Kaizen
1. Manual Work Kaizen
2. Equipment Kaizen
3. Process Kaizen
54. Manual Work Kaizen
• First do Manual work kaizen.
• After improving the work, if the machine is
not supporting, then improve the machine.
• Or go for the right machine.
• Multi-machine handling is one important
Manual work kaizen. This is important in TPS.
55. Equipment Kaizen & Process kaizen
• If you don’t do Kaizen in work first, and go for
the latest equipment. It is less use.
• Process kaizen may make a big improvement
by reversing the process sequence.
56. Practice TPS ever day
• TPS is a long term process, it takes years to
implement in an organization.
• The best way to implement TPS is “Implement
and practice all the TPS tools together. It must
be practiced every day in a very consistent
manner, in a concrete way on the shop floor”.
This looks very common sense thing. But, the fact is this is so difficult to do it in shop floor. The customers preference is fast changing and market demands flexibility. TPS is having the capability to adopt the manufacturing in a very short time to changing customers and market requirements.
Japanese products are lasting longer and durable than American’s or any other countries product. Also Japanese cars require much less repair. Even among the Japanese Toyota is different. The car ride was smooth, design are refined. It is not eye-popping car design or performance that caught the attention. It is the unbelievable consistency in the quality and reliability. Toyota design faster and at a competitive price. Toyota paid higher wages to Japanese workers.
Ford and GM used mass production. Focused on economies of scale, used big equipment to produce as many parts as possible, as cheaply as possible. In post-war Japan, Toyota market was small. Toyota had to make different type of vehicles on the same assembly line to satisfy the customers. The key to the operation was flexibility.#2. What Toyota found is really amazing. When you make lead time short and focus on keeping production line flexible, you actually get better quality product, better customer responsiveness, better productivity and better utilization of equipment and space.
In the beginning of 20th Century, Taylor and his “Scientific Management Principles” tries to eliminate waste from the production process. He observed workers and tried to eliminate waste from every second of inefficient motion.
Many Indian companies I have seen, tried to copy TPS and implement it fully. It is wrong approach. It will not work. The DNA of each human being is unique and so as the company.Many companies Finance and Marketing department people holds the key. Finance people or the Marketing people will not agree and cry on you.The top management should understand the “process of TPS” first, and they should support them fully. TPS is “self- sustaining” continuous process and short-term result should not be excepted.
The rate at which the customer is buying the product is the “takh time”, the speed at which the product has to make.TPS is on – going process, be ready to implement it in 10 years….15 ….years….
I have identified “Human resources utilization” is the major wastage in India. We under utilize our resources or over utilize our resources. Over utilization of the human resource will strain the human resources. Leveled utilization of resources (Heijunka) is one of the principles of TPS.Unused employee creativity: Losing time, ideas, skills, improvements & learning opportunity by not listening to your employee.Defects - In India, most of the product the quality is in the ‘Quality’ word only but not true quality. Production of defective parts or correction. Repaire or reworks, scraps, replacement production. Even arguments with the customers is also waste. Even Politics, power struggle, Push Pull in the organization is also waste.Overproduction: TaiichiOhno consider overproduction is the basic of all waste. Producing more than customer wants by any manufacturing process leads to build of inventory in the down stream. It hides the quality problems.
From the moment the customer gives us an order to the point when we collect the cash. We are reducing the time tine by removing the non-value-added waste.
The TPS is method to thoroughly eliminate waste and enhance productivity.
Unnecessary Transport or Conveyance: carrying work-in-progress (WIP) long distance, inefficient logistics. Moving materials or parts unnecessarily. Sometimes may “outsourcing” has to be done inside the factory.Over Processing: Taking unneeded steps to process the parts. Poor tools and poor product design is also waste. High quality product than is necessary is also waste.Unnecessary Movement – Any waste motion by employees. This is interesting in Indian context. Walking is also waste.
Employees will deliberately work slowly in front of Managers and Supervisors. They did not share with the management the best way of doing things and improvements. First the employee’s will be taken in to confidence, they will suitable rewarded for the improvements. A “fair days work” should be followed by “The fair days pay”. Many management has forgotten the “fair days pay”. That is the basic problem.How come a Japanese will be 5 times more productivity than an Indian. Is Japanese is having 5 times more muscle power than the Indians? Is Japanese are 5 times faster than the Indians? Is the time is running slowly for the Japanese. The answer is NO. We were wasting our energy somewhere.
Cut Cost. When ever the company plan to cut cost. They first cut the expenditure. Then they cut the work force. It looks logic. But this bad idea. Because the top management don’t have any good idea.
If you visit a boat race and see which boat to win. There are two set of persons sitting on each side of the boat. All the boat men has to put the rod in to the water at the same time and push the boat. Every boat men has to push with same power. Then only the boat will reach the destination smoothly and you can win the race. If some one want to show that he is working hard and put more power on rowing the boat. The boat will take different direction and takes longer time to reach the destination. We have done nothing. It is “law of nature’. If any department is producing more, that means it is pulling others. It is better all of them moving at the same speed. It is better all of them to be tortoise.
In Indian organization, this means, I wish to say in a “polite word”. The organization dynamics has to be stopped. The organization politics, push, and pull has to be stopped.
# 3. Even in Taylor’s Management principles, the management will remember the “the fair day’s work” and forget about the “fair day’s pay” concept.
For example, take a two wheeler, 40 kms – 60 kms is the fuel efficient range. A machine has a “set production capacity”. A machine have a set volume at which the production capacity is cheapest. Take a two wheeler, there is fuel efficiency speed limit. If you cross the speed, it will consume more petrol. For example, take a press, the set production capacity is 1000 pieces per hour. But the press has to produce 1200 pieces per hour, would the cost will be less ?Mass Production is cheap. So, you produced 15,000 pieces, and you are able to sell only 10,000 pieces. 5000 pieces you have store in a wear house. Transportation cost, labor cost, and wear house cost will add up. When inventories goes up and when number of inventories added. The worst thing will happen. The company will go for computerization. All types of software will be installed and reports will be generated every week. Inventory management will be put in place.
You have to cut the fat to stay fit, don’t cut the muscles.
List your work in the organization and identify which is adding value to the customers.
# 1. Seiri means sort through the items and throwing out what you don’t need. Keep only what is needed. Throw out means literally throw waste from the factory. # 2. Seiton means make a place for every tools. Place the tools in the respective places. Most important is after you used the tools, without forget, keep the tools in the respective place immediately.# 3. Seisou means cleaning. The goal is not to make it clean in the sense that it is colourful and pretty. But clean as in “sanitary”. This what is really needed. Even with sisou you need to sweep away the chips and dust in a machine shop.# 4. Seiketsu means “clean” in Japanese. But this clean is different from Seisou “cleaning”. Seiketsu is in the sense, improve the “work environment” and people feel good in working there.# 5. Discipline is maintain the 4S above.
One piece flow is an ideal example of, if the company have one piece of order. The process will move on quickly from one to the next process quickly and the customer will get the product at the shortest possible time. It is the ultimate flexibility of the work place. It is the efficiency and flexibility of the work place. Second benefit is each product will be a quality product.
# 1. If the organization thinks, the customers are not waiting for our product. Then the organization can go for mass production. If you have customers waiting for the product and the organization wants to serve the customers as they receive the orders, the TPS is the best method.
The Lean structure will tear down the organizational barriers. There will no Machining dept, welding dept and drilling dept. It is all only cells or work group. It consists of all the person from machining, welding and drilling dept. and placed next to each other as the sequence of the work goes.
Any body who visits Japanese shop floor, will see the shop floor is very very clean. Many of them will surprise, whether work is going on in the floor. Japanese take the pride in keeping the shop floor sparkling clean. In Japan cleaning is the responsibility of the workers. Of course, cleaning and sweeping people will be their.
Experiments : 10 candles burning experiments. Do it in batch process. Do it in One piece process. The end customers are eight people only.
All process are separated. If one stops functioning or takes lot of time for changeover or person is sick or equipment is breakdown, It will not affect other process. The other process keep on working. Because you have lot of inventories. The inventories get you in to the bad habit of not confronting the problems immediately. If you don’t confront your problems, you don’t improve.
For example, if the customers are buying Toyota cars one cars per second, then the Toyota car company has to produce one car per second. Then only it can meet the customers demand. This is Takt time. Takt time is important to calculate the “man power requirement” also.The formula for Man Power requirement = “Total time required to make a product” divided by “Takt Time”. For example it takes 24 hours to make one car. The customers are buying 2 cars per hour. Then 24 divided by 2 is 12. This means 12 person is needed to make 2 cars within 24 hours.
The product are scrutinize by the cool headed customers closely. If the price is high, the customer will not buy the product. If the price is low company will make money. In this environment, the only way to make the money is to drive down the cost. When we talk about cost, finance people involved, They bring their misconception about cost, it is cheaper to set up and run a batch of 10,000 pieces rather than 1,000 pieces on a press. They think it is not a misconception and they are correct. Since maths works out.
# 1. If you implement TPS in any organization, the work force will be rationalized. The excess workers may be removed to streamline the process. But the workers should be taken into confidence that , they will not be sent home. This is very important. Your finance Department people should co-operate.# 1. The workers should be enlightened before, the working process of the organization after the implementation of TPS. # 3. Do not increase the number of working days. It is also mistake. First the work improvement and second the equipment improvement should be considered. The work improvement should alone contribute half or one third of cost reduction. Next the equipment improvement or automation has to be considered. Do not reverse the process. If the company, First invest on equipment improvement. It will increase the cost and not reduce.
Filling up Petrol is a pull system.
For example, if a press in a car manufacturing plant, presses out one steel panels in one second and if the change over time is 60 seconds, you cannot use one piece flow. You become unproductive. Scheduled and level out work load for the day and start the pressing. Raw Materials are not inventories. It is common sense to buy raw materials when the price is cheap and keep it. But when the problems will start is, if the workers donot have any work to do and take the raw materials from the warehouse and start processing. This is real waste.
# 2. If assembly line need the spares at 1.00 PM on the assembly lime. It is alright if the spares arrived at the assembly line by 12.00 AM. This only means the parts should arrive the line 1.00PM by latest. Arriving very early is also not good.
Rule # 1. This process change the flow in the organization upside-down. To practice this rule, the top management must change its way of thinking and make a commitment to reverse the conventional flow.Rule # 2. it is very very important rule. It has greater implications. If the “later process” withdraws unevenly in terms of “No. of times” and quantity. The earlier process must have the manpower and equipment to accommodates its request. If the fluctuation in quantity is very high, it becomes a heavy burden. To make the matter worse, your external vendors are also connected in TPS, their production scheduled will be in disarray. To avoid this occurrence of such negative cycle, the company must lower the peak and raise the valley in production as much as possible so that the flow is smooth. This is called “Production leveling” or “level out work load” or “HEIJUNKA”. Ideally, leveling should result in zero fluctuation. But this very difficult.Rule # 3. kanban moves along with the needed goods. This kanban slip in plastic bag will become the work order for each process.
# 2. Only Automation is not enough. If the automation don’t have human thinking. Now , the present machines are high performing machine. If there is a small deviation, with in no time, it will produce 1000s of defective parts. There should be a built-in-system in the machine, if the machine runs abnormally, the machine should be stopped automatically. If there is any quality problems. The machine has to stop immediately.# 3. An operator is not needed if the machine functions normally, Only when the machine stops because of abnormal and quality problems, an operator has to attend. So one operator can manage multiple machines. Reduce the number of operators and increase efficiency. In Toyota Motors, workers has the power to stop the machine, when there is problem.
The difference between our system and TPS is, we are allowed to stop the machine. We have the wrong conception. If the machine runs fully that is the skill of the workers. We will even run more than 100% capacity. If the wear and tear of the machine is 10 years, because of over utilization, the machine will be out in 5 years. Because of the over running, think of the electricity cost. # 1. Although the production line is capable of running 100%. You need not run, it is Ok.# 2. By continually surfacing problems and fixing then as they occur at the source, you can eliminate waste and productivity increases. The cost of fixing quality problems at the later stage is higher.
# 1. Go to the place, where the actual production is taking place. Don’t sit in the room and give ideas and instructions. Don’t see the computer screens and read statistical data’s and interpret. It is absolutely a wrong approach.
The company has to produce “what the customer wants” and “when they want”, is the lean solutions. Unfortunately, customers and the orders are not predictable. The actual orders may vary significantly from week to week and month to month. If you want to “build product as it is ordered” you may be building huge quantities one week, paying overtime, stressing your people and equipment. This is against the principles of TPS. If the orders are light next week, your workers have little to do and your equipment will be underutilized. The company also will not know how much to order from your suppliers. So, you have to stockpile the maximum possible amount of each item the customer might possible order. This is not lean. It is impossible to run lean operation this way.A strict build-to-order model creates piles of inventories and problems with the inventories.
# 1. Many organization will understand the kanban wrongly. Without Heijunka, Kanban will not work. The operation will crash land like an Aeroplan. If the ‘later process’ send withdrawn kanban, unevenly, it put lot burden on the ‘earlier process’. Built to order is not the solution. The best way is leveling out the production scheduled.# 3. Muri and Mura is also important to make the lean to work. MURI is pushing a person or a machine beyond natural limited. Overburdening people will result in safety and quality problems. Over burdening the machine cause breakdowns and defects.# 4. MURA – Unevenness results from the irregular production scheduled.
# 1. Fredrick Taylor, father of scientific management, studied every second of workers task and trying to squeeze every extra bit of productivity out of the labor force. Always remember “a fair days of work” must be meet with “the fair days of pay”. Open and honest worker who shared their work practice with the Industrial Engineers would quickly find their job standards raised and they would soon be working harder for “no extra money”. So the workers withheld techniques and labor saving devices they invented and hid them. The workers deliberately worked slower when the Industrial engineers doing their study, so standards were set low. After sometimes, the Industrial Engineers got the best way to do it. This increased efficiency and productivity and changed the job description and responsibilities.
# 1. You ask any quality control people, how to make “zero defect product”. The answer is always “Through standardize work”. When ever a defect is discovered, the first question asked is “was standard work followed ?”. The leader ask the worker to go through the “standard work process” and watch for any deviation. Standard work followed and still the defect occurs, then the standard need to be modified.
# 1. The idea is to think. Think even the better methods of ‘doing the things’ or better methods of using the equipments. Improves the working standard through small, gradual improvements and innovation methods. Moreover it means, continuing improvements in personal life, home life, social life and work life.# 2. Don’t misinterpret “challenge everything” Don’t challenge your boss and management physically. Challenge the way the work is don’t. Mostly, the ideas has to come from the workers, or the person who is actually doing the work. Good ideas will come from the workers who is well paied and well treated.The workers should have the eyes and mind to observe the work, analysis then only improvement is possible. In Japan, if a worker gives an idea, the supervisor will actually try it. If it works, the management will reward the worker. The management will also make fine modifications and improvements. But in reality, there will be lot ideas and the worker try hard to preserved the management to try and implement their ideas. In order to balance this, the management will also give prizes those who come forward to withdraw their ideas.
Kaizen is every body’s business. Kaizen improvements involves everyone – top management, mangers and workers
# 1. The first step in Kaizen is manual work kaizen. Do kaizen to the manual work first. Manual work kaizen is the most important because as a result of manual work kaizen, you will learn many things about the improvements and changes in your work and in your equipment.# 2. When the latest machine is installed before your skill is improved. It is waste of money. The machine will end up running you. The person who do not have the skill to do kaizen will say, “This machine will do the work of five people with one or two people. Our efficiency will improve if we buy it. The calculation will show that the investment will pay off”. And so they want to buy more and more machine. This is a problem.
# 1. There are type of people will say, “Unless you buy us that machine, there is no point in doing kaizen”. Remember, what ever best machine, you give to this to them, they will not do any improvements. You install a latest machine in your work place or robots and think, ”This is convenient. It does my work”. You sit back and enjoy. Then this is not the way of using the robots effectively. It is important to do kaizen on the robots as soon as it is installed. It may be , you have to change the work method.# 2. In manufacturing, you have steps such as do this at process # 1 and then this at process # 2.
