- When a vehicle order is received, a production instruction must be issued to the beginning of the vehicle production line as soon as possible.
- The assembly line must be stocked with required number of all needed parts so that any type of ordered vehicle can be assembled.
- The assembly line must replace the parts used by retrieving the same number of parts from the parts-producing process (the preceding process).
- The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process.
Tuesday, February 4, 2014
Toyota Production System – Automation with human touch
Toyota Production System (TPS) is based on the principle of “complete elimination of all waste” in a pursuit of the most efficient methods. Toyota Motor Corporation's vehicle production system is a way of "making things" that is sometimes referred to as a "lean manufacturing system" or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide. This blog aims to discuss the TPS briefly and what factors go into making the system so revered.
TPS has been evolved naturally over the period of five decades of Toyota’s manufacturing experience. It is based on many years of continuous improvements, with the objective of "making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible."
The Toyota Production System (TPS) was established based on two concepts: The first is called "jidoka" (which can be loosely translated as "automation with a human touch") which means that when a problem occurs, the equipment stops immediately, preventing defective products from being produced; The second is the concept of "Just-in-Time," in which each process produces only what is needed by the next process in a continuous flow.
The concepts of just-in-time (JIT) and jidoka both have their roots in the prewar period. Sakichi Toyoda, founder of the Toyota group of companies, invented the concept of jidoka in the early 20th Century by incorporating a device on his automatic looms that would stop the loom from operating whenever a thread broke. This enabled great improvements in quality and freed people to do more value creating work than simply monitoring machines for quality. Eventually, this simple concept found its way into every machine, every production line, and every Toyota operation.
Based on the basic philosophies of jidoka and Just-in-Time, the TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
Jidoka means that a machine safely stops when the normal processing is completed. It also means that, should a quality / equipment problem arise, the machine detects the problem on its own and stops, preventing defective products from being produced. As a result, only products satisfying quality standards will be passed on to the following processes on the production line.
Since a machine automatically stops when processing is completed or when a problem arises and is communicated via the "andon" (problem display board), operators can confidently continue performing work at another machine, as well as easily identify the problem's cause to prevent its recurrence. This means that each operator can be in charge of many machines, resulting in higher productivity, while continuous improvements lead to greater processing capacity.
Just-in-Time: In order to deliver a vehicle ordered by a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following:
How do you think are the processes of the TPS and the processes followed by the Dabbawalla’s of Mumbai similar and different?