Presentation1.pptx Tps

INTRODUCTION •An integrated socio-technical system •Comprises philosophy and practices. • The TPS organizes manufacturing and logistics for the automobile manufacturer • The system is a major precursor of the more generic “Lean manufacturing”(elimination of wastes) • TPS specifically and collectively calls seven wastes “Muda”

HISTORY • Created by - Sakichi Toyoda; his son, Kiichiro Toyoda; & a production engineer by the name of Taiichi Ohno. • Set up an automobile-manufacturing operation in the 1930s •Kiichiro studied Henry Ford's system • Thus was determined to adapt this system to the small production volumes of the Japanese market. • In his system, each process produced only the kinds and quantities of items that the next process in the sequence needed and only when it needed them.

TPS TERMS • Just In Time (JIT). • Jidoka (Autonomation) • Kaizen (Continuous Improvement) • Andon • Pokayoke • Muda

TPS CONCEPTS

7 PRINCIPLES OF TPS Reduce setup times : Employees at Toyota were made responsible for their own setups thus reducing the wastefulness of this process that ultimately adds to value to the customer and takes up valuable in process labor time and equipment. Small-lot production : The process of economically producing a variety of things in small quantities rather than producing things in large batches. Employee involvement and empowerment : Employee are divided into teams and even those in supervisory positions work along side other employees on the production line as part of the team.

Quality at the source : Product defects are identified and corrected as soon as they occur or at the source. Equipment maintenance : Operators of the equipment are also assigned to take care of their maintenance since these should be the individuals who know the equipment best. Pull production : The work performed at each stage of the process is dictated solely by demand for materials from the immediate next stage (also known as "Just in Time"). Supplier involvement : Suppliers are treated as partners and are also trained in the TPS methods.

5 S APPROACH •Seiri(sort) - keep only what is absolutely necessary, get rid of things that you don't need •Seiton(set in order) - create a location for everything, •Seiso(shine) - clean everything and keep it clean •Seiketsu (standardize)- implement Seiri, Seiton and Seiso plant wide •Shitsuke(sustain) - assure that everyone continues to follow the rules of 5s

TPS- LEAN 6 SIGMA TPS-Lean Six Sigma, the first holistic program that addresses not only the business needs, but the human needs as well The four fundamental elements of TPS-Lean Six Sigma Cycle: • Formulating- This phase involves the formulation of the Organizational, Project, and Personal Balanced Scorecard. • Deploying- All stakeholders participate in the business strategy by communicating and cascading the corporate scorecard to the scorecards of other business units and teams, and finally linking the team scorecard to the individual performance . • Improving- This means continuously improving both the business system processes, and the talent. The focus here is on correcting mistakes, improving existing capabilities. • Developing and Learning-The emphasis is on job-related talent management, business process learning, and to manage and use the talents within the organization effectively.

PULL SYSTEM TO AVOID OVERPRODUCTION •"Under a 'push' system, there is little opportunity for workers to gain wisdom because they just produce according to the instructions they are given. •In pull system, workers are asked to use their heads about what needs to be made and how quickly it needs to be made •T actually stands for "Thinking" as well as for "Toyota."

KANBAN SYSTEM •At Toyota, empty bin (a kanban) is send upstream after a demand instance. • It is a signal to refill it with a specific number of parts or send back a card with detailed information about the part location. • Instead of using sophisticated computer scheduling techniques, this is a simple, effective and visual system of managing and ensuring the product flow and JIT production system. • Toyota philosophy about kanban: “Kanban is an organized system of inventory and as per TPS, inventory is waste, whether it is in pull system or push system. So kanban is something you strive to get rid of.” •Toyota uses kanban to force process improvements.

ANDON SYSTEM When the equipment shuts down because of a quality problem, flags or light, usually with accompanying music, signal that help is needed to solve the problem. This signaling system is called the andon system at Toyota also called as “fixed-position line system.” When a workstation in the assembly line signals a problem, the production line is not stopped immediately. The manufacturing team has until the product moves to the next workstation to respond and address the problem, before the andon turns red and stops the assembly line.

… Andon system If the problem is small enough that can be solved in the leadtime between two workstation, 100% quality is achieved without stopping the line. If the problem is complex, the team leader can conclude that the line should stop. In TPS, the workstation detects the defects by using countermeasures and error-proofing (poka-yoke). Applications of andon system to service organizations like callcenter are obvious!

HOW CAN TPS HELP AN ORGANIZATION

•Identify and enhance customer perceived value •Decrease waste and cost in the manufacturing process •Improve product quality and on-time delivery •Develop a competitive world class manufacturing operation

CONCLUSION

In Ohno’s teaching, TPS can be related to a tale of “ the slower but consistent tortoise causes less waste and is much more desirable than the speedy hare that races ahead and then stops occasionally to doze ”

AKSHAY KASBEKAR (283085) KHUSHBU MAGIYA (283089) SHOBNA PATEL (283100) LOVE TANNA (283115)

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