Toyota Production System has a system or process design component and system and process improvement component. The Jidoka pillar of TPS describes these activities. The other pillar JIT deals with quantities of material flowing in the system. JIT is a small batch quantity production system.
Seven flows are important in process design and process improvement.
They are:
The flow of raw material
The flow of work-in-process
The flow of finished goods
The flow of operators
The flow of machines
The flow of information
The flow of engineering
Industrial engineers must first observe each of these flows to gain full understanding. Based on observation, they have to take notes and sketch out the seven flows.
https://www.reliableplant.com/Read/19651/underst-implement-7-flows-of-manufacturing
OCTOBER 21, 2007 BY MARK
The Seventh Flow - The flow of engineering
http://theleanthinker.com/2007/10/21/the-seventh-flow/
Understand and implement the 7 flows of manufacturing.
Published on February 5, 2016
https://www.linkedin.com/pulse/understand-implement-7-flows-manufacturing-graham-chick/
Nakao-san and Shingijutsu-Kaizen
August 4, 2014 by Bob Emiliani
https://bobemiliani.com/nakao-san-and-shingijutsu-kaizen/
A kaizen method like no other!
Shingijutsu-Kaizen: The Art of Discovery and Learning describes how, for more than three decades, Kaizen consultants from Shingijutsu USA Corporation have been helping manufacturing and service organizations improve processes by teaching people the methods and tools of flow production.
https://bobemiliani.com/book/shingijutsu-kaizen/
http://www.shingijutsuusa.com/
Chihiro Nakao - Taiichi Ohno’s best student from outside of Toyota proper.
The Most Dangerous Idea in the World
By Jon Miller • Published: June 22nd, 2015
https://blog.gembaacademy.com/2015/06/22/the-most-dangerous-idea-in-the-world/
Nakao was in charge of development activities in a supplier company.
https://books.google.co.in/books?id=cNs_CQAAQBAJ&pg=PA13#v=onepage&q&f=false
Improving Flow - Lee Candy
Document or Map the process - Process Chart, Value Stream Map
Identify and log all problems the process owners/managers/engineers/operators experience
Identify all waste in the current process
Develop ideas for improvement opportunities
Do engineering of improvement ideas
Develop Process Chart or Map of the Revised Process
Develop an action plan to install the revised process
Actively monitor the new processes put into place to assure improvement expected.
Create performance measures for control in the operations
https://online.kettering.edu/news/2016/07/07/understanding-principle-flow-lean-manufacturing
A Toyota Leader on Misunderstandings About the Toyota Production System
By Mark Graban On Apr 24, 2019
It's a talk given by Nampachi Hayashi at the “Building on Success 2018 Conference.”
Mr. Hayashi says the name “should have been TPS = Toyota Process Development System.”
Built-in quality and improved flow leading to lower cost… as a result. Cost reduction isn't the primary lever that's pulled (as we see attempted in so many Western companies, including hospitals)… it's a result. Simple cost-cutting might not lead to better quality and flow (it's often quite the opposite that happens). But better flow and better quality always leads to lower cost, in my experience. Productivity is also a forward activity. It focuses on fully utilizing the machine and man to do a job with less resources. This it results in lower cost.
Thank you for sharing this.
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