11 June Birthday of Kiichiro Toyoda (1894)
Toyota has a special place in Industrial Engineering. The Japanese contribution to industrial engineering reached its peak in Toyota Motors. Toyota became the company to be studied for application of modern industrial engineering. Industrial engineering further developed in Japan after the development of the discipline in USA.
From Textiles to Automobiles: Mechanical and Organizational Innovation in the Toyoda Enterprises, 1895-1933
William Mass and Andrew Robertson
Business and Economic History
Vol. 25, No. 2, Selected papers presented at the forty-second annual meeting of the Business History Conference (Winter 1996), pp. 1-37 (37 pages)
Published By: Cambridge University Press
https://www.jstor.org/stable/23702999
Inventions and Innovations in Looms and Productivity and Quality Improvement by Sakichi Toyoda.
Sakichi Toyoda invented numerous wooden devices to automate weaving, including the first wooden hand loom, patented in 1890, and devices for reeling and winding yarn (1894). In 1893 he opened a factory and sales outlet for his looms. The first major commercial success was his invention of a narrow wooden power loom (1896). With technical improvements, within a few years one weaver could operate up to three steam-powered looms concurrently, tripling efficiency while improving textile quality. He invented the circular loom in 1906, and in 1924 he patented a remarkable automatic loom with non-stop shuttle change motion, and the ability to replenish thread supplies without even slowing its weaving speed. In 1926, Toyoda established the Toyoda Automatic Loom Works (now Toyota Industries Corporation). In 1929 the Corporation licensed its Type-G loom for use by Platt Brothers & Co.
The Inventions and Ideas of Sakichi Toyoda - The Birth of Jidoka.
Features in the machine that that stop the machine if there is possibility of defects. When the machine stops, operator can come and correct.
So what is jidoka - An improvement in machine or process that reduces manual intervention and thus enhances productivity of human effort. It is increase in machines that a man can operate or control. Japanese production systems have less man power for the same capacity.
Toyota Style Industrial Engineering
Taiichi Ohno on Industrial Engineering - Toyota Style Industrial Engineering
https://nraoiekc.blogspot.com/2013/11/taiichi-ohno-on-industrial-engineering.html
Quotes from Above.
"The world owes a great deal to Mr. Taiichi Ohno. He has shown us how to manufacture more efficiently, reduce costs, produce greater quality, and also take an important look at how we as people work in a factory." - Norman Bodek, Publishers foreword, Taiichi Ohno, Toyota Production System: Beyond Large Scale Production.
50 Years of TPS Manual by Toyota Motors - 1973 to 2023
https://www.linkedin.com/pulse/1973-toyota-production-system-manual-pdf-draft-whole-available-mark/
This was cited in Sugimori's paper.
1977 paper on TPS by Sugimori
Toyota style Industrial Engineering - Ohno
"We have eliminated waste by examining available resources, rearranging machines, improving machining processes, installing autonomous systems, improving tools, analyzing transportation methods and optimizing the materials at hand for manufacturing. High production efficiency has also been maintained by preventing the recurrence of defective products, operational mistakes, and accidents, and by incorporating workers' ideas." Taiichi Ohno (P. 21)
Source: Taiichi Ohno, Toyota Production System: Beyond Large Scale Production, pp. 21-22.
IE is not a partial technology improvement discipline but it is a total manufacturing technology improvement discipline reaching the whole organization. Toyota production system utilizes Toyota-style IE.
Toyota style industrial engineering is mokeru or profit-making industrial engineerng (MIE). Unless IE results in cost reductions and profit increases, I (Taiichi Ohno) think it is meaningless.
A former head of the American Steel Workers' Union defined IE's function as that of entering a plant to improve methods and procedures and to reduce costs.
"IE is the use of techniques and systems to improve the method of manufacturing. In scope it ranges from work simplifications to large-scale capital investment plans"
IE aims at improving work methods in the plant or in a particular work activity. An industrial engineer studies systematic approaches to improvements.
Definition of IE according to Society for Advancement of Management (Successor to Taylor Society)
Industrial engineering applies engineering knowledge and techniques for the study, improvement, planning and implementation of the following:
1. Method and system
2. Qualitative and quantitative planning and various standards including the various procedures in the organization of work.
3. Measuring actual results under the standards and taking suitable actions.
This is all done to exercise better management with special consideration for employee welfare, and it does not restrict business to lowering the cost of improved products and services.
Ohno said he included various definitions as each is good description. But he indicated that implementing IE effectively is not easy.
Ohno made a wish that IE as used in Toyota will be superior to the IE used in American Business.
Ohno Reinforces and Repeats Taylor
Toyota Industrial Engineering - More Detail
Shigeo Shingo - The Japanese Industrial Engineer - Contribution to Industrial Engineering
http://nraoiekc.blogspot.com/2012/03/shigeo-shingo-japanese-industrial_20.html
Toyota production system was developed by managers of Toyota with major contribution from Taiichi Ohno by implementing waste elimination methods advocated by industrial engineering. Taiichi Ohno specially applauds industrial engineering as profit making engineering for Toyota. Shingo builds up on the Ohno's explanation of TPS by clearly bringing out the role of industrial engineering in the development of TPS in his book.
Summary of Shigeo Shingo's Book - A Study of the Toyota Production System - Industrial Engineering
Toyota Production System Industrial Engineering (TPS IE) Part 1
Shigeo Shingo had written that management consultants were not allowed to disclose any confidential or proprietary information. Taiichi Ohno authored two books describing Toyota Production System (TPS). That allowed Shigeo Shingo, to use the published material as the basis to explain industrial engineering principles behind TPS.
Shigeo had as his objectives in writing the book:
1. Explaining the principles of the Toyota Production System based on Industrial Engineering Theory.
2. Explanation of the system of practicing these principles.
3. Description of the practical application of the methods following these principles.
Chapter 1 Introduction
Production is a network of processes and operations.
Process – transforming material into product is accomplished through a series of operations.
Process – flow of material in time and space.
Process analysis examines the flow of material or product.
In an operation a transformation occurs.
Process analysis questions whether that transformation is required.
Operation Analysis
Operation analysis examines the work performed on products by workers, machines and tools.
Process analysis, operation analysis, motion study and time study form part of methods efficiency engineering.
Process analysis and operation analysis are engineering activities specific to each branch of engineering.
http://nraoiekc.blogspot.in/2012/04/method-study-methods-efficiency.html
Shingo wrote "When we look at operations, we see the work performed to accomplish the transformation of the material - the interaction and flow of equipment and operators in time and space."
Chapter 2 Improving Process
Improve process before improving individual operations.Process is flow of material through operations.
Process Chart - Gilbreth
Processing operationInspection operation
Transport operation
Storage operation – Temporary, Permanent (Delay operation)
Process Improvement
Process can be improved in two ways.
The first improves the product itself through design efficiency engineering (value engineering, design for manufacture, design for assembly, and design optimization techniques).
The second improves manufacturing method through methods efficiency engineering, motion studies and production optimization and variability reduction methods.
ECR Method of Process Improvement
Eliminate the operation – sometimes it is found to be not necessary or sometimes it is due to improvement of earlier operation.Combine operations with earlier one or latter one.
Rearrange the sequence of operations
Processing Operations Analysis
Examples in the bookManufacturing operations can be improved by alternatives related to proper melting or forging temperatures, cutting speeds or tool selection.
Examples related to vacuum molding, plating and plastic resin drying are given in the book.
Eliminating Flashing in Castings (Die)
Flashing in die castings occurs due to escape of air.
Removing the air in mould with a vacuum pump eliminated flashing.
Removing Foam in High-Speed Plating
Spraying or showering the surface to be painted resulted in a 75% reduction.
Drying Plastic Resin
Letting the resin dry a little at a time by allowing it to float to the surface resulted in a 75% reduction of electric power consumption.
Analysis of Inspection Operations
Shingo said normal inspection is judgment inspection.It separates good and defective items.
Rework done on defective items if possible
Informative inspection asks for process improvement.
It is like medical examination that leads to treatment.
Statistical Process Control
SPC is sampling based informative inspection.
But Shingo says even it is not sufficient to assure zero defects.
To assure zero defects we need to inspect every item but at low cost per item.
Shingo’s Suggestions
Informative Inspections
Self Inspection
Successive Inspection
Enhanced Self Inspection – Inspection enhanced with devices - poka-yoke
Example 2.4 – Vacuum Cleaner Packing
Cleaner along with attachments and leaflets to be packed.
When a leaflet is taken from the pile, a limit switch is operated.
When attachments are taken from the container, a limit switch is operated.
Then only, the full package is allowed to be sealed.
Principle
The purpose of inspection is prevention of the defect.
Quality can be assured when it is built in at the process and when inspection provides immediate and accurate feedback at the source to prevent the defective item to go further.
Self Inspection
It provides the most immediate feedback to the operator.
He can improve the process and also rework on the item.
Disadvantage inherent.
There is potential for lack of objectivity.
He may accept items that ought to be rejected.
Successive Inspection
The operator inspects the item for any defect in the previous operation before processing it.
Shingo says, when this was introduced defects dropped to 0.016% in Moriguchi Electric Company in television production
Inspection enhanced by Poka Yoke
Human operation and inspection can still make errors unintentionally.
Poka Yoke will take care of such errors.
Ex: Left and right covers are to be made from similar components with a hole in different places.
The press was fitted with a poka yoke which does right cover pressing only when the hole is in proper place.
Source Inspection
This is answering the question: What is the source of the defect in the process/operation?
Two types proposed.
Vertical
Horizontal
Source Inspection – Vertical, Horizontal
Vertical source inspection traces problems back through the process flow to identify and control conditions external to the operation that affect quality.
Horizontal source inspection identifies and controls conditions within an operation that affect quality.
Poka-yoke Inspection Methods
Poka-yoke achieves 100% inspection through mechanical or physical control.
Poka-yoke can either be used as a control or a warning.
As a control it stops the process so the problem can be corrected.
As a warning, a buzzer or flashing lamp alerts the worker to a problem that is occurring.
Three types of control poka-yoke
Contact method - identify defects by whether or not contact is established between the device and some feature of the product's shape or dimension
Fixed value method - determines whether a given number of movements have been made
Motion step method - determines whether the established steps or motions of a procedure are followed
Choosing/Designing Poka Yoke
First decide stage of inspection – Self or Successive
Second – Type of regulation
Control or warning.
Third decide Error Sensing type – Contact, fixed number or motion step
Analysis of Transport Operations
Transport within the plant is a cost that does not add value.Hence real improvement of the process eliminates the transport function as much as possible.
This involves improving the layout of process.
Ex – 7. Transport Improvement
Tokai Iron Works – process layout - presses, bending machines, embossing
Layout Change: Flow based layout.
A 60 cm wide belt conveyor with ten presses on either side.
WIP reduced. Production time shortened. Delays disappeared.
200% increase in productivity.
Principle
Only after opportunities for layout improvement have been exhausted should the unavoidable transport work that remains be improved through mechanization.
Eliminating - Storage Operations (Delay)
Process Delay – Permanent storage – Whole lot is waiting
Lot Delays – Temporary storage – One item is being processed. Other items in the lot waiting.
Another classification is storage on the factory floor and storage in a controlled store.
Eliminating - Storage Operations (Delay)
There are three types of accumulations between processes:
E storage - resulting from unbalanced flow between processes (engineering)
C storage - buffer or cushion stock to avoid delay in subsequent processes due to machine breakdowns or rejects (control)
S storage - safety stock; overproduction beyond what is required for current control purposes
Eliminating E-Storage
E-storage is due to engineering/planning/design of the production-distribution systemThis can be eliminated through leveling quantities, which refers to balancing flow between high and low capacity processes and synchronization.
Leveling would mean running high-capacity machines at less than 100% capacity, in order to match flow with lower capacity machines that are already running at 100% on short interval basis.
At Toyota, the quantity to be produced is determined solely by order requirements (Takt time).
Principle
Presence of high capacity machines should not be used to justify large lot processing and resulting inventory.
Process capacity should serve customer requirements/production requirements and should not determine them
synchronization.
The lots especially one piece lot is processed without delay in a flow.
It is efficient production scheduling that ensures that once quantities are leveled (output is matched), inventories do not pile at any stage due to scheduling conflicts.
Synchronize the entire process flow.
Eliminating C storage - Cushion
Cushion stocks compensate for:machine breakdowns,
defective products,
downtime for tool and die changes and
sudden changes in production scheduling.
Eliminate Cushion Storage
Prevent machine breakdowns:
Determining the cause of machine failure at the time it occurs, even if it means shutting down the line temporarily.
Total Productive Maintenance movement.
Eliminate Cushion Storage
Zero Defect Movement.
Total quality management.
Use better inspection processes:
Self Inspection.
Successive Inspection.
Enhancement to inspection through Poka Yoke
Eliminate Cushion Storage
Eliminate Lengthy setups and tool changes
Implement SMED to eliminate long set-up times and tool changes
Running smaller batch sizes to allow for quick changes in production plans
Eliminate Cushion Storage
Absorb Change in Production Plan
Running smaller batch sizes allows for quick changes in production plans without disturbing flow production to significant extent.
Eliminating Safety (S) storage
Safety stock is kept not to take care of any predicted problem but to provide additional securityIt may guard against delivery delays, scheduling errors, indefinite production schedules, etc.
Ex. 10 Delivery to stores
In example 2.10 Shingo mentions a company wherein vendors supply to store and from store components are supplied to assembly line.
Shingo suggested that vendors should directly supply the day’s requirements to assembly floor and in case of any problem, components in the store can be used.
Less Need for Safety Stock Observed
That practice led to the observation that very less safety stock is needed in the store.
Shingo recommends keeping a small controlled stock that is only used when the daily or hourly scheduled delivery fails or falls behind.
In case of unexpected defects also it can be used.
The safety stock can then be replenished when the scheduled materials arrive, but the supply of materials due for the process go directly to the line, rather than normally going into storage first.
This is the essence of the just-in-time supply method.
Eliminating lot delays
While lots are processed, the entire lot, except for the one piece being processed, is in storage (is idle).
The greatest reduction in production time can be achieved when transport lot sizes are reduced to just one; the piece that was just worked on.
SMED
Using SMED (single-minute exchange of dies), set up time is decreased so large lot sizes are no longer necessary to achieve machine operating efficiencies.
SMED facilitates one item lot sizes.
Layout Improvement - Flow
Transportation changes can be accomplished through flow layout and using gravity feed Chutes which result in shorter production cycles and decreases in transport man-hours.
Reducing Cycle Time
Generally, semi-processed parts are held between processes 80% of the time in a production cycle time.
It quantity leveling is used and synchronization of flow is created, the cycle time can be reduced by 80%.
By shifting to small lot sizes will further reduce cycle time.
TPS – Reduction of Delays or Storage
Methods of reducing production time delays (JIT) is the foundation of Toyota Production System.
It clearly brings down production cycle time and thereby offers small order to delivery time.
Process Improvements in Toyota
Mixed model small lot production was attempted in Toyota to compete with American manufacturers.
First, inefficiencies in processing operations, inspection operations and transport operations were removed.
Then storage operations were attacked and inventories eliminated.
Toyota surpassed American manufacturers.
Now TPS is promoted as Lean System
Chapter 2 End
Ch. 3 Improving Operations
Operation may be classified as follows:Set up operations - preparation
Principal operations - performance
Margin allowances - machine breaks
Personal allowances - worker breaks
Improving Setup
SMED
Improving principal operations
The easiest way to improve principal operations is to separate the worker from the machine.
Reduce involvement of man in machine running and production.
This involves the "one worker, many process" theory.
One worker attends 5-6 machines,
The principle is that cost reduction is more important than high machine operating rates.
Machines should not unnecessarily function and produce excess inventory.
But the operable time of the machine should be high.
Whenever needed machine must be ready for production.
Autonomation
Machine detects problem and stops.
Workers correct the problem.
The next step is to make the machine correct the problem
Improving margin allowances
Main operations are automated by marginal activities like removing chips, feeding materials and stocking products are still done by hand by men.They also need to be automated.
Lubrication: Consider automatic lubrication, use of oil impregnated metals etc.
Cutting oil – Consider automatic oiling or cutting without oil.
Chip removal – Consider powdering chips or automatic lubrication and chip removal.
Workshop allowances
Automate the following:Automate feeding for materials.
Automate product storage.
By adopting the SMED system, Toyota achieved dramatic reductions in setup time and inventory cost.
Adding multi-machine handling and autonomation further increased productivity.
Remaining Chapters
Chapter 4 Conclusions of Developing Non-Stock Production
The principal feature of the TPS is eliminating the total cost associated with inventory - the total of inventory carrying cost, setup or order cost and shortage cost. Hence, TPS is described as stockless or non-stock system.
Stock occur due to two reasons:
Naturally Occurrence:
Stock accumulates because of
* Incorrect market demand forecasts
* Overproduction just to be on the safe side due to likely defects
* Lot production (Batch production)
* Due technological and capacity constraints in certain processes. Heat treatment in three shifts but doing further operations in one shift.
Stock that get accumulated due to inefficiencies in the production system
* Production cycle being longer than order-to-delivery cycle.
* Stock produced in advance to take care of extra demand in the future
*Stock produced to compensate for delays in inspection and transport
* Stock produced to compensate for machine breakdowns
*Stock maintained as buffer between machines to take care of defectives
*Stock generated as per calculation of economic batch quantity to take care of high setup or order cost.
Stock reduction was carried out rationally in Toyota production system.
Three strategies can be pursued to approach the idea of non-stock production.
* Reduce the production cycle
* Eliminate the breakdowns - do preventive maintenance to make the machine available all the time for production (Total productive maintenance)
*Eliminate defect - zero defects through process improvement - detect the reasons for defects and remove
them from the process.
* Reduce setup times and reduce batch quantity to single piece.
Stock
Chapter 5 The Principles of the Toyota Production System
The Toyota Production System is 80 percent waste elimination (Industrial Engineering), 15 percent production system and only 5 percent kanban communication.
Some Commonly Used Terms in TPS
Waste of Overproduction
There are two types of overproduction:
* Making more than required quantity for a delivery period.
* Making a product before it is needed.
Many systems are happy to produce an item before its delivery date and feel comfortable. But Toyota system does not want both types of overproduction.
Just-in-time
JIT also means just-on-time. An item should be made available when it is required not before or after the required time.
Separation of Worker from the Machine
The whole productivity movement of Toyota was based on the fact that per worker production of cars in America was 10 times that of Toyota company. Toyota wanted to improve their productivity and therefore concentrated on reducing the time spent by a worker on the machine. Machines must work without the assistance of the worker as much as possible. Jidoka or autonomation is the name given to this activity. Along with JIT or stockless production, separation of worker from the machine forms the two pillars of Toyota Production System.
Low Utilization Rates
Toyota's machine-output ratio is two to three times that of similar companies. This could be due to flow production systems or due to planned extra machine capacity to take care of extra demand. But one must always remember that Toyota's main goal is cost reduction and every decision in Toyota is subjected to engineering economic evaluation.
Multi-machine Handling
In 1955, 700 workers were handling 3500 machines. Hence sometimes machines are idle because worker is busy with other machines and cannot load the machines. Toyota permits machine idle times but it does not permit man idle time. The reason is that a machine costs $500 per month but a man costs twice or thrice more.
Equipment Planning and Low Operating Rates
As low operating rate is expected, Toyota buys less expensive machines. But it improves the machines to suit its requirements continuously. Because in normal times machines have excess capacity or low operating rates, peak demand can be handled by hiring temporary workers.
Perform Operation and Remove the Defective Part
Whenever a problem appears, Toyota insists on proper diagnosis of the root cause and demands that an operation is done to remove the replace the defective part of the process. It is not content with the temporary cure of rework on the defective workpiece.
Fundamentals of Toyota Production System
Adopting a Non-Cost Principle
Elimination of Waste
Eliminating waste through fundamental process improvements
Processing purpose evaluation and rationalization
Inspection purpose evaluation and rationalization
Transport purpose evaluation and rationalization
Delay reason evaluation and rationalization
Storage purpose evaluation and rationalization
Eliminating waste through fundamental operation improvement
Setup improvement
Auxiliary improvement
Job allowance improvement
Workshop allowance improvement
Improving processing and essential operations
Ask the "five W's and one H" and "Why?" Five Times
What - What is being produced - Is it required - Value engineering
Who - Men, machines, tools and jigs used for the production
When - Time - Production planning also comes here.
Where - Space (Layout)
Why - rational for the use of everything used in production. Because it provides opportunities for improvement.
How - The methods - motion used by man, speed and feeds used by machines
At Toyota specially, 5 Whys are used to identify root causes for defects and appearance of problems.
Mass Production and Large Lot Production are not same
Mass production is beneficial. Large lot production has extra cost. It can be reduced with SMED.
Order-based Production
Characteristics of Order-based Production
To take care of fluctuations in the orders, Toyota sets basic productions capacity at minimum demand level and handles increases through overtime and the use of excess machine capacity and temporary workers.
Overtime: There are four hour breaks between the two shifts and overtime can be given in either shift as needed.
Excess capacity: During the minimum load, many workers manage ten machines but up to 50% capacity only. As demand increases, temporary workers are hired and machines can work at 100% capacity. But machine work has to be simplified and standardized so that temporary workers can be trained in three days and they operate the machines.
Strong Market Research
Toyota does spend on market research to know market requirements. Twice in a year 60,000 people are surveyed. Five or six additional surveys are done in a year.
Production Planning
Long term planning is done.
Annual planning is done.
Monthly planning is done.
Daily planning is done. Daily planning based on actual orders. The actual orders are informed to the first stage of assembly section and they draw the components as required from component supply stages.
Toyota's Supermarket System
In the supermarket system of Toyota, stocking is triggered by actual demand for the components for a daily requirement.
Differences between Ford and Toyota Systems
Large lot versus small lot production
Mixed model assembly in Toyota system
More consistent one piece flow in Toyota system
Chapter 6 Mechanics of the Toyota Production System
Improving the Process - Schedule control and Just-in-Time
Toyota makes efforts and reduces production cycle.
Seven Principles for Shortening the Production Cycle
Reduce process delays
Reduce lot delays
Reducing production time
Employ layout, line forming, and the full work control system
Synchronize operations and absorb deviations
Establishing tact time
Ensure product flow between processes
Adopting SMED
Elimination of Defects
Inspection to prevent defects must be practiced.
100% inspection must be adopted.
Poka-Yoke has to be used as a means for zero defects.
Eliminating Machine Breakdowns
It is also process improvement in TPS. Workers are asked to stop a machine if there is some trouble. Supervisors are given training and are urged to try to keep machines running. When a trouble appears, a visual indication is given and all try to take care of the problem. Preventing recurrence is the motto of TPS.
Chapter 7 Mechanics of the TPS
Improving Process - Leveling and the Nagara SystemWhat is Leveling?
Leveling is a method of balancing load and capacity in a way different from the traditional way.
For example if load on car assembly plant is 300,000 sets of model A, 600,000 sets of model B and 900,000 units of model C and capacity is 1,800,000 units, the traditional solution is to make 300,000 sets of model A and 300,000 sets of model B in the first 10 days, 300,000 sets of model B and 300,000 sets of model c and in the next 10 days, and 600,000 units of model C in the last 10 days. The load is balanced at the month level, but it gives rise to inventories of various models and even shortages of some models.
But Toyota followed a different way because it has as its aim prevention and reduction of over production. In the first 10 days, production of 100,000 units of model A, 200,000 units of model B and 300,000 units of model C are produced. We can see now that inventory will come down. It the 10 day planning/production period can be further reduced, all models are produced in much smaller periods the over production can further be reduced. Toyota uses this approaches and reduces the planning period in which all models are made further and further. This is called "mixed production" and on assembly line it is called "mixed model assembly."
Segmented Production
Making production plans for half a month(H), ten days (T), week (W) and Day (D) are segmented production plans.
Mixed Production and Tact Time
Toyota combines product A with 30 Seconds and product B with 25 seconds and specifies 55 seconds as tact time for A+B.
Nagara System
The nagara system facilitates one piece flow by laying out machines in the sequence of operations by transcending the earlier shop divisions and training and facilitating operators to operate multiple unrelated machines in sequence.
Smooth production flow, ideally one piece at a time, characterized by synchronization (balancing) of production processes and maximum use of available time; includes overlapping of operations where practical. A nagara production system is one in which seemingly unrelated tasks can be produced simultaneously by the same operator.
Nagara is multi-machine handling in a process or flow system. The operator works with two or more different machines.
The example given in the body refers to a spot welding operation, followed by a press operation and then a welding operation that attached the pressed part to a body.
Chapter 8 Mechanics of the TPS
Improving Operations
Operations concern the flow of equipment and operators in time and space. Improvements in operations have long been emphasized in the Toyota Production system.
Components of Operations
1. Preparation and after-adjustment
2. Principal operations
3. Marginal allowances
Preparation and After-Adjustment
Reduce them through SMED
Margin Allowances
Personal allowances - For fatigue and personal needs
Non-personal allowances -
Operational allowances: Oiling, clearing away chips etc.
Workplace related: parts arriving late and machine breakdowns
Standard Operation and Standard Operation Sheets
Standard operation implies optimization of work conditions by analyzing
What is produced
Who - persons, machines, tools,and jigs
How - Method - machine speeds and feeds, man's movements
Where - Layout of the equipment and man - Work Station Design
When - Standard time, and Schedule
Present
There has to be a standard operation sheet by the side of the machine using which new workers are trained.
Future:
The Toyota system demands that all work is done within standard time and supervisor is charged with the responsibility. He has to train the worker. Also supervisor is responsible for improvements.
Types of Standard Operating Charts
Capacity charts by part
Standard task combination
Task manual
Task instruction manual
Standard operating sheet
The topic of standard operations is discussed in more detail in
Standard Operation and Standard Operation Sheets in Toyota Production System
Improving Methods of Operation
The operation, which is a man-machine combination can be improved through:1. Improvements in human motions
2. Improvement in machine movements - increasing machine cutting speeds, reducing time through simultaneous cutting on multiaxis machines, and using multiple turret heads to shorten tool replacements.
3. Mechanizing human motions.
Improving human motions
Motion study can be used to reduce the operation time or the operator time. Motion study improves the movements or motions made by the operator and also improves the arrangement of materials and tools. 5S movement of Japanese industry is basically the offshoot of principles of motion economy.
Items must be arranged neatly, they must be easily accessible and they must be uniformly aligned.
Improvements in Machine Movements
Examples include raising output by increasing machine cutting speeds, reducing time through simultaneous cutting on multi-axis machines, and using multiple turret heads to shorten tool replacement time. This could involve using faster cutting processes like milling in the place of slower process like shaping.
Mechanizing Human Motions
In Toyota, first the human motions are optimized and then mechanization is attempted. Whenever mechanization is thought of its economics are thoroughly investigated. Toyota insists on kaizen - good change.
Machine Layout and Worker Efficiency
Workers are stationed with in a U layout so that they can easily help one another in case of need. Toyota encourages workers to assist each other in case of need or necessity. It discourages island mentality. The system requires each worker to learn the operations performed at the two processes adjacent to his or her own and help the others when needed.
Multiple Machine Handling Operations
In 1955 itself, Toyota operated 3,500 machines with only 700 workers. So one worker operates five machines on an average. In recent years (1981), Toyota managers started advocating multi-process handling. In multiple machine handling, the worker may handling the same type of machines. But in multi-process handling, the worker will handling multiple machines in accordance with the flow of operations or process. The capability of multi-process handling by a worker improves the flow of the process and also improves productivity.
Shingo's Summary of the Toyota Production System - The Last Section of Chapter 8
Basic Features of the TPS
# Cost Reduction through Industrial Engineering methods (elimination of waste)
# Emphasis on non stock production - elimination of overproduction
# Emphasis on labor cost reduction through elimination of waste motions and use of minimal permanent manpower.
# Use of SMED to have low set up times and realize small lot production. Ideal: One piece flow.
# Use order based production
# Follow the rule quantity produced must be quantity ordered.
Process Features of TPS
# Active use of value engineering to optimize the design itself.
# Make effective use of division of labor in design of process
# Using Nagara system
# Inspection - depend on self inspection, successive inspection and poka-yoke
# Transportation - Use flow lay out through out the production system.
# Delay - All operations must have equal times as far as possible. Avoid process delay.
- Lots must be small - Avoid lot delay
Operation Features of TPS
# Use of SMED and its advanced and automated form one touch setups
# Use autonomatic machines as much as possible rationally (based on engineering economic analysis)
# Use nagara system (machines laid out in flow and operators handling multiple machines in the flow line.
# Autonomate material loading and unloading
# Encourage cooperative work and eliminate isolated person mentality. Operators have to help the upstream or downstream colleagues as needed and as possible.
# Actively pursue minimum manpower deployment in the production system.
Toyota production system brought two revolutionary changes in the production system thinking and practice.
First one is the thinking that market should pay cost plus profit. Toyota changed it to market expansion through cost reduction and price reduction achieved through identifying and eliminating waste from the product and production system design and operation.
Second, the traditional thinking was mass production in large lot based on forecasted demand and keeping inventories. Toyota changed it to small lot production based on no inventory and actual orders.
Based on the above two changes, Shingo concludes that Toyota Production System represents a revolution in production philosophy.
Chapter 9 The Evolution of the Kanban System
Kanban and Railway Tablet System
Ohno discussed the introduction of Kanban system with Shingo. Shingo remembered the tablet system in railways which is exchanged between the driver of the train and the station master. Until the tablet is put into a track switches, the station master cannot allow another train to get into the track segment. Similarly the station master removes the tablet from the next segment of the track and gives it to the driver. The driver cannot move from the station unless he was given the tablet. May be there is a system that will allow the tablet to be removed only when the earlier train completed its journey in the track segment. Shingo felt Kanban system was similar to it.
Then Shingo brings into discussion the order point formula.
Order point is equal to consumption during lead time plus the safety stock.The batch quantity has to be more than the order point. Reduction in set up time allows the reduction in batch quantity and any reduction in production lead time results in reduction of order point. Thus each improvement in set up time can reduce batch quantity and resulting lead time reduction can reduce order point. Similarly, by attacking root causes that create the need for safety stocks like appearance of defects, machine breakdowns, worker absenteeism, material shortages can reduce safety stocks. Thus measures can be taken to reduce inventories in the system.
Supermarkets and the Kanban System
1. Consumers choose goods of their choice and take the items to the cash counter.
2. The store personnel restock, what has been removed by customers.
Using Kanban for communication is similar to the super market system.
Kanban meaning "Sign" in Japanese language has the three functions.
1. Identification tag - indicates what the product is.
2. Job instruction tag - indicates what is to be made, quantity and time
3. Transfer instruction tag - indicates where the item is to be delivered.
Kanban is also treated as a signal to make a pallet load of parts. Hence the number of kanbans or pallet loads permitted as work in process inventory is an important number.
Number of kanbans or pallet loads permitted as WIP (N) =
[Maximum stock permitted = Batch quantity + safety stock]/Capacity of one pallet (n)
In Toyota system, there are efforts to reduce WIP continuously to zero.
To make the lot size one and WIP zero various steps like implementing SMED, Minimum transport layouts, zero defect and zero breakdown programs etc. are necessary.
Regulatory Function of Kanban
Giving production instructions at the final assembly line allows the kanban system to make transmit the information on new car models (model required by the customers) automatically and easily to upstream processes.
Chapter 10. Elimination of the Seven Kinds of Waste
1. Processing
Value analysis and engineering needs to be made. Also purpose analysis needs to be done.
2. The waste of making defective products
Poka-yoke needs to be used to prevent defects. Self inspection and successive inspection are to be promoted.
3. Transport
Improve the layout and reduce the need for transport.
4. Delay
Use small lot sizes and minimize delay for the jobs. Allot multiple machines to workers such that there is no waiting time for them. If needed machines can be idle.
5. Inventory
Use SMED and one piece flow and reduce production cycles.
6. Wasted Motions
Do motion studies
7. Overproduction
Reduce production for inventory rationally. Use SMED and decrease lot sizes. Improve informative inspection and avoid defects. Maintain machines such that there are no breakdowns and machines are available production all the time. Produce just-in-time for stockless production.Kanban Rules
1. A process withdraws parts from the preceding process as per Kanban instructions and removes the Kanban from the pallet and leave the kanban there.
2. The earlier process makes parts in the quantities and order specified in the kanban that they pick up from the storage bin.
3. Nothing is transported and nothing is made without kanban.
4. Kanban always accompanies the parts themselves (identification tag must always be present.
5. Every part placed on a pallet must be of acceptable quality.
6. Efforts are to be made to reduce WIP by reducing kanbans over time.
Extending the System to Parts Suppliers
Toyota did not order suppliers to supply on JIT basis. It implemented JIT in its plants over a period of 20 years and then helped suppliers to implement it over a period of 10 years. Suppliers did not suffer because of the change but benefited through increased profits.
TPS and MRP
Shingo said MRP is not committed to the fundamental improvements like SMED, Zero defects and Zero breakdowns like TPS.
Shingo gave the opinion that companies may use MRP after doing fundamental improvement to the system as done by Toyota.
Chapter 11 - The Future Course of the Toyota Production System
Shingo says people say Just on Time is better tern than Just in Time. But the JIT has become a popular term.
Shingo mentions some steps that companies can take to get orders early and thus increase order to delivery period.
* Solicit advance orders from previous users based on life expectancy of the purchased item.
* In the case of car, approach persons learning to drive.
* Approach people who are getting their building licenses or permissions
* Contact printing presses who prepare wedding invitations, find out the bride and bridegroom and propose various household appliances.
The above things point out to events that precede actual demand and action by sales people can give larger order-to-delivery period.
Of course, actions to reduce production cycle has to go on.
Companies have to move from SMED to One-Touch Setups
No-touch methods
Shingo points out that manufacture can be done in sets, so that one component is made after another component without the operator touching the machine. It means that even change of component is automated.
The Development of a Comprehensive Flow System
TPS presently uses supermarket system. Can it be eliminated and the entire system be made a flow system?
Extending mixed production to machine shop, presswork, welding, forging and casting.
Kanban System Developments
Shingo says he foresees further reduction in Kanbans between processes means less WIP.
Second,. Shingo says the Kanbans can go to further upstream processes instead of the preceding process and thus helping in cutting WIP further.
Developing low cost machines and implementing multi-process handling
It needs to be extended to all the production system.
Extending to Supplier Plants
Efforts will be made to spread the TPS to the entire supply chain.
Chapter 12 - Introducing Toyota Production System
Introducing and Implementing the Toyota Production System - Shigeo ShingoChapter 13. The Toyota Production System in Summary
1. The Minus-Cost Principle
2. Non-Stock (JIT) - The First Cornerstone of Waste Elimination
3. Toward Flow Operation
4. Shortening Setup Changeover Times
5. The Elimination of Breakdowns and Defects
6. Fusing Leveling and Non-Stock Production
7. Toward Comprehensive Integrated Flow Operations
8. Labor Cost Reduction (Autonomation): The Second Cornerstone of Waste Elimination
9. From Mechanization to Autonomation
10. Maintaining and Developing Standard Operations
11. Toward a Kanban System
Chapter 14 Afterword
A thesis will have antithesis in dialectics.
There can be a compromise between the two to satisfy both the groups at a point in time.
But Shingo says, the proponents of thesis can try sublation.
What is sublation?
In it's basic meaning, it stands for raising something, from a lower place to a higher place. Hegel, the famous proponent of dialectics, uses meaning and advocates the need to take the original thesis to a higher level, by preserving what is good in it and improving the disadvantages indicated by the antithesis.
Shingo gives the example that non-stock required deliveries from suppliers every two hours. The opposing argument pointed out that truck efficiency of the supplier or from the supplier end will go down drastically and will result in increased cost. This disadvantage assumes that one truck will carry the load of one supplier. The sublated solution was that a truck was going to various suppliers and collecting material from them. So trucks were loaded to capacity and trucking cost was not allowed to go up. Thus a higher-level plan involving a totally new method - frequent mixed load deliveries emerged.
The disadvantage of smaller lot sizes was tackled by reduction of set up cost through SMED.
The sublation approach is used in many problems in Toyota.
The primary features of the Toyota production are:
1. Elimination of waste based on the belief that a company's only legitimate source of profits is cost reduction.
2. Satisfy demand through order based non-cost production.
The TPS has been compared to squeezing water from a towel thought to be dry. Many people settle for placing that towel under sun to dry further. But there are some people who squeeze the towel further and bring out some more water. Similarly there are many who eliminate waste that everyone recognizes as waste. Certain problems are allowed to exist in companies are necessary evils and people have become hostage to them. But in TPS, such problems are understood with detailed observation supported by deep thinking and problem solving goes back to basic issues from which designs emerge to make revolutionary improvements.
Anyone undertaking the study of the Toyota production system comes face to face with SMED concept. Shingo said, "It is developed by me." SMED is now a theory and technique. It is now employed in hundreds of Japanese companies.
TPS is not entirely different from ordinary production management systems. But has unique concepts and special techniques to implement them. It would be dangerous to take any of the techniques of TPS and implement it in a hurry. This will lead to problems. Shingo himself gave a plan to implement the techniques in a sequence. One should not rush in to implementation of techniques. The objective is cost reduction and as long as the objective is being achieved, there is no need to rush into techniques. The importance is to be given achieve cost reduction in a continuous way and the next priority is schedule of implementing the next technique.
Industrial Engineering - Foundation of Toyota Production System
https://nraoiekc.blogspot.com/2014/02/industrial-engineering-foundation-of.html
New
Under development
Toyota Motors - Industrial Engineering - Result Toyota Production System - Taiichi Ohno Books
https://nraoiekc.blogspot.com/2025/05/toyota-motors-industrial-engineering.html
Japanese Contribution to Industrial Engineering and Production Improvement.
Yoichi Ueno - Japanese Leader in Efficiency - Productivity Movement.
https://nraoiekc.blogspot.com/2016/06/yoichi-ueno-japanese-leader-in.html
Modern Approaches to Manufacturing Improvement: The Shingo System - Book Information
http://nraoiekc.blogspot.com/2013/12/modern-approaches-to-manufacturing.html
5S System - Work Place Design and Upkeep (Industrial Engineering)
https://nraoiekc.blogspot.com/2012/02/5s-system-work-place-design-industrial.html
Pull: A Way Forward for Supply Chains – Guest Post by John Shook
May 11, 2021
https://www.allaboutlean.com/pull-a-way-forward-john-shook/
Toyota JIT doesn’t mean zero inventory.
Toyota takes a strategic approach to inventory planning. Operationally this stands on three legs: strategically sized inventories in the right locations to act as a buffer to meet changing demands, safety stock that factors in the risk of disruption, and a nuanced view of lead times.
What Really Makes Toyota’s Production System Resilient by Willy C. Shih - HBR 2022
https://hbr.org/2022/11/what-really-makes-toyotas-production-system-resilient
Many articles on Toyota Production System
TOYOTA Production System & TQC
Makoto KAMIO
1995 Volume 2 Issue 1 Pages 3-14
Published: 1995
Released on J-STAGE: November 14, 2011
DOIhttps://doi.org/10.14846/seisankanri1995.2.3
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The Structure of Toyota Production System
Takemi Kunisa
1995 Volume 2 Issue 1 Pages 15-23
Published: 1995
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The Method Of Information Management In Toyota Prodction System
Hirotugu Fujita
1995 Volume 2 Issue 1 Pages 24-31
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.24
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Management Technologies for TOYOTA Production System
Zenjiro SAWADA
1995 Volume 2 Issue 1 Pages 32-37
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.32
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MAZDA'S ODER ENTRY SYSTEM
SUSUMU KATO
1995 Volume 2 Issue 1 Pages 38-44
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On The Concurrent Engineering
Senji Suzuki
1995 Volume 2 Issue 1 Pages 45-51
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Trend and Outlook of The ISO9000 Series
Youichirou Moribe, Takemi Kunisa
1995 Volume 2 Issue 1 Pages 52-57
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.52
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Toyota production system and elimination of Muda
Masayori Kato
1995 Volume 2 Issue 1 Pages 58-63
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DOIhttps://doi.org/10.14846/seisankanri1995.2.58
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TOYOTA Production System and Shorten of Lead Time
Sadao OKADA
1995 Volume 2 Issue 1 Pages 64-70
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DOIhttps://doi.org/10.14846/seisankanri1995.2.64
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Line and Layout of TOYOTA Production Method
HARUO FUJII
1995 Volume 2 Issue 1 Pages 71-75
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.71
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Development System of Ability and Skill For TOYOTA Production System
Shozo Motono
1995 Volume 2 Issue 1 Pages 76-83
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.76
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A study on cost charging for collaborative use of computer resorce
Hideaki Izumi, Kazuo Oka
1995 Volume 2 Issue 1 Pages 84-91
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.84
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The scope of international collaboration manufacturing systems
Masaru NAKAJIMA
1995 Volume 2 Issue 1 Pages 92-94
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.92
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Fool Proof in TOYOTA Production System
Haruki Inoue
1995 Volume 2 Issue 1 Pages 95-102
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.95
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The Concepts and Techniques of TOYOTA Production System
Ichiro Majima
1995 Volume 2 Issue 1 Pages 103-114
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.103
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TOYOTA Production System and NPS
Masanori Kagohashi
1995 Volume 2 Issue 1 Pages 115-119
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.115
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Toyota Style for Production And New Product Development
Katsuaki Hayashi
1995 Volume 2 Issue 1 Pages 120-132
Published: 1995
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Toyota Production System And Financial Management
Kuniaki Ueda
1995 Volume 2 Issue 1 Pages 133-138
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.133
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Cost Management In Toyota Production System
Toshihiko Kojima
1995 Volume 2 Issue 1 Pages 139-145
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.139
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TOYOTA's Purchasing Policy and Operating System
based on “Competition and Cooperation” in long term
Kenji ITOH
1995 Volume 2 Issue 1 Pages 146-154
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.146
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The Ergonomic Roles for JIT Implementation
Yoshio T. Ikeda
1995 Volume 2 Issue 1 Pages 155-160
Published: 1995
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ISO 9000's MAP
Hiroshi Hoshino, Masanori Kagohashi, Zenjiro Sawada
1995 Volume 2 Issue 1 Pages 161-164
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.161
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Mangement Trends of Taiwan Small Businesses
on the manufacturing industry in Takao City
[in Japanese]
1995 Volume 2 Issue 1 Pages 165-172
Published: 1995
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DOIhttps://doi.org/10.14846/seisankanri1995.2.165
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Toyota Production System and Autonomous Defect Control
MASATO KOBAYASHI
1995 Volume 2 Issue 1 Pages 173-176
Published: 1995
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Edited and published by Japan Society for Production Management
Production services Japan Society for Production Management
https://www.jstage.jst.go.jp/browse/seisankanri/2/1/_contents/-char/en
June Birthdays of Management Scholars
1
2 - Albert S. Humphrey (1926)
3
4
5 - John Maynard Keynes (1883), Reinhilde Veugelers (1963)
6
7
8 - Morris H. Degroot (1931), Rudi Dornbusch (1942)
9
10 - Donald W. Davis (1921)
11 - Kiichiro Toyoda (1894)
12
13
14 - Jason Saul (1969)
15 - Herbert A. Simon (1915)
16 - William Sharpe (1934)
17
18 - Franco Modigliani (1918), Philip Crosby (1926)
19
20 - John Tschohl (1947)
21
22
23 - Kevin Lane Keller (1956)
24
25
26 - John Harry Dunning (1927)
27 - Howard H. Stevenson (1941)
28 - Andrew Wolk (1964)
29
30
MIT Sloan School of Management Faculty
http://en.wikipedia.org/wiki/Category:MIT_Sloan_School_of_Management_faculty
American Business Theorists
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Ud. 26.5.2025, 8.6.2023
Pub. 15.3.2023
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