Toyota Production System & Dual Kanban System
Irfan Kazi & Naresh S
Toyota Production System Toyota production system was developed & promoted by TMC. The main purpose of TPS is to eliminate waste through continuous improvement activities. Profit through cost reduction Elimination of over production Quality control , Quality assurance , Respect for humanity
oyo a ro uc on System
Increase of capital turnover ratio
Cost Reduction
Elimination of Waste
Continuous flow of Production
Just-in time production
Production methods
Information system
•Small lot size •Short setup time •Multifunctional worker •Job finishing within cycle time
Kanban
Jidoka
Control by teamwork
Automatic stop device
Goal of TPS Why? “Cost “Cost Reduction Reduction Is Is the the Goal” There are two ways to increase Goal” efficiency: 1) increase production quantity or 2) reduce the number of workers—Taiichi In the short Ohno.
term, you may need to
Over time, lower costs, higher quality, and faster development & production times will increase sales.
•Reduce people at all levels in the organizat ion Manufactur ing as a Competitiv e Weapon
Cost vs. Vitality & Growth
As you reduce costs, you create options: Lower prices, which often lead to higher market share
More R & D
Growth through acquisitions or diversification Higher investment in training and equipment Greater profitability, which rewards shareholders, including employees
Options give the company the means to survive on its own terms, even in slow economic times, and grow as the economy recovers Back
Main Features of TPS
Greater Product Variety
Fast Response (Flexibility)
“Stable” Production Schedules
Supply Chain Integration
Demand Management
Elements of TPS
The SMED Program.
Highlight Problems (Jidoka).
Gradual Elimination of Waste. Continuous Improvement (Kaizen), Root-Cause Analysis (5-whys?) and Fool-proofing (Poka-Yoke).
Cross-Trained Workers.
Just-In-Time Production.
Stable Production Schedules (Heijunka)
A Lean Paradox Reducing Reducingcosts costsmeans meansreducing reducingpeople, people,but butififyou you eliminate improvement , you eliminatepeople peopleas asaaresult resultof of improvement, improvement, improvem ent, youwill will get no more get noToyota more improvement. improvement. improvemen t. The Production System clearly reveals excess manpower… •Resolve how to maintain mutual trust while reducing people
Management’s Management’s responsibility is to identify excess manpower and utilize it effectively. Hiring people when business is good and production high just to lay them off is a bad practice. On the other hand, eliminating wasteful and meaningless jobs enhances the value of work for
the TPS All Allactivities activitiesmust mustsupport supportthe thegoal goalof of““shortening shorteningthe the time it takes to convert customer orders into time it takes to convert customer orders into deliveries ToyotaMotor MotorCorporation, Corporation,1992 1992 deliveries.”.”Toyota
Develop A Lean Strategy •Create a sense of urgency • Throughout the enterprise, sell lean/TPS as the solution •Hire a sensei & retain design talent •Establish targets •Resolve how to maintain mutual trust while reducing people •Give preliminary thought to supplier issues •Consider the competitive
Design The Manufactur ing System •Identify the customer base and product range •Identify takt time & its •range Apply flexible designs to •Apply create the axiomatic basic factory design systemto create the basic factory system •Eliminate non-essential infrastructure and layers above the
Establish Establish Flow Flow Within •Form Within cells Cells Cells based on takt takt time •Define standard work content for each operation to be < takt time •Separate worker from machine ( jidoka) jidoka) •Develop quick setups & standard WIP (SMED)
Establish Establish Pull Pull Between Between •Design an Cells Cells information system to produce only the products required by the downstream cells •Incorporate takt time to drive flows •Institute leveled production (heijunka) heijunka) •Use visual
Strive For Perfection •Institute kaizen & institutionalize 5Ss throughout organization • Transfer ownership of all processes to work force •Push lean down to suppliers •Integrate product development •Reduce people Manufact at all levels in uring as a the Competiti organization ve
Toyota Production System Best Quality - Lowest Cost - Shortest Lead Time - Best Safety - High Morale
through shortening the production flow by eliminating waste Just-In-Time “Right part, right amount, right time”
• Takt time planning • Continuous flow • Pull system • Quick changeover • Integrated logistics
People & Teamwork • Selection • Common Goals
• Rigid decision making • Cross-trained
Continuous Improvement Waste Reduction • Gemba Kaizen • 5 Why’s
• Eyes for Waste • Problem Solving
Leveled Production ( Heijunka) Stable and Standardized Processes Visual Management Toyota Way Philosophy
Jidoka (In-station quality) “Make Problems Visible”
• Automatic stops • Andon • Person-machine separation • Error proofing • In-station quality control • Solve root cause of problems (5 Why?)
DUAL KANBAN SYSTEM
KANBAN IS THE MAIN TOOL FOR OPERATING ON JUST IN TIME
Kanban System The pull The pull system means that materials are drawn or sent for by the users of the material as needed. [Monden] The Kanban system is an information system that harmoniously controls the production of the necessary products in the necessary quantities at the necessary time in every process of a factory and also among companies, which is known as the JIT production. production. [Monden] A Kanban is a tool to achieve JIT production. It is simply a card which is usually put in a rectangular vinyl envelope. [Monden]
Types Of Kanbans
1.
2.
3.
4.
5.
Kanbans are classified as follows
Primary Kanban : travels from one stage to another among main manufacturing cells- “withdrawal Kanban”(conveyor kanban), “production Kanban” Supply Kanban: travels from a warehouse or storage facility to a manufacturing facility Procurement Kanban: travels from outside of a company to the receiving area Subcontract Kanban : travels between subcontracting units Auxiliary Kanban : the form of an express Kanban, emergency e mergency Kanban, or a
Operations Principles
Level production (balance (balance the schedule) Avoid complex information and hierarchical control systems on a factory floor Do not withdraw parts without a kanban Withdraw only the parts needed at each stage Do not send defective parts to the succeeding stages Produce the exact quantity of parts withdrawn
Kanban Functions The key objective of a Kanban system: 1. To deliver the material just-in-time to the manufacturing workstations 2. To pass pass infor informa mati tion on to to the the preceding stage as to what and how much to produce Following functions 1. Visibility Function : the information and material flow are combined together 2. Production Function : indicates the time, quantity, and part types to be produced 3. Inventory Function : # of Kanbans = # of
Basic Kanban Rules Rule 1: Move a Kanban only when the lot it represents is consumed. Rule 2: No withdrawal of parts without a Kanban is allowed. Rule 3: The number of parts issued to the subsequent process must be the exact number specified by the Kanban. Rule 4: A Kanban should always be attached to the physical parts. Rule 5: The preceding process should always produce parts in the quantities quantities with drawn by by the subsequent process. Rule 6: Defective parts should never be conveyed to the subsequent process.
Dual Kanban System
Each kanban is physically attached to a
Dual Kanbans P
X X X X X
Process A
W
X X
P
X X
Process B
X
W
Container with withdrawal kanban
Flow of work
P
Container with production kanban
Flow of kanban
Inbound Stockpoint
Outbound Stockpoint
Dual Kanban System Move Card
Production Card
Move Cards
Production Cards
Move Cards
Production Cards
Determining Number Of Kanbans average de mand mand durin durin g le lead ad time tim e + safe safety ty st ock ock No. No. of kanba kanba ns = container size dL + S N= C
Where N = number of kanbans or containers d = average demand over some time period L = lead time t ime to produce parts S = safety stock C = container size
KANBAN SAMPLE LINE SIDE ADDRESS FOR PARTS STORAGE. BASED ON THIS ADDRESS, THE PARTS
COLOUR GIVEN FOR
NAME OF SUPPLIER FROM
ARE DELIVERED TO THE
EACH PROCESS LINE
WHERE THE PARTS WILL BE
USAGE AREA.
FOR EASY DELIVERY OF PARTS FROM PC ZONE TO LINE.
PARTS DESTINATION
SUPPLIER TG KIRLOSKAR
TKM
SUPPLIER CODE FOR EASY SUPPLIER
T004-A
KEY CODE CODE :1234567890
PROCESS CODE : ASSEMBLY
LOCATION CODE : T2R-2
IDENTIFICATION
PARTS USAGE PROCESS NAME
GLOVE COMPARTMENT
PART NAME
PART NUMBER
QTY/BOX 10
MINIMUM ORDER LOT
PACKING CODE :
55581- 0B010- 00
516
PARTS RECEIPT AREA.
SEQ NO. 1
Dock 01
WE HAVE TWO RECEIPT AREAS – DOCK 01 AND DOCK 02.
PB10123
PARTS PACKING STYLE
PART ID NO. THIS NUMBER IS USED INSTEAD OF 10 DIGIT PART NUMBER FOR EASY IDENTIFICATION AMONG PRODUCTION,
Conclusion Toyota production production system has been b een created c reated from actual practices in the factories of Toyota, it has a strong strong feature of emphasising practical effects, and actual practice and implication over theoretical theoretical analysis. This system can play a great role in the task of improving the constituents of the companies world-wide especially those of the automobile industry.
Bibliography www.icaen.uiowa.edu/ie166/Private/Lecture/ch8Kanban.pdf www.ie.bilkent.edu.tr/akturk/ie561/gokhan2 www.toyota.co.jp Yasuhiro Monden, Toyota Production System, 2nd edition, IEM Press, Georgia, 1991 Vollmann, Berry, Whybark, Manufacturing Planning & Control System, 4th edition, Irwin McGraw-Hill, 1997
Thank You
