W ueflnlLlon @e producLlon sysLem developed by @oyoLa MoLor CorporaLlon Lo provlde besL quallLy lowesL cosL and sorLesL lead Llme Lroug Le ellmlnaLlon of wasLe W @S ls comprlsed of Lwo plllars !usLln@lme and !ldoka (auLonomaLlon) and ls ofLen lllusLraLed wlL Le ouse sown on Le nexL sllde W @S ls malnLalned and lmproved Lroug lLeraLlons of sLandardlzed work and kalzen (conLlnuous lmprovemenL) followlng lanuoCeckAcL (uCA Cycle from ur uemlng) or Le sclenLlflc meLod Pouse of @oyoLa @oyoLa roducLlon SysLem (@S) 8elaLed @erms W Cno SysLem W MAn (MaLerlal as needed) Parley uavldson W MlS (Mlnlmum lnvenLory roducLlon SysLems) WesLlngouse W SLockless producLlon PewleLL ackard W Zero lnvenLory producLlon sysLem W Lean ManufacLurlng/roducLlon Ml@ W ALLacks wasLe AnyLlng noL addlng value Lo Le producL W lrom Le cusLomer's perspecLlve W Lxposes problems and boLLlenecks caused by varlablllLy uevlaLlon from opLlmum W Acleves sLreamllned producLlon 8y reduclng lnvenLory WaL uoes !usLln@lme uo? woste (muda" ln !apanese) ls 'anyLlng oLer Lan Le mlolmom amounL of equlpmenL maLerlals parLs space and worker's Llme wlc are absoluLely essenLlal Lo oJJ voloe Lo Le producL' Solclro @oyoda lounder @oyoLa 1995 Corel Corp. lnLroducLory CuoLaLlon IarlablllLy Cccurs 8ecause W Lmployees maclnes and suppllers produce unlLs LaL do noL conform Lo sLandards are laLe or are noL Le proper quanLlLy W Lnglneerlng drawlngs or speclflcaLlons are lnaccuraLe W roducLlon personnel Lry Lo produce before drawlngs or speclflcaLlons are compleLe W CusLomer demands are unknown Cont|nuous I|ow W roduclng and movlng one lLem aL a Llme (or a small and conslsLenL baLc of lLems) Lroug a serles of processlng sLeps as conLlnuously as posslble wlL eac sLep maklng [usL waL ls requesLed by Le nexL sLep lL ls also called Le oeplece fl sloqleplece fl ooJ moke oe mve oe ConLlnuous llow roducLlon llow wlL !l@ @radlLlonal llow CusLomers Suppllers CusLomers Suppllers roducLlon rocess (sLream of waLer) lnvenLory (sLagnanL ponds) MaLerlal (waLer ln sLream) us versus ull W us sysLem maLerlal ls pused lnLo downsLream worksLaLlons regardless of weLer resources are avallable W ull sysLem maLerlal ls pulled Lo a worksLaLlon [usL as lL ls needed W !apanese word for card ronounced 'kanban' (noL 'canban') W AuLorlzes producLlon from downsLream operaLlons 'ulls' maLerlal Lroug planL W May be a card flag verbal slgnal eLc W used ofLen wlL flxedslze conLalners Add or remove conLalners Lo cange producLlon raLe kanban W @radlLlonal lnvenLory exlsLs ln case problems arlse W !l@ ob[ecLlve LllmlnaLe lnvenLory W !l@ requlres Small loL slzes Low seLup Llme ConLalners for flxed number of parLs W !l@ lnvenLory Mlnlmum lnvenLory Lo keep sysLem runnlng lnvenLory Scrap Work |n process |nventory |eve| (h|des prob|ems) Unre||ab|e Vendors Capac|ty Imba|ances Lowerlng lnvenLory 8educes WasLe Scrap keduc|ng |nventory revea|s prob|ems so they can be so|ved Unre||ab|e Vendors Capac|ty Imba|ances WI Lowerlng lnvenLory 8educes WasLe CuallLy AL @e Source W uolng lL rlgL aL Le flrsL Llme W !ldoka allows workers Lo sLop producLlon llne W Andon llgLs slgnal quallLy problems W under capaclLy scedullng allows for plannlng problem solvlng malnLenance W Ilsual conLrol makes problems vlslble W okayoke prevenLs defecLs Pouse of @oyoLa !ldoka W Toyota Production System (TPS) is supported by two pillars: Just-in- Time and Jidoka W Jidoka Autonomation Automation with 'human intelligence. W Sakichi Toyoda, Iounder oI the Toyota group oI companies, invented the concept oI Jidoka in the early 20th Century by incorporating a device on his automatic looms that would stop the loom Irom operating whenever a thread broke. Dr. Shigeo Shingo then developed his idea Iurther. W This enabled great improvements in quality and Ireed people up to do more value creating work than simply monitoring machines Ior quality (separating people`s work and machine`s work). W Eventually, this simple concept Iound its way into every machine, every production line, and every Toyota operation. !ldoka @ecnlques W !oka-yoke (mistake or error proofing) form of device for building-in quality at each production process. %his device may take many shapes and designs. %ypical types of !okayoke are sensors, proximity switches, stencils, light guards and alignment pins. Simple circuitry is usually used to operate these electrical error proof devices as they should be of low cost and simple design. oal: Finding defects before they occur = Zero Defects Statistical Quality Control (SQC): Finding defects after they occur W 'isual management including using ndon Lamp oka?oke Lxample kalzen W Cange for beLLer conLlnuous lmprovemenL W kalzen worksop or kalzen evenL A group of kalzen acLlvlLy commonly lasLlng flve days ln wlc a Leam ldenLlfles and lmplemenLs a slgnlflcanL lmprovemenL ln a process eg creaLlng a manufacLurlng cell S Workplace organlzaLlon/Pousekeeplng W 5s: mportant part of Kaizen/Lean Manufacturing W %he S's stand for: Seiri - keep only what is absolutely necessary, get rid of things that you don't need, i.e. simplify or sort. Seiton - create a location for everything, i.e. organize or straighten. Seiso - clean everything and keep it clean, i.e. cleanliness or sweep. Seiketsu - implement Seiri, Seiton and Seiso plant wide, i.e. standardize. Shitsuke - assure that everyone continues to follow the rules of 5S, i.e. stick to it or self discipline. W 5S in the US: Sort, Straighten, Sweep, Standardize, Self Disciple W 5S + 1S (Safety) = 6S (Hytrol, etc) W 5S + 2S (Safety and Security) = 7 S (gilent %echnology that was part of Hewlett !ackard) S W 5S is simpIe to begin and gives good benefits. W Each individuaI in an organization is asked to get rid of overburdening items. W Red tag attack: A red tag attack is the strategy of a group of peopIe going through the pIant and putting red tags on everything that has not been used within the Iast 30 days. The items that peopIe feeI are necessary to "hoId on to" must be justified to their superior, or the item is taken out of the pIant! S ln a lacLory lacLory Lour @oyoLa vs oLers S ln Cfflce W 8efore S W AfLer S @e llve SLeps of Lean roducLlon/@oyoLa roducLlon SysLem lmplemenLaLlon W SLep 1 Spec|fy Va|ue ueflne value from Le perspecLlve of Le flnal cusLomer Lxpress value ln Lerms of a speclflc producL wlc meeLs Le cusLomers needs aL a speclflc prlce and aL a speclflc Llme W SLep 2 Va|ue Stream Mapp|ng ldenLlfy Le value sLream Le seL of all speclflc acLlons requlred Lo brlng a speclflc producL Lroug Le Lree crlLlcal managemenL Lasks of any buslness Le problemsolvlng Lask Le lnformaLlon managemenL Lask and Le pyslcal LransformaLlon Lask CreaLe a map of Le CurrenL SLaLe and Le luLure SLaLe of Le value sLream ldenLlfy and caLegorlze wasLe ln Le CurrenL SLaLe and ellmlnaLe lL! W SLep 3 Create Cont|nuous I|ow Make Le remalnlng sLeps ln Le value sLream flow LllmlnaLe funcLlonal barrlers and develop a producLfocused organlzaLlon LaL dramaLlcally lmproves leadLlme W SLep 4 Create u|| roduct|on LeL Le cusLomer pull producLs as needed W SLep erfect|on @ere ls no end Lo Le process of reduclng efforL Llme space cosL and mlsLakes 8eLurn Lo Le flrsL sLep and begln Le nexL lean LransformaLlon offerlng a producL wlc ls ever more nearly waL Le cusLomer wanLs Comparlson of M8 (MaLerlal 8equlremenLs lannlng) !l@ and @CC (@eory of ConsLralnLs) oad|ng of operat|ons 8atch s|zes Importance of data accuracy Speed of schedu|ed deve|opment I|ex|b|||ty Cost Goa|s |ann|ng focus roduct|on bas|s Checked by capac|ty requ|rements |ann|ng afterward Cne week or more Cr|t|ca| S|ow owest n|ghest Meet demand nave doab|e p|an Master schedu|e |an Contro||ed by kanban system Sma|| as poss|b|e Unnecessary Very fast n|ghest owest Meet demand L||m|nate waste I|na| assemb|y schedu|e Need Contro||ed by bott|eneck operat|on Var|ab|e to exp|o|t constra|nt Cr|t|ca| for bott|eneck and feeder operat|ons Iast Moderate Moderate Meet demand Max|m|ze prof|ts 8ott|eneck Need and p|an Mk II1 1CC @e ulLlmaLe lacLory revenLaLlve MalnLenance MosL malnLenance operaLlons sLlll operaLe on Le prlnclpal of if it oint broke dont fix it" 1he I|ve stages of ma|ntenance 1 No act|on unt|| equ|pment fa||s 2 kout|ne serv|ce o|| and grease 3 Inspect|on and prevent|ve repa|r 4 Lqu|pment keLng|neer|ng S red|ct|ve Ma|ntenance kanban @e essentio/ e/ements of o konbon system ore WStockpo|nt(s) WA W|thdrawa| S|gna| WImmed|ate Ieedback WIrequent kep|en|shment Scedullng MeLods