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Toyota production system. Structure and principles of building the Toyota system Toyota Production System

Since the founding of Toyota, our core principle has been to benefit society by producing high quality products and services. Doing business based on this principle has shaped the values, beliefs and practices that have enabled us to achieve competitive advantage. The combination of these working methods and value orientations of management represents the Toyota approach.

Fujio Cho, President of Toyota (The Toyota Way, 2001)

THE TOYOTA APPROACH IS MORE THAN TOOLS AND TECHNOLOGY

So, you have introduced a kanban system. (Kanban is Japanese for “tag”, “card”, “receipt” or “signal”. This is the name of a tool for managing the flow and production of products in the “pull” system adopted by Toyota.) You have connected an andon, a device for visually monitoring production zone that warns workers about defects, equipment malfunctions or other problems using light, sound and similar signals. Now your workspace looks like a Toyota factory. But gradually everything returns to normal, and work goes on again as before. You call the Toyota Production System consultant, who shakes his head in disapproval. What's the matter?

In fact, the main work of implementing lean manufacturing is just beginning. Your workers have no idea about the work culture behind TPS. They are not ready to work tirelessly to improve the system and engage in self-improvement. The Toyota Tao exists primarily thanks to people who work, communicate with each other, make decisions and develop, improving each other and themselves. If you look at successful Japanese companies that operate under a lean production system, you can immediately see how actively workers make suggestions for improvement. But Toyota's approach doesn't stop there: it encourages, supports and requires everyone to participate. The more I studied TPS and became immersed in the Toyota Way, the more I realized that it is a system that provides people with the tools to continuously improve their work. The Toyota Way is trust in people. This is a kind of culture, and not a set of techniques and methods for improving and increasing efficiency. Reducing inventory and identifying and solving hidden problems is possible only with the help of workers. If they are not responsible enough, do not understand the task at hand, and do not know how to work as a team, downtime and stockpiling will begin. Every day, engineers, skilled workers, quality specialists, suppliers, team leaders and, most importantly, operators are constantly engaged in solving problems, and this allows everyone to learn how to solve them. One Lean tool that teaches teamwork is called 5S (Sort, Organize, Clean, Standardize, Improve; see Chapter 13 for more details). We are talking about a set of measures to eliminate losses that lead to errors, defects and injuries. The most difficult component of 5S is, perhaps, the fifth - “improve” (stimulate, maintain self-discipline. - Approx. scientific editor). This point is the decisive condition for the success of the other four. Maintenance is impossible without appropriate education and training, and workers must be encouraged to comply with operating rules and improve their work methods and their workplace. The conditions for success in achieving the goals are the commitment of management to these approaches, appropriate training and production culture. Only then will maintenance and improvement become commonplace for everyone, from shop floor workers to management. This chapter provides a brief overview of the 14 principles that make up the Toyota Way. The principles are grouped into four categories:

long-term philosophy;
the right process produces the right results (this involves using a range of TPS tools);
add value to the organization by developing your employees and partners;
Constantly solving fundamental problems stimulates lifelong learning.

The second part of the book is also structured around these four categories, which together represent the four-part model of the Toyota Way presented in Chapter 1. In the next two chapters, I will show how these 14 principles worked in the creation of Lexus and Prius. If you'd like to jump ahead to a detailed look at the 14 principles, you can skip to Chapter 7 right now. However, I strongly recommend that you read what follows first.

BRIEF CHARACTERISTICS OF THE 14 PRINCIPLES OF THE TOYOTA TAO

Section I: Long-Term Philosophy

Principle 1: Make management decisions with a long-term perspective, even if this is detrimental to short-term financial goals.

Use systematic and strategic approaches when setting goals, and all operational decisions should be subordinated to this approach. Realize your place in the history of the company and try to take it to a higher level. Work on the organization, improve and rebuild it, moving towards the main goal, which is more important than making a profit. A conceptual understanding of your purpose is the foundation of all other principles.
Your main task is to create value for the consumer, society and the economy. When assessing any type of activity in a company, consider whether it solves this problem.
Be responsible. Strive to control your destiny. Believe in your strengths and abilities. Be accountable for what you do, maintain and improve the skills that allow you to produce added value.

Section II. The right process produces the right results

Principle 2: A continuous flow process helps identify problems.

Reengineer your process to create a continuous flow that effectively adds value. Minimize the amount of time unfinished work sits idle.
Create a flow of products or information and establish connections between processes and people so that any problem is identified immediately.
This flow must become part of the organizational culture, understandable to everyone. This is the key to continuous improvement and development of people.

Principle 3: Use a pull system to avoid overproduction.

Make sure that the internal consumer who accepts your work gets what he needs at the right time and in the right quantity. The basic principle: in a just-in-time system, the stock of products should be replenished only as they are consumed.
Minimize work in progress and inventory storage. Keep a small number of items in stock and replenish these stocks as customers pick them up.
Be sensitive to daily fluctuations in consumer demand, which provide more information than computer systems and charts. This will help avoid losses due to the accumulation of excess inventory.

Principle 4. Distribute the workload evenly (heijunka): work like a tortoise, not like a hare.

Eliminating waste is only one of the three conditions for lean manufacturing success. Eliminating overload of people and equipment and smoothing out uneven production schedules are equally important. This is often not understood in companies that are trying to apply lean principles.
Work to distribute the load evenly in all processes related to production and service. This is an alternative to alternating rush jobs and downtime, characteristic of mass production.

Principle 5: Make stopping production to solve problems part of the production culture when quality requires it.

Quality for the consumer determines your value proposition.
Use all available modern quality assurance methods.
Create equipment that can independently recognize problems and stop when they are identified. Develop a visual system to notify the team leader and team members that a machine or process requires their attention. Jidoka (machines with elements of human intelligence) is the foundation for “embedding” quality.
Ensure that the organization has a support system in place to quickly resolve problems and take corrective action.
The principle of stopping or slowing down the process should ensure that the required quality is obtained “the first time” and become an integral part of the company’s production culture. This will improve process productivity in the long term.

Principle 6. Standard tasks are the basis for continuous improvement and delegation of authority to employees.

Use stable, repeatable work methods to make results more predictable, improve teamwork, and produce more consistent output. This is the basis of flow and pull.
Capture the accumulated knowledge about the process, standardizing the best methods at the moment. Do not discourage creative expression aimed at raising the standard; consolidate what you have achieved with a new standard. Then the experience accumulated by one employee can be transferred to the one who replaces him.

Principle 7. Use visual inspection so that no problem goes unnoticed.

Use simple visual aids to help employees quickly identify where they are meeting the standard and where they have deviated from it.
You should not use a computer monitor if it distracts the worker from the work area.
Create simple visual control systems in your workplace that promote flow and pull.
If possible, reduce the length of reports to one sheet, even when it comes to major financial decisions.

Principle 8: Use only reliable, proven technology.

Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.
New technologies are often unreliable and difficult to standardize, jeopardizing flow. Instead of using untested technology, it is better to use a known, proven process.
Before introducing new technology and equipment, testing should be carried out under real-life conditions.
Reject or change technology that conflicts with your culture and may undermine stability, reliability, or predictability.
Still, encourage your people to keep an eye on new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested to improve flow.

Section III. Add value to the organization by developing your employees and partners

Principle 9. Develop leaders who thoroughly know their business, profess the company's philosophy and can teach it to others.

It is better to develop your own leaders than to buy them from outside the company.
A leader must not only complete the tasks assigned to him and have the skills to communicate with people. He must profess the company's philosophy and set a personal example of how to do business.
A good leader must know the day-to-day work like the back of his hand, only then can he become a true teacher of the company's philosophy.

Principle 10: Develop exceptional people and build teams that embrace the company's philosophy.

Create a strong, sustainable work culture with lasting values and beliefs that everyone shares and accepts.
Train exceptional people and teams to operate with a corporate philosophy that produces exceptional results. Work tirelessly to strengthen your production culture.
Form cross-functional teams to improve quality, productivity and flow by solving complex technical problems. Arm people with the tools to improve the company.
Relentlessly train people to work as a team towards a common goal. Everyone should learn to work in a team.

Principle 11: Respect your partners and suppliers, challenge them and help them improve.

Respect your partners and suppliers, treat them as equal participants in a common cause.
Create conditions for partners that stimulate their growth and development. Then they will understand that they are valued. Set challenging tasks for them and help them solve them.

Section IV. Constantly solving fundamental problems stimulates lifelong learning

Principle 12. To understand the situation, you need to see everything with your own eyes (genchi genbutsu).

When solving problems and improving processes, you must see what is happening with your own eyes and personally verify the data, and not theorize by listening to other people or looking at a computer monitor.
Your thoughts and reasoning should be based on data that you have verified yourself.
Even representatives of the company's senior management and department heads must see the problem with their own eyes, only then the understanding of the situation will be genuine and not superficial.

Principle 13. Make a decision slowly, based on consensus, after weighing all possible options; when implementing it, do not hesitate (nemawashi).

Do not make a definitive decision on a course of action until you have weighed all the alternatives. When you have decided where to go, follow the chosen path without delay, but be careful.
Nemawashi is a process of collaborative discussion of problems and potential solutions in which everyone participates. His task is to collect all the ideas and develop a common opinion on where to move next. Although this process takes quite a lot of time, it helps to carry out a larger search for solutions and prepare conditions for the prompt implementation of the decision made.

Principle 14: Become a learning structure through relentless self-reflection (hansei) and continuous improvement (kaizen).

Once the process has stabilized, use continuous improvement tools to identify the root causes of inefficiencies and take effective action.
Create a process that requires almost no inventory. This will help identify wastage of time and resources. When waste is obvious to everyone, it can be eliminated through continuous improvement (kaizen).
Protect the knowledge base about the organization of your company, prevent staff turnover, monitor the gradual promotion of employees and the preservation of accumulated experience.
When you complete the main stages and complete the entire work, analyze (hansei) its shortcomings and speak openly about them. Develop measures to prevent the repetition of mistakes.
Instead of reinventing the wheel when you start a new job or when a new manager comes on board, learn to standardize best practices and methods.

You can use a whole range of TPS tools, but still follow only a few selected principles of the Toyota approach. This way, you may be able to improve your performance for a while, but the results won't last long. But if a company follows all the principles of the Toyota approach when implementing TPS, it is sure to achieve sustainable competitive advantage.

When I taught a course on Lean Manufacturing, I often heard the question: “How can I apply TPS in my organization? We do not mass produce cars; we make small batches of customized products" or: "We work in the service industry, so TPS is not for us." Such reasoning suggests that people do not understand the main thing. The essence of lean manufacturing is not to copy Toyota tools designed for a specific production process. Lean manufacturing means developing principles that are specific to your organization and sticking to them, effectively creating added value for consumers and society. This way your company can become profitable and competitive. The Toyota Way principles provide the starting point. Toyota uses them not only on assembly lines for mass production. In the next chapter we will see how some of these principles are applied to the organizations that provide Toyota product development services.

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1. Toyota production system-TPS

TPS is focused on the complete elimination of losses and is based on two principles:

The “just in time” principle, when on the production line the parts necessary for assembly appear exactly at the right time and in strictly required quantities, using “kanban” information transmission tools;

The principle of autonomy (automation with an element of intelligence).

To minimize inventory of finished goods, Toyota's production system primarily focuses on order-based production. That is why a “pull” system is used, in which subsequent processes turn to previous ones in order to take the necessary products.

The production plan, which identifies the required car models, their quantity and production time, is sent to the final assembly line. The material transfer method is then reversed. To obtain components for final assembly, the final assembly line contacts the assembly line of components, indicating the strictly required name and number of components and their delivery dates. In this reverse way, the production process moves from the finished product stage to the raw material procurement department. Each link in the JIT process chain is connected and synchronized with the others.

This system works great, but in the West, it has become only the basis for the formation of a new concept - this is Lean production - a breakthrough approach to management and quality management, ensuring long-term competitiveness without significant capital investments.

By applying this system, AvtoVAZ will significantly improve its productivity and economic performance.

The essence of lean manufacturing is the elimination of activities that take time but do not create value, as well as the creation of conditions under which the remaining activities (processes) that create value are built into a continuous flow pulled out by the consumer.

Modern “Western” management methods are quite often criticized, which in most cases is the result of attempts to apply methods without knowledge of the conditions necessary for their operation, which does not provide the opportunity for both the correct choice and correct adaptation to specific conditions. This happens not only in Russia.

Main features of Lean Production.

1. The company is like a big family. You should start with building a system of relationships at Toyota, which has become a key factor in the success of the implementation of Ono’s ideas.

Let's look at an example:

Toyota needed to fire a quarter of its workers, the unions were categorically against it, and then an agreement emerged that formed the basis of employee-employer relations in many Japanese firms and made workers in many respects full members of the company, which essentially became a big family:

* Toyota lays off a quarter of workers

* The remaining employees receive a guarantee of lifetime employment with the right to use all benefits: housing, holiday homes,…

* Remuneration for work becomes constant, increases with experience, and bonuses from profits are added to it.

* The company may hope that the majority of employees will remain with it for the entire duration of work

* Employees agree to perform various jobs required by the company and contribute to the interests of the company by initiating improvements.

The employee’s salary has become part of the fixed costs, which increase over time. Therefore, it was necessary to make the most of their capabilities. That is, it was profitable to organize production in such a way as to make maximum use of the increasing experience of workers. It also made sense to invest in training so that new knowledge and skills would remain within the company.

* Of course, in Russia the lifetime employment system is not applicable, but the general idea is worthy of being taken as a basis by AvtoVAZ, since very specific positive results were obtained.

As a result, the company received employees who were quite specifically interested in the company’s success (that is, the issue of motivation was practically resolved) with a sense of security, ready to proactively look for opportunities to improve work results.

The quality of the work process and the quality of the products have become important for every employee at every stage of work.

The company became interested in expanding the range of professional knowledge and skills of its employees.

It became profitable for the company to invest money in employee training.

An opportunity has emerged to transfer some of the responsibility (rights and obligations) to lower levels.

One of the main differences: Unlike the first companies, in the Toyota company responsibility (rights and obligations) for work results extends far down the hierarchical vertical. And this, on the one hand, makes the work more intense, and on the other hand, stimulates both the development of the employee and his sense of involvement in the common cause.

Another important difference, which appeared as a result of the formation of teams and the expansion of their functions, is as follows.

It is the best team players who advance through the ranks, not the exceptional specialists in a narrow field.

Another important feature of companies in general that have taken the path of Lean Production. Attitudes towards a career in such a company must change. Main reasons:

Salary depends mainly on length of service.

A team member performs more and more functions, becomes more qualified and important to the team.

The number of management personnel is decreasing, and some of the functions of specialists are taken on by lower-level workers.

The employee is associated with the company almost for life.

In such conditions, an employee is needed and possible who is interested not in vertical growth, but in growing together with the team, in improving skills to perform increasingly complex work. The company must provide the employee with the opportunity to realize his potential.

With the introduction of Lean Production, AvtoVAZ will gain an advantage over other factories on the following points:

Introducing a mandatory line stop if the defect is not corrected.

The team itself distributes the work within the allocated stage.

Workers prepare tools and equipment themselves and are responsible for preparing the workplace (cleanliness, order, availability of what is necessary and absence of unnecessary things). That is, the need for auxiliary workers and adjusters is eliminated.

If problems arise, the team should try to independently find the source, cause of the problem and eliminate it.

A team with sufficient qualifications and experience must be fully responsible for the quality of products that leave its area of responsibility.

Thus, the status and role of grassroots workers will be significantly raised. Both the range of responsibilities and the range of rights have been expanded. Those. The problem of transfer of powers has been resolved.

In this regard, we can go directly to the 2nd principle: the process in the form of a continuous flow helps to identify problems.

2. Principle2: process in the form of a continuous flow helps to identifyproblems

Which is based on the following postulates:

* Redesign the process to create a continuous flow that effectively adds value. Minimize the amount of time unfinished work sits idle.

* Create a flow of products or information and establish connections between processes and people so that any problem is identified immediately.

* This flow must become part of the organizational culture, understandable to everyone. This is the key to continuous improvement and development of people.

Based on the above advantages of Lean Production, it can be said that the continuous production process will improve as workers improve and their work is organized.

It should be noted that initially, the development, design and manufacturing technology of a car in mass production were distributed among highly specialized specialists, who usually had little connection with each other and worked in different companies. As a result, problems arose in the configuration, mutual coordination of parts, technologies, deadlines, and quality. It was not a single process, but many separate works, little coordinated with each other, and even competing, which created barriers to the dissemination of better solutions, and simply a better understanding of problems.

The connection process began with the unification of suppliers into a single mechanism, which allowed the idea to further and combine the development and design of new products and technology design into a single process, starting with design and ending with the manufacturing technology of the finished product. In doing so, it became possible to take into account both the possibilities and the existing limitations from the very beginning. And the process itself is launched by marketing, that is, by the needs of the end buyer.

Toyota began to form teams consisting of a full range of specialists necessary to complete this complex task. Their level of training and experience had to be high, since the cost of an error increased significantly, the psychological load increased, but they also received the opportunity from the very beginning to clearly understand the essence of the tasks and the possibility of initial consistency with the work of the rest of the team members. The lack of internal competition allowed for free discussion and exchange of the best solutions. Team members might come from different suppliers in the chain, but they all worked closely together.

Currently, this idea, in my opinion, has reached its peak stage. In other words, I believe that the further development of continuous production will not lead to any global changes, but AvtoVAZ needs to learn from Toyota’s mistakes, study both the positive and negative aspects of production in order to work out bottlenecks and take measures to repair them, improvement or completely replace them with others. This applies in particular to the technology and equipment that is used in the production process, because as you know, new technologies are emerging with which you can increase productivity, minimize the cost of both time and energy,

In this regard, we can move on to consider another principle.

toyota stock lean manufacturing

3. Principle 8: Use only reliable, proven technology

Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.

New technologies are often unreliable and difficult to standardize, jeopardizing flow. Instead of using untested technology, it is better to use a known, proven process.

Before introducing new technology and equipment, testing should be carried out under real-life conditions.

Reject or change technology that conflicts with your culture and may undermine stability, reliability, or predictability.

Still, encourage your people to keep an eye on new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested to improve flow.

Add value to the organization by developing your employees and partners AvtoVAZ needs to focus its production on introducing new technologies and equipment. I believe that the technology that Toyota uses is very competent and thoughtful and our domestic automobile production needs to use the same methods as Toyota, which uses: 1) the method of leveling production by volume, known as “fine-tuning” production using the “ Kanban" is the most important condition for minimizing the loss of worker time and equipment downtime.

To avoid large variations in the quantity of parts required at all stages of production, as well as those obtained from external suppliers, it is necessary to minimize fluctuations in output on the final assembly line. Therefore, minimal quantities of each car model must come off the assembly line, realizing the ideal of piece production and delivery. In other words, different types of cars will be assembled one after another according to the daily production volume of each type. The assembly line will also receive the necessary parts in small batches from previous sections.

The most difficult problem in ensuring smooth production is setting up and retooling equipment in order to reduce production time.

2) For the trouble-free operation of the just-in-time system, 100% of products without defects must be delivered to subsequent production sites, and this flow must be continuous. Automatic quality control must be introduced.

In general, the application of lean manufacturing principles and tools will allow AvtoVAZ to achieve a significant increase in the efficiency of the enterprise’s core activities: reducing the time for design, manufacturing and delivery of new products to the market; growth in labor productivity, increase in resource turnover, reduction in the level of work in progress and inventory, reduction in production space and transportation/warehousing costs; improving the quality of products and increasing competitiveness without significant capital investments. In addition to the above advantages, the matrix-modular organization of the technological process involves the allocation in the TPS structure of functionally (or subject-wise) logically and structurally complete work centers, which are closed cells for group processing of parts and robotic complexes (in the terminology of systems engineering - actuators / control units), which operate as Autonomous modules with their own control programs and provide the ability to completely process parts in one installation.

Rapid equipment changeover is the TPS principle, which will reduce hours of die replacement to just a few minutes.

3) The SMED system will allow you to quickly respond to changes in consumer demand, reduce production cycle times by moving to small production batches, and eliminate overproduction.

The 8 main SMED system methods used to reduce changeover time for each of these functions are discussed:

Method 1 - separation of internal and external adjustment operations. It is necessary to clearly define which setup operations must be performed while the machine is stopped (internal setup, or IED), and which can be performed while the machine is running (external setup, or OED).

Method 2 - transforming internal actions into external ones.

Method 3 - standardize function, not form. Standardizing die shapes and sizes can significantly reduce setup time. However, standardizing the form requires significant costs. On the other hand, standardization of a function only requires uniformity of parts required for setup operations.

Method 4 - use of functional clamps or complete removal of fasteners.

Method 5 - use of additional devices. Some of the delays associated with internal adjustments can be eliminated by using standard fixtures. When a workpiece secured in one fixture is processed, the next workpiece is installed in the second fixture. When the processing of the first workpiece is completed, the second fixture is easily placed on the machine for processing.

Method 6 - use of parallel operations.

Method 7 - eliminating adjustments. Typically, adjustments and test runs take up 50-70% of internal setup time. Eliminating them provides amazing time savings.

Method 8 - mechanization. While replacing small cutters, fixtures, dies and fixtures is not a problem, mechanization is often essential to the efficient use of large dies, casting molds and molds. Mechanization should be considered when all efforts have been made to improve the changeover process in the ways described above.

Over the years, out of several hundred SMED improvements, the most effective for AvtoVAZ will be in:

Clear separation of internal and external adjustments;

Possibility of complete conversion of internal adjustment to external;

Elimination of adjustments;

Fastening without screws.

These methods can reduce installation time by approximately 20 times the initial time.

4) Automation - Autonomation - Pre-automation - Automation with an element of intelligence or taking into account the human factor

Automatically stopping an abnormal production process (for example, stopping a production line or machine) to prevent the production of defective products or overproduction means installing devices on the line that could prevent mass production or failure of equipment.

The word “autonomization” (“jidoka”) should be understood as the organization and autonomous control of violations of the processing process. At Toyota factories, almost all machines are equipped with automatic stops, which makes it possible to prevent defects in mass production and turn off the equipment in the event of a breakdown. The so-called “protection against careless or inept handling” is one such device that prevents defects in operation. If there is any deviation from the norm on the line, the worker stops the entire line by pressing a button. The express scoreboard in the Toyota system plays an important role of visual control. If a worker needs help to eliminate a delay in work, he turns on the yellow light on the display. If he needs to stop the line to troubleshoot a problem, he turns on the red light. Consequently, one operator can operate several machines. If machines are repaired without informing managers, then improvements will never be achieved and costs will not decrease. Stopping the machine when problems occur ensures that everyone is aware of the problem. Improvements can only be made when there is a clear understanding of the problem. For any machine, the distinction between normal and abnormal operation must be clear, and measures to prevent repeated failures must be unconditional. In an autonomous system, “visual guidance,” or “signal guidance,” helps identify production deficiencies.

In general, automation is a mechanism that will allow the AvtoVAZ plant to autonomously detect deviations in the production process.

This is one of the basic principles of the Toyota Production System - TPS. The source of the concept was the Toyota Sakiti self-propelled loom. His invention was equipped with a device that automatically stopped the machine as soon as the thread broke or ran out. In other words, the machine was able to respond to emergency situations.

5) Andon - a device for visual monitoring of the production area, which will warn workers about defects, malfunctions of equipment or other problems using light, sound and similar signals. The TPS system will become an important tool in the AvtoVAZ production system.

This is an indicator of the production line's performance, placed high above the line and providing a visual management tool. The warning lights work as follows. During normal operation, the green light is on. When a worker needs to adjust something on the line and call for help, he turns on the yellow light. If a line stop is required to eliminate a fault, a red signal is turned on. Workers should not be afraid to stop the production line to fully restore the process to normal.

Baka-yoke - Baka-yoke - Fool resistance - Protection from fools.

To completely eliminate defects, tools and equipment must be modernized by equipping them with baka-eke - defect prevention devices. Which will also become an important tool of the AvtoVAZ production system.

Here are some examples of them:

If there is an error in the workflow, the part will not fit into the tool.

If a defect is detected on a part, the machine does not turn on.

If there is an error in the workflow, the machine will not start processing the part.

If errors occur in the workflow or one of the operations is missed, corrections are automatically made and processing continues.

The presence of violations at earlier stages is checked at later stages to prevent defects.

If you skip one operation, the next stage will not begin.

6) Visual control - Management by signals - Visual control - Management by sight

We are talking about visualization, visibility of control methods through appropriate boards, screens, cards, signals on lines, machines and equipment.

Conclusion

The automotive industry is one of the largest sectors of the national economy and therefore, giving a general description of the level of automotive production, it can be noted that in terms of basic parameters (degree of automation, capacity utilization rates and equipment shifts, etc.) it occupies a leading position among other branches of mechanical engineering. Although, when compared with the foreign automotive industry, we are very far behind in many respects.

Japanese cars have always been famous for their incredible quality of parts, assembly, rich equipment, and technical characteristics. It’s not for nothing that automakers from the “land of the rising sun” locate their factories in Europe and America, which are not separated by automakers - even in these regions there is a stable demand for Toyotas and many other brands of Japanese cars.

The Russian automotive industry should learn a lot from the experience of Japan, namely a long-term orientation, rejection of narrow specialization, universal development of the employee and stable employment associated with such development, rotation of personnel within the company, learning on the job, moving towards the set goal, it is necessary to use proven experience in production technology, introduce new capacities, and generally update the entire production system, etc. All this is necessary for every company that wants not only to succeed, but at least to exist.

Bibliography

1) Jeffrey K. Liker. "DAO Toyota 14 principles of management of the world's leading company." book 5.

2) http://www.autoconsulting.ua/article.php? sid=20871

3) http://www.pelta.org/index.php

4) http://www.cfin.ru/management/manufact/manufacturing_sys-02.shtml

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Toyota Production System

Immersed in the philosophy of “total elimination of all waste,” the Toyota Production System (TPS) covers all aspects of production to achieve maximum efficiency. Wastes include everything that does not add value to the consumer: losses due to waiting, unnecessary transportation, excess inventory, unnecessary processing steps, overproduction and defects. All these losses intertwine with each other, creating even more losses, which ultimately negatively affects the management of the corporation itself.
The Toyota Production System traces its roots back to the automatic loom of Sakichi Toyoda (1867-1930), who is the author of one of the fundamental concepts of the Jidoka system - the production of high-quality products.

TPS has been developed and expanded over the years through trial and error. The second of the core principles is the concept of Just-In-Time or JIT, developed by Kiichiro Toyoda (1894-1952), founder (and second president) of Toyota Motor Corporation.

Jidoka and Andon

The revolutionary automatic loom invented by Sakichi Toyoda not only made it possible to automate jobs that had previously been done by hand, but the loom also stopped itself if it detected a breakdown to prevent the production of defective products. If the equipment stops on its own, it becomes necessary to draw the operator's attention to this situation. Therefore, an important part of the production process has become “Andon” - an alarm system (light display) that allows information to be read at a glance. This made it possible for just one operator to monitor the operation of a large number of machines. As a result, Sakichi was able to achieve extraordinary increases in productivity and operational efficiency.

The development of the jidoka system was “human automation”. Part of the andon signaling system is a special cord, by pulling which each worker can stop the conveyor. Each worker plays the role of an automatic machine stopper on a conveyor. If you don't have time to tighten the nut, pull the cord. The main thing is that no one will scold or punish this worker. On the contrary, they will praise you for not passing the defect further down the conveyor belt. They will try to establish the reason, and this is called “Hansei” - constant analysis.

Right on time

Kiichiro Toyoda, who inherited this philosophy, implemented his belief that “the ideal conditions for creating a thing are created when machines, equipment and people work together to add value without creating any waste.” He came up with techniques and technologies to eliminate waste between operations and processes. As a result, the JIT method was born.

Just-in-time means creating “just what is needed, when it is needed, and in the quantity needed.” For example, in order to efficiently produce a large number of cars, which may consist of 30,000 parts, it is necessary to create a detailed production plan that includes the purchase of spare parts. Moreover, each of the 30 thousand parts must arrive at a certain workplace on the assembly line “at the moment when it is necessary, and in the required quantity.” As a result, waste and frivolous requests are eliminated, resulting in increased productivity.

Kanban

The Toyota Production System has a unique production management method called Kanban, which plays an important role. The Kanban system is also called the "Supermarket Method" because the idea of using control cards was borrowed from American supermarkets. Product control cards contain information such as product name, product code and storage location. At Toyota, when a process contacts an upstream process to obtain parts, it uses kanban to report which parts have been used.

Kanban allows a process (customer) to call on a previous process (supermarket) to obtain the necessary parts when they are needed and in the required quantities. In order not to make unnecessary parts at the previous stages and not deliver them to the next stage. The figure shows an illustration of the principle of operation of the Kanban system with two types of kanbans: production order cards (green) and component selection cards (brown).

People

However, original methods and processes are only one side of the Toyota production system. Here is what ex-Vice President of Toyota Group Yasuhito Yamauchi says about the TPS production system: “The essence of TPS is the standardization of processes and a system of continuous improvements (kaizen or kaizen). And both of these concepts are inextricably linked with issues of motivating people. By the way, at Toyota it is customary to talk about people, and not about personnel. This reflects our respect for those who work for the company. In addition, the main factors for the effectiveness of a production system are: initiative in the hands of ordinary employees, delegation of authority, delegation of tasks, giving workers freedom to make decisions within reasonable limits, and kaizen. Among these five factors, there is not a single one that could be considered in isolation from the motivation and involvement of staff. All five main factors for building a production system directly depend on how willing people want to work and how close they take what is happening in the company to their hearts.” The full text of the interview is here.

Dao Toyota

The book by American professor Jeffrey Liker, “The Tao of Toyota: 14 principles of management for the world’s leading company,” is widely known. The author devoted 20 years to studying Toyota's experience and formulated his conclusions in this book.

Recently, the "Toyota spirit of making things" is called the "Tao of Toyota". Tao is a path, but not in the sense of “road”, but in a broader philosophical sense - a matter of life. It has been adopted not only within the Japanese company and the automotive industry, but also in manufacturing activities around the world, and continues to develop throughout the world.

The article uses information from the website www.toyota-global.com

My acquaintance with the Toyota Production System (hereinafter referred to as TPS) began with the book “The Tao of Toyota”. The first thing that struck me was the timing of Toyota's strategic planning - 500 years. Further, as I read, I increasingly admired the company’s tenacity in achieving its goals. After all, TPS ideologist Taiichi Ono had a hard time in the 50-60s - due to seemingly ineffective techniques and low productivity of Toyota factories, the system was called the “disgusting Ono system.” Through its persistence, Toyota has proven to the world that TPS (also known as Just-In-Time or Lean or Lean Manufacturing), when applied consistently, can achieve phenomenal results!
And so, a new director came to our company, who constantly mentioned the Theory of Constraints (TOC) and advised us to read Goldratt’s books “The Goal” and “Goal-2”. The author showed how Theory allows you to achieve excellent results, and much faster than TPS suggests. But it was not at all clear to me how consistent TOC is with TPS? Or, on the contrary, are these two mutually exclusive paths in production management? After all, even in Japan, TPS is used by only 20% of enterprises, despite Toyota's willingness to share knowledge, even with its competitors. In the end, the answer was given by the creator of TOC - TPS and TOC are built on the same concept, but can work fully in different production environments. Moreover, a successful combination of these approaches is possible.

Who will be interested in the article

For project managers, business analysts and anyone interested in organizing production work.

Examples of effective production management (very briefly)

Efficient Production Concepts
Flow Improvement
Overproduction protection mechanism
Cancel Local Performance Indicators
Effective flow balancing mechanism
Premises for application solutions
TPS	TOC
Stability of the production environment	Instability production environment
Stable demand for a limited range	Assortment with variable demand
Stable loading of equipment with orders	Processing is 10% of the time spent in production

The very concept of organizing efficient production was developed Henry Ford at the beginning of the 20th century. The essence of the concept was to organize a continuous production flow and eliminate restrictions along the entire assembly path that would negatively affect the time of creating a car. Ford introduced a flow balancing mechanism - limiting the areas between areas for storing work in progress. This step allowed observation to quickly identify overproduction of parts and emerging problems in the flow. To move the car from the beginning of assembly to leaving the factory, they used conveyor belt (which, it turns out, was not invented by Ford - the idea of using a conveyor in slaughterhouses offered to adopt Ford production director). The most interesting thing is that initially the conveyor was mechanical and workers manually moved cars from section to section. Over time, the conveyor was made mechanized and connected all sections. By dividing the assembly stages into 84 operations, it was possible to reduce the assembly time of a car consisting of 5 thousand parts from 14 hours to 1.5 hours. And the flow control mechanism made it possible to achieve a fantastic (still unsurpassed in mass production of cars) speed - 81 hours after ore mining, the car was ready to be sent to the buyer. As a result of efficient flow control and lower operating costs, the price of the Ford T dropped in three years from $950 to $360.

Toyota began producing cars in the mid-20th century. Taiichi Ono carefully studied the successful experience of Henry Ford. After Ono heard about the idea of operating supermarkets in America, a decision came about how car production should be organized at Toyota. The difference between Ford's production environment and Toyota's was that Ford mass-produced one car model, while Toyota produced several models simultaneously in small quantities.To control the flow, Ford's idea of limiting the space between sections had to be abandoned and moved to the idea of limiting the number of parts between sections. As a result, between the two production areas, containers with parts for each car model were located. A practical mechanism for limiting the quantity produced was Kanban (in Japanese Kanban translates as Card). When the parts in the container ran out, the kanban with the empty container was transferred to the previous section, which meant the need to produce another batch of parts. And just like Ford, Taiichi Ohno introduced an assembly line, which in those days was simply unthinkable for small-batch production. Over 50 years of operation, TPS has developed into a fantastic competitive advantage for Toyota. The low cost of cars, the high level of profitability of Toyota, coupled with excellent quality, have not allowed other automakers to live in peace for 30 years.

Theory of Constraints (T heory Of Constraints - TOC or 1 more name BBK - Drum-Buffer-Rope) was developed Eliyahu Goldratt for productions with insignificant processing time (less than 10%) compared to the current production cycle time. TOC also works great in production with any number of products being produced. Why have many manufacturers failed to implement the Toyota Production System? It must be well understood that Taiichi Ohno developed a practical mechanism for organizing production specifically for Toyota, based on Ford's concepts of efficient production. Toyota is characterized by the production of a small assortment of cars, the model range changes no more than once a year, and the receipt of orders from customers is balanced in such a way as not to miss the established deadlines for their execution. However, most enterprises operate in a different production environment: a wide assortment that changes more often than once a year and is accompanied by an unstable supply of orders from customers. As a result, the use of the Toyota Kanban mechanism to limit overproduction becomes impossible. After all, given the production of a wide range of products, it will not be possible to keep containers with parts for each type of product between two sections. Based on the indicated nature of the production environment, Goldratt proposes to move away from limiting overproduction in area, like Ford, and in quantity, like Toyota, and use a mechanism for limiting the time of launch into production. Flow management should be organized by priority, for example, highlighting parts that are less than 30% in production in green, more than 70% in yellow and the rest in red. And arrange the order of processing parts strictly according to the colors red-yellow-green.

Conclusion

Actually, that's all. The goal was to introduce such an unexpected discovery. Although the concepts of efficient production are the same, practical solutions are based on the conditions of a specific production environment. Therefore, before you begin to apply practical approaches in your production, you need to clearly understand for which production environment a specific solution was developed.

All details on this topic can be found in the information sources listed at the end of the article.

Taiichi Ono tells the story of the thirty-year history of the creation of the Japanese production method, a production system that has allowed Toyota to take a leading position not only in Japan, but throughout the world. Originating in the automotive industry under extremely challenging market conditions, the Toyota Production System is now widely used in many other manufacturing industries.

Taiichi Ono. Toyota production system: moving away from mass production. – M.: , 2008. – 194 p.

Download the abstract (summary) in the format or

Preface. The Toyota Production System concept is to improve production efficiency by carefully and consistently eliminating waste. This concept, together with the idea of respect for people, lies at the heart of the Toyota Production System.

As a rule, losses occur when we try to produce one type of product in large volumes. As a result, costs increase. It will be much more economical to produce one product at a time. The first method is the Ford production system and the last is the Toyota production system. Manufacturers can no longer base production solely on plans handed down from above and then distribute, or “push,” the product into the marketplace. Now consumers “pull” from the offered assortment the goods they require in the required quantity at the right time.

The multi-stage production system used in many manufacturing processes includes push and pull methods. Both methods have their advantages and disadvantages. The choice of one method or another and its effective application depend on the philosophy and creativity of production managers. Toyota's production system is based on the pull method. To understand its amazing success, you need to understand the philosophy behind it, without focusing on individual aspects of the system, such as kanban.

Chapter 1. START WITH NEED

The oil crisis in the fall of 1973, followed by an economic recession, had a negative impact on business development. It became apparent that business could no longer thrive using the traditional American mass production system that had worked so well for so long. Times have changed. The main goal of the Toyota production system was to produce a wide range of car models in small batches.

Toyota's production system is based on two principles: just-in-time, autonomation, or automation using intelligence. The traditional way of production was to supply materials from the previous process to the next one. So I tried to think about transferring materials in reverse. The later manufacturing process, located downstream, requires only the right parts from the earlier process in the right quantity at the right time. Wouldn't it be logical in this case to produce in an earlier process only those parts that are needed? When it comes to interactions between multiple processes, wouldn't it be enough to clearly specify how much, what and when is needed? We will call this means of transmitting information “kanban” (card, pointer).

Toyota gives preference to autonomy - machines that can cope with errors (defects) independently, or “autonomously”, using simple automation. At all the company's plants, most of the equipment is equipped with various safety mechanisms, precision stop systems, quick changeover devices and "fool-proof" (baka-yoke), or, more mildly, "error-proof" (poka-yoke) devices.

I decided to change the organization of work - so that one operator was responsible for several machines instead of one, and for their different types. In other words, the first step was to introduce production flow into the machine shop. I combined various machines into a single technological chain within one area. This was a stark departure from the traditional system, in which large batches of identical parts were made in one production area and then shipped to another.

If any part requires production in quantities of 1000 pieces per month, you need to produce 40 parts per day within 25 days. Next, we must clearly calculate the daily productivity. If the workday is 480 minutes, you should produce one part approximately every 12 minutes. These calculations formed the basis of the concept production leveling.

The worst type of loss in business is overproduction. Our ancestors grew rice for food and stored it in case of natural disasters. Obviously, modern industry also adheres to this thinking. Business people are afraid of not being able to withstand competition, not having certain reserves of raw materials, semi-finished products and finished products. However, such accumulation is no longer practical. An industrial society must use common sense and buy what it needs, when it needs it, and how much it needs.

Chapter 2. DEVELOPMENT OF THE TOYOTA PRODUCTION SYSTEM

When faced with a problem, try asking yourself five times in a row: “Why did this happen?” Imagine, for example, that your car stopped working:

Why did the car stop? Because there was an overload and the fuse blew.
Why was there an overload? Because the bearing was poorly lubricated.
Why was the bearing poorly lubricated? Because the pump supplying lubricant was not working well.
Why didn't it work well? Because the piston is worn out and loose.
Why did the piston wear out? Because they didn’t install a filter, and metal shavings got into the piston.

Repeating the question “Why?” five times. will help you understand the root cause of the problem and solve it. If you don't go through the entire series of questions, you may decide that simply replacing the fuse or pump piston is enough. Then literally in a few months the same problem with the car will arise again.

The preliminary step to applying the Toyota Production System is to fully identify waste: overproduction, waiting, unnecessary transportation, unnecessary processing steps, excess inventory, unnecessary movements, and defective products.

“It all starts from the factory.” The most productive time for me in terms of the amount of vital information I receive in the field of management is the time that I spend at the plant, and not in the office of the vice president.

Visual management is carefully implemented at every Toyota Motor Company plant, as well as at our partner plants using the Toyota Production System. A sheet of standard operations hangs above each workstation. When a worker raises his head, an andon (an electronic board showing the state of affairs on the production line) appears right in front of his eyes, which immediately reflects all detected problems on the line, their location and nature. In addition, containers with parts brought to the line are equipped with kanbans - a kind of visual symbol of the Toyota production system.

In the last 40 years since I was first asked to develop a standard operating sheet for a textile mill, it has changed little. It clearly states the three elements of a standard operation: cycle time, sequence of activities, and standard inventory.

In a production cycle involving four or five people, parts are passed from one worker to another like relay batons. If a worker performing a subsequent process is delayed, a worker from the previous section helps him set up the machine. When work at a site gets better, the worker from the previous site immediately passes the baton to the worker at the next site - the work that has already begun - and returns to his previous place.

I got the idea for Kanban from American supermarkets. A supermarket is a place where the consumer can get, firstly, what he needs, secondly, at the right time, and thirdly, in the right quantity. Supermarket workers must ensure that consumers can buy what they need at any time. Compared to traditional trading methods, supermarkets are more sustainable. From the seller's point of view, there is no loss of labor time that occurs when items that are not in demand are offered. The buyer does not have to worry about the need to buy anything in reserve.

The downstream process (the consumer) turns to the upstream process (the supermarket) to obtain the required parts (product) at the right time and in the right quantity. The previous process immediately produces new parts to replace those sent to the consumer (replenishes shelves). In 1953, we implemented this system in the machine shop at our headquarters. The main management method of the Toyota production system is kanban (Fig. 1).

Rice. 1. Sample Kanban

According to the first rule of kanban, parts are supplied to the subsequent process from the previous one in the quantity specified in the kanban. For the previous process, this means eliminating the production schedule that has been adhered to for so long. It is psychologically difficult for workers to accept and get used to the idea that simply producing as many parts as possible has ceased to be their main task. The desire to produce only the quantity of products required by the downstream process means more frequent changeovers of equipment.

The Toyota system and Kanban are not the same thing. The Toyota Production System is a method of production, and the Kanban system is a way of organizing it.

It took ten years to implement the Kanban system at Toyota Motor Company. During this period, the head of Toyota was a very visionary man who, without further ado, gave me carte blanche to carry out this experiment. And when I practically forcibly forced the plant foremen to delve into the operation of the Kanban system, the head of the company - my boss - received a lot of complaints. People claimed that this guy It was doing some nonsense and that he needed to be stopped. The manager must have found himself in a difficult position at times, but even then he apparently continued to trust me and did not tell me to stop, for which I am very grateful to him.

Toyota's production system is synchronized not only with each production process within the company, but also with the production processes of suppliers. To level out fluctuations, the final automotive assembly line must avoid sudden ups and downs in production so that the flow functions as smoothly as possible. In the Toyota Production System, this is called “production leveling” or “load smoothing.” This approach revealed the need for rapid equipment changeover.

In the 40s Replacing a die at the Toyota plant took two to three hours. In the 50s As production leveling spread throughout the company, changeovers began to take less than an hour, then dropped to 15 minutes. At the end of the 60s. it took no more than 3 minutes.

The Toyota production system was originally designed to produce a wide range of car models in small quantities for the Japanese consumer. As a result, based on such a foundation, it gradually emerged as a production system capable of withstanding the test of market diversification.

After the 1973 oil crisis, people began to take Toyota's production system more seriously. I would like to emphasize that the reason for this lies in the unprecedented flexibility with which the system adapts to changing conditions.

One of the Kanban rules dictates that 100% of products be produced without defects (that is, it contains a ban on sending defective products to subsequent processes).

Just-in-time production processes do not require additional inventory. Therefore, if the previous process produces defective parts, the worker in the next process is forced to stop the production line. Moreover, everyone sees at what point this happens, and the defective part is returned to the previous process. This is a very unpleasant situation, the meaning of which is to prevent the recurrence of such a defect.

Lack of standardization and rationalization creates waste (in Japanese "m at yes"), inconsistency ("m at ra") and inexpediency ("m at ri") in work methods and in the distribution of working time, resulting in defective products.

It should be the responsibility of those working with Kanban to continually improve Kanban with creativity and ingenuity so that it does not at any stage become a rigid form.

Chapter 3. FURTHER DEVELOPMENT

Events in the real world do not always develop strictly according to plan, so they must change quickly in response to new circumstances. If you adhere to the opinion that the plan should not change after its approval, the business will not survive long. I think a business should have the same reflexes as a person. Reflexes that allow him to quickly and easily react to small changes in plan without resorting to the brain.

The larger the business, the more it needs well-tuned reflexes. If a small change to a plan can only be accomplished with a command from the brain (for example, by developing an order and sending out amendments to the plan by the production management department), the business will not be able to avoid “burns” and “injuries” and will miss big opportunities.

Like other companies, Toyota is developing its own production schedules. However, the daily schedule is only sent to the final assembly line. This is a feature of the Toyota information system. In other companies, schedules are sent to each stage of the production process. When workers on an assembly line use parts near the line to assemble, they remove the kanban and route it to a supporting process. The auxiliary, earlier process produces as many parts as will be used in the later one. This eliminates the need for a special production schedule. In business, information overload should be avoided. Toyota achieves this by allowing the products themselves to convey information about themselves.

Market forecasts and the concept of car production as a whole dictate a constant change in the number and models of cars produced. The value of Kanban is that it allows changes of this order to occur without outside intervention, automatically. If we ignore changes in the market and do not adjust to them in a timely manner, sooner or later we will have to make global adjustments to the production schedule.

I struggled for a long time to implement a production system that was not the easiest to understand. Looking back at the journey I have made with such perseverance, I think I can confidently give advice: “Correct mistakes immediately. If you don't correct the error right away, it will result in lost work time later."

In manufacturing, waste refers to all elements of production that increase costs and do not add value, such as excess labor, inventory, and equipment. Excess labor, equipment and products only increases production costs and creates indirect losses. For example, when there are too many workers, you have to create extra work for them, which entails an increase in energy and material consumption. This applies to indirect losses.

But the biggest loss is excess inventory. If there is too much inventory and the plant cannot handle it, it has to build a warehouse and hire workers to transport the products to the warehouse. Each worker will probably need their own transport dolly. The warehouse will require personnel to manage the warehouse and also to monitor the condition of the stored materials. Despite all this, a certain amount of stored products will rust and deteriorate. Because of this, additional workers will have to be hired to clean up the products before they are sent out of the warehouse for use. Products placed in the warehouse must undergo regular inventory. This will require additional workers. At some point, some employees will think about the need to buy computers for inventory...

Carefully observing the processes, we can divide all the actions of workers into losses and work:

Wastes are useless, repetitive actions that must be eliminated immediately. For example, downtime while waiting or storing units.
Work is divided into two types: non-value-added work and value-added work.

To prevent overproduction and produce the necessary parts one by one, we must know when they will be needed. Thus, there is a need to determine the time tact. Tact- the length of time in minutes and seconds that is required to produce one unit of product. Takt time is determined by dividing the actual time pool by the number of parts that must be produced per day.

Does the value of equipment really decrease over time? I would like to stand up for old equipment. In the language of business economics, there are such concepts as “depreciation”, “residual value”, “book value” - artificial terms that are used in accounting calculations, tax transactions and simply for the sake of convenience. Unfortunately, people have forgotten that such terms have nothing to do with the true value of the machine.

For example, we often hear: “The depreciation period of this machine has expired. It has paid for itself, and we can throw it away at any time without loss to ourselves” or: “The residual value of this equipment is zero. Why spend money on repairs when you can replace them with a new, more modern model?” This way of thinking is fundamentally wrong.