Saturday, November 19, 2016

Summary of Decoding the DNA of Toyota production System


     Toyota's remarkable execution in assembling   has been broadly known and acknowledged by different organizations everywhere throughout the world. Particularly when some well-known organizations like GM, Ford, and Chrysler conditionally made a Toyota-like generation framework that expansion profitability in numerous viewpoints.
The things that using to  help increase productivity in many perspectives are find it difficult to imitateThis article tries to decode the Totota Productions system that related to activities, connections, and production flows and why its operations are extremely flexible and adaptable..
The motivation behind why concentrate on those variables is on account of they are constantly tested and pushed to high level of performance and this has obviously  support to continuous  improvement which deliver the best Quality in shorter lead time with affordable price to customer.
     The researchers studied the Toyota production system that contain the manufacturing process, assembly, service functions, training, supervision, and logistics, design and so on. They identified that the success production system is scientific approach. All the specifications built based on hypotheses that can be tested and followed scientific methods. The Toyota Production system itself empowered all level of employees to function well. The Study has revealed some rules of TPS which guide the design, operation, and improvement of every activity, connection, and pathway for every product and service.

 The first rule: How People Work. 

       TPS made all the work is highly specified to content, sequence, timing, and outcome. They focus on the standard work process which can reduce the variance among system function and roles. If all are preforming to the standard well defined way. It can easily recognized the abnormalities. So team leaders can quickly help to solve the problem and make sure the continuity of flow of work. All process divided and designed accordingly to get the work in order. So that team members is capable for performing effectively and make the desired result


The second rule: How People connect in this system

     Every customer supplier connection is direct, and there must be an unambiguous yes-or-no way to send requests and receive responses.  Every connection is standardized and direct. It is identified the requirement of supplier and customers. The both parties are connected through a Kanban cards.  The system is well organized and designed.          The workers are determined by the types of problems expected to occur, the skills and capacity of the team leaders. They have empowered team to solve their problem at their level and reduce the possibility of variance which improved the flexibility and adaptability between connections in the system.

The third rule: How the Production Line is constructed. 

   Production lines are set up that product and service flows can along a simple, specific path Tbe path way is not changing unless the production line is specifically redesigned. The continuous flow has been setup with each machine or a person.      At different companies, each type of parts followed the same efficient production path through the plant. The specified pathway make sure different production cells are connected and fully occupied.  It improves consistency and simplify the material handling and scheduling and address abnormalities quickly

The fourth role: How to Improve. 

      Workers at the lowest feasible level, guided by a teacher improve their own work processes using scientific methods. Toyota openly teaches people how to improve, not expecting them to learn strictly from personal experience. All the defined goals and predictions depends on hypotheses. The process remains the same at all levels without exceptions. They encourage collaborative problem solving and the improvements ideas.

    Every one of the standards make individuals able to do and in charge of doing and enhancing their own particular work. The standard work process and connection of various levels can discover and tackle and solve issues quickly. TPS has created a workplace of scientists, each employing the scientific method to evaluate processes and create plans for improvement and achieved dynamic growth market. So if company can adapt in to these rules, there is obvious opportunity to improve their productivity and better performance as like Toyota.

Monday, July 4, 2016

Sunday, June 26, 2016

Five principles of Lean



Establishing agreement on what and how

standardization is the foundation for improvement. You need to create high agreement with no uncertainty.

Systematic waste elimination-

This will require a good understanding of waste and value from the customer’s perspective and then relentlessly pursue systematic waste elimination on a daily basis.

Systematic problem solving-

any gap between the current reality and ideal situation is seen as a problem. We need to see every problem as a way to move closer to the ideal state. People should be rewarded for ensuring that the problem is prevented through systematic continuous improvement.


Creating a learning organization-

more time should be spent on reflecting on how organization works, thinks and improves. This reflection should happen at all levels of the organization. Leader must be learners and teachers, open to changing themselves in the learning and experimentation and setting an example by leading from the front.

Directly observe work as activities, connections and flows

the product, material and information should flow through simple and specific pathways. 

Friday, June 24, 2016

Have you ever used tools for lean..?

There are only 8  tools in lean

Lean Tool
What Is It?
How Does It Help?
5S













Visual Factory
Organize the work area:
          Sort (eliminate that which is not needed)
          Set In Order (organize remaining items)
          Shine (clean and inspect work area)
          Standardize (write standards for above)
          Sustain (regularly apply the standards)
Visual Indicators, displays & controls used throughout manufacturing plants to improve communication of information
Eliminates waste that results from a poorly organized work area (e.g. wasting time looking for a tool).












Makes the state & condition of manufacturing processes easily accessible & very clear to everyone
PDCA (Plan, Do, Check, Act)
An iterative methodology for implementing improvements:
          Plan (establish plan and expected results)
          Do (implement plan)
          Check (verify expected results achieved)
          Act (review and assess; do it again)
Applies a scientific approach to making improvements:
          Plan (develop a hypothesis)
          Do (run experiment)
          Check (evaluate results)
          Act (refine your experiment; try again)
Error Proofing
Design error detection and prevention into production processes with the goal of achieving zero defects.
It is difficult (and expensive) to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production.
Standardized Work
Documented procedures for manufacturing that capture best practices (including the time to complete each task). Must be “living” documentation that is easy to change.
Eliminates waste by consistently applying best practices. Forms a baseline for future improvement activities.
Total Productive Maintenance (TPM)
A holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.
Creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment this can be very effective in improving productivity (increasing up time, reducing cycle times, and eliminating defects).
Visual Factory
Visual indicators, displays and controls used throughout manufacturing plants to improve communication of information.
Makes the state and condition of manufacturing processes easily accessible and very clear – to everyone.
Quick Changeover
Changeover time is the time between the production of the last good part in one series of parts and the production of the first good part in the next series of parts
Changeover time reduction efforts find ways to eliminate waste in setups thus speeding up the process of setup
Line Balancing
Line balancing occurs when work is performed by each operator evenly over time with no peaks or valleys
Each worker or machine on the assembly line has work that fills the same amount of time, so no one or no machine is waiting for something to do or is having to rush to keep up
Kanban (Pull System)
A method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.
Eliminates waste from inventory and overproduction. Can eliminate the need for physical inventories (instead relying on signal cards to indicate when more goods need to be ordered).



LEAN STARTS WITH RULES NOT TOOLS


THE FOUR RULES

1. Structure every activity

         Lean Is A System Not An Event
         Standardize everything that is done
         Make it a way of life not a “flavor of the month”


2.Clearly connect each customer and supplier

         Every connection must be standardized & direct, clearly specifying the people involved, the form & quantity of the goods & services to be provided, the way requests are made by each customer & the expected time in which the request will be met
         No gray zones in deciding who provides what to whom & when


3.Specify and simplify every flow

         Product, Material & Information should flow along a simple, specified path

         Do not flow to the next available person or machine but to a specific person or machine



4.Improve through experimentation at the lowest level possible towards the ideal state

     For people to consistently make effective changes, they must know how to change & who is responsible for making the changes
         See every problem as an opportunity to focus and move toward the ideal state
         Decision making at the point of activity 



Tuesday, May 31, 2016



Did you know about the  Waste ?


To produce sooner, faster or in greater quantities than the absolute customer demand. Overproduction discourages smooth flow of goods or services and lead to excessive inventory. 

Over production
·         Costs money
·         Consumes resources ahead of plan
·         Hides inventory and defects
·         Utilizes space which makes it the biggest waste of the seven waste.


Inventory

Any raw material, work in progress or finished goods which are not having value added to them and is not directly required to fulfil current customer orders come under inventory.
Inventory leads to
·         High costs and damages
·         Extra storage space and resources
·         Hiding shortages and defects

 Motion

Movement of people. This becomes a waste when individuals move more than is necessary for the process to be completed. It becomes a waste as it
·         Interrupts production flow
·         Increase production time
·         Causes injuries/fatigue

Waiting

Refers to the periods of inactivity in a downstream process that occur because of an upstream activity does not deliver on time. Waiting results in
·         Stop/start production
·         Poor workflow continuity
·         Bottlenecks
·         Long lead times and delivery failures

 Transportation

Unnecessary movement of material. Transportation
·         Increases production time
·         Consumes resources and floor space
·         Increases work in progress (WIP)
·         Causes damage to products

 Over processing

Processing beyond the standard required by the customer.
·         Consumes resources
·         Increases production time
·         Can reduce life of component


Defects/Rework

Defect is a component which the customer would believe unacceptable to pass the quality standard. Defects
·         Add costs
·         Interrupts the schedule and consumes resources

·         Reduces consumer confidence


What is Lean


Lean Manufacturing



Lean manufacturing or lean production, often simply "lean", is a systematic method for the elimination of waste ("Muda") within a manufacturing system. Lean also takes into account waste created through overburden ("Muri") and waste created through unevenness in work loads ("Mura"). Working from the perspective of the client who consumes a product or service, "value" is any action or process that a customer would be willing to pay for.


 What is a waste ?

Anything that adds Cost to the product without adding Value”

Waste Identification..




4 Rules of Lean.
Rule 1: All work shall be highly specified as to content, sequence, timing, and outcome.
Rule 2: Every customer-supplier connection must be direct, and there must be an unambiguous yes or no way to send requests and receive responses.
Rule 3: The pathway for every product and service must be simple and direct.
Rule 4: Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization.


Lean Houes