The production system is a synthesis of Toyota practices. Toyota production system. System structure and main features

Toyota production system (TPS)

IN 1930s Toyota Motor Corporation mainly manufactured simple trucks. At first, these were low-quality cars with primitive manufacturing technology (for example, body panels were nailed to the frame with a hammer). Toyota was not among the successful companies.

In the 1930s, Toyota executives read Henry Ford's Today and Tomorrow (1926) and traveled to America, to Ford and GM factories, to study assembly lines. The conveyor system, precision looms and the idea of economies of scale were tested in factories that made looms.

Already before World War II, Toyota realized that the Japanese market was too small and demand too heterogeneous to bet on mass production, profitable in the United States. The US car production line could produce 9,000 units per month, while Toyota produced only 900 vehicles per month, that is, Ford's productivity was 10 times higher. Toyota managers realized that if the company was to continue to exist, the idea of mass production had to be adapted to the Japanese market. But how to do that?

Mass production Ford was designed to produce a limited number of models in huge quantities. That is why all Model Ts were black. Toyota needed to produce many different models in small batches on the same assembly line. The demands of consumers in the very limited Japanese car market were too varied to create a separate assembly line for each model.

Ford was swimming in money, he had a huge American and international market at his disposal. Toyota didn't have funds and she worked for one small country. With very modest resources and capital, Toyota had to accelerate the cash flow as much as possible (from the moment the order was received to the sale of the product).

Ford had an established supply system Toyota doesn't. Toyota couldn't hide behind high volume and economies of scale like Ford. She needed to adapt the production process to different conditions and at the same time achieve High Quality, low cost, short development time and maximum flexibility.

When Eiji Toyoda and his managers went on a 12-week study tour of US factories in the 1950s, they thought they would be amazed at the progress in production.

To their surprise, they found that mass production technology had changed little since the 1930s. Such a production system had many disadvantages. They saw that bulky equipment is used to produce large batches of products, and the parts themselves lie dormant for a long time, waiting to be sent to the next site, where, after processing, history will repeat itself. They noticed that the inconsistency of the individual stages of the process leads to the accumulation of huge stocks of components. They saw that the equipment was expensive and that the notorious efficiency of lowering the price of a unit forced workers to keep an eye on the smooth operation of the equipment.

After familiarizing themselves with the traditional system of financial rewards, they realized that managers who managed to produce the largest number of parts, without letting the machines and workers stop, received cash bonuses, although their work led to overproduction, defects that, with huge batches of finished parts, went unnoticed for a long time. , and very uneven flow. Workplaces were in disarray, and no one followed their condition. Forklifts scurried back and forth, moving mountains of parts from place to place. Factories resembled warehouses, not manufacturing plants. To put it mildly, what they saw did not make much of an impression on them. They realized that they could compete with such an opponent.

When Eiji Toyoda returned, he invited factory manager Taiichi Ohno to his office and placed a new task: Improve Toyota's manufacturing process to keep up with Ford's productivity levels.

IN 1950s Ohno went to production, which he knew like the back of his hand, and began to change the rules of the game. He began his countless raids on Toyota factories, consistently introducing the principles of jidoka and one-piece flow. Many years passed before he managed to gradually create a new production system - the Toyota Production System. Of course, not only Ono and his team took part in its creation.

Along with the lessons of Henry Ford, TPS borrowed many other ideas from the US. One of the most important was the concept of pull, which is based on the principle of the American supermarkets. In any good supermarket, stocks of goods on the shelves are replenished as they are taken apart by customers, that is, as they are consumed. In the shop floor, this means that the production or restocking of parts in Stage 1 should be carried out as the next Stage 2 uses up almost all of the stock of parts manufactured in Stage 1 (that is, there is only a small reserve stock left). In TPS, the next batch of parts from Stage 1 is requested only when the number of parts used in Stage 2 has been reduced to a predetermined minimum, called "kanban". It signals to the previous stage that it is time to replenish the stock of parts. It turns out that the details are "pulled out" along the chain - from the final stages of the production cycle to the initial ones.

Without a pull system, just-in-time, one of the two most important components of TPS, is impossible.

In addition, Toyota was enthusiastic about the teachings of American quality pioneer Edward Deming. He taught seminars in Japan on quality and productivity and taught that in any business system, the first priority of all employees of the organization is the satisfaction and anticipation of the desires of the consumer. He expanded the concept of "consumer" to include not only an external consumer, but also an internal one. Any person and any stage production process should be considered as a consumer who needs to be provided with everything necessary and at the right time. This is how Deming's principle "the next process is your customer" was born. This is one of the most important principles of the just-in-time concept. This principle means that the preceding process must always do what the next process requires. Otherwise, just-in-time and the pull system won't work.

In addition, Deming armed the Japanese with a systematic approach to problem solving known as the Deming Cycle, or the PDCA (Plan-Do-Check-Act) cycle. This approach has become the cornerstone of continuous improvement. In Japanese, continuous improvement is kaizen. This word denotes a process of gradual but continuous improvement, allowing you to eliminate any waste that increases costs without creating added value. In fact, kaizen means "change for the better" and can refer to both major changes and small incremental changes. Western firms prefer to bet on innovation that allows one to make a one-time revolution, and constant and gradual improvement is their weak point. That is why, when training Western entrepreneurs, the emphasis is on small, gradual changes. Sometimes significant, radical transformations are called the word kaikaku (or kairyo). Kaizen teaches how to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team. Kaizen assumes that a decision or proposal must come from the workers and requires that any decision be implemented prior to open discussion and consensus. Kaizen is a whole philosophy that involves the pursuit of excellence and is the basis of TPS.

IN 1960s TPS turned into detail developed system, which could be applied to any kind of business and to any process.

Main componentsTPS become:

the concept of "just-in-time" (JIT, "just-in-time");

jidoka - embedding quality, autonomization (intelligent automation), built-in error protection.

Tools TPS includes the following elements(methods):

determination of the value of the future product;

building a value stream;

standardization;

visualization;

Total Equipment Maintenance (TPM);

quick changeover (SMED);

rational organization of workplaces (5S);

error protection - jidoka (poka-yoke);

total quality management (TQM);

continuous improvement - kaizen.

These elements form the basis 14 principles that make up the Toyota approach. The principles are grouped into four categories:

philosophy of the long term;

the right process produces the right results (we are talking about using a number of TPS tools);

add value to the organization by developing your employees and partners;

Continuously solving fundamental problems stimulates continuous learning.

Principle 1. Make management decisions with a long-term perspective, even if it hurts short-term financial goals.

use the system and strategic approaches when setting goals, and all operational decisions should be subject to this approach. Realize your place in the history of the company and try to bring 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 one's purpose is the foundation of all other principles.

Your main task is to create value for the consumer, society and economy. When evaluating 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. Take responsibility for what you do, maintain and improve the skills that allow you to produce added value.

principle 2. A continuous flow process helps identify problems.

Redesign the process to create a continuous flow that effectively adds value. Minimize the time that unfinished work is without movement.

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

This flow should become part of the organizational culture, understandable to all. This is the key to continuous improvement and development of people.

Principle 3. Use the pull system to avoid overproduction.

Make sure that the internal consumer who accepts your work gets what he needs, in right time and in the right amount. The basic principle is that with a just-in-time system, items should only be replenished as they are consumed, minimizing WIP and stockpiling. Keep a small number of items in stock and replenish these stocks as they are taken by the customer.

Be receptive to daily fluctuations in consumer demand, which provide more information than computer systems and charts. This will help to avoid losses due to the accumulation of excess stocks.

Principle 4. Distribute the amount of work evenly(heijunsh):work like a turtle, not like a hare.

Eliminating waste is only one of the three conditions for success lean manufacturing. 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 the principles of lean manufacturing, work on even distribution of the load in all processes related to production and service. This is an alternative to the alternation of rush and downtime that is typical for mass production.

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

Quality to the consumer determines your value proposition. Use all available modern methods quality assurance.

Build equipment that can recognize problems on its own and stop when they are detected. Develop a visual system for notifying the team leader and team members when a machine or process needs their attention. Jidoka (machines with elements of human intelligence) - 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 “first time” and become an integral part of the company's production culture. This will increase the productivity of processes in the long run.

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

Use stable, reproducible methods of work, this will make the result more predictable, increase the coherence of the work, and the output will be more uniform. This is the basis of flow and pull.

Capture accumulated process knowledge by standardizing current best practices. Do not hinder creative expression aimed at raising the standard; consolidate what has been achieved with a new standard. Then the experience gained by one employee can be transferred to the one who will replace him.

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

Use simple visual aids to help employees quickly identify where they are meeting the standard and where they are deviating from it.

Do not use a computer monitor if it distracts the worker from the work area.

Build simple systems visual control in workplaces to help maintain flow and stretch.

Keep reports as short as possible 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 the flow. Instead of untested technology, it is better to use a well-known, proven process.

Before entering new technology and equipment should be tested under real conditions.

Reject or change technology that goes against your culture, that can break stability, reliability, or predictability.

Still, encourage your people to keep up with new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested and improve the flow.

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

It is better to educate your leaders than to buy them outside the company.

The leader must not only perform the tasks assigned to him and have the skills to communicate with people. He must profess the philosophy of the company and set a personal example of attitude to 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. Raise extraordinary people and form teams that follow the philosophy of the company.

Build a strong, sustainable work culture with enduring values and beliefs that are shared and accepted by all.

Train extraordinary people and work teams to act according to a corporate philosophy that delivers exceptional results. Work tirelessly to strengthen the production culture.

Form cross-functional teams to improve quality and productivity and improve flow by solving complex technical problems. Equip people with the tools to improve the company.

Relentlessly train people to work as a team 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 the common cause.

Create conditions for partners that stimulate their growth and development. Then they will understand that they are valued. Give them challenging tasks and help them solve them.

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

When solving problems and improving processes, you should 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 yourself have verified.

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, not superficial.

Principle 13. Make a decision slowly, on the basis of consensus, weighing everything possible options; implementing it, do not hesitate(non-mawashi).

Don't make a firm decision about a course of action until you've weighed all the alternatives. When you have decided where to go, follow the chosen path without delay, but be careful.

Nemawashi - it 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 consensus on where to go next. Although such a process takes quite a long time, it helps to carry out a broader search for solutions and prepare the conditions for the prompt implementation of the decision.

Principle 14. Become a learning structure through relentless introspection(hansei) and continuous improvement(kaizen).

Once the process has stabilized, use continuous improvement tools to identify the root causes of inefficiencies and take action. Create a process that requires almost no inventory. This will identify wasted time and resources. When losses are obvious to everyone, they can be eliminated through continuous improvement (kaizen).

Protect the knowledge base about the organization of your company, do not allow staff turnover, follow the gradual promotion of employees and the preservation of the accumulated experience.

At the completion of the main stages and the completion of all work, make an analysis (hansei) of her shortcomings and speak openly about them. Develop measures to prevent the repetition of mistakes.

Instead of reinventing the wheel when you start new job or when a new manager comes along, learn to standardize on best practices.

According to many experts, the essence of lean manufacturing is not to copy Toyota tools designed for a particular production process. Lean manufacturing means that you need to develop the principles of operation of a particular organization and adhere to them, effectively creating added value for consumers and society. Nevertheless, it is possible to single out general steps along this path.

For creating lean manufacturing in a particular enterprise, it is necessary to perform the following Steps:

Determine the value of the product.

Determine the value stream of this product.

Ensure the continuous flow of the product value stream in accordance with the takt time.

Create a pull system for production control.

Use kaizen to permanently eliminate wastage, reduce batch volumes, shrink supermarkets, and expand the distribution of continuous flow.

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1. production system Toyota - Toyota production system-TPS

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

The principle of "just in time", when the parts necessary for assembly are on the production line exactly at the right time and in the strictly required quantity, using the means of transmitting information "kanban";

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

To minimize inventory finished products Toyota's production system is mainly focused on order-based production. That is why a "pull" system is used, in which subsequent processes refer to previous ones in order to take the necessary products.

The production plan, which indicates the required car models, their quantity and production time, is sent to the final assembly line. Then the material transfer method is reversed. In order to obtain units for final assembly, the final assembly line refers to the assembly line of units with the strictly necessary name and number of units and their delivery dates. In this way, the production process moves from the stage finished products to the raw materials department. Each link in the just-in-time 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 that ensures 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 formation of conditions under which the remaining activities (processes) that create value line up in a continuous stream pulled by the consumer.

Modern "Western" management methods are often criticized, which in most cases is the result of attempts to apply methods without knowing the conditions necessary for their operation, which does not allow both the right choice and the right adaptation to specific conditions. This is happening not only in Russia.

The main features of Lean Production.

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

Let's look at an example:

Toyota needed to lay off a quarter of the workers, the unions were categorically opposed, and then there was an agreement that formed the basis of the relationship between workers and employers in many firms in Japan and made workers in many ways full members of the company, which became, in essence, a big family:

* Toyota lays off a quarter of workers

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

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

* The company can hope that the majority of employees will stay with it for the duration of the work

* Employees agree to perform various works necessary for the company and contribute to the realization of the interests of the company by initiating improvements.

The employee's salary became part of fixed costs and increasing with time. Therefore, it was necessary to use their capabilities to the maximum. That is, it was profitable to organize production in such a way as to maximize the use of the increasing experience of workers. It also made sense to invest in training, as new knowledge and skills remained in the company.

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

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

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

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

It has become profitable for the company to invest in employee training.

It became possible to transfer part of the responsibility (rights and obligations) to the lower levels.

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

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

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

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

Salary depends mainly on experience.

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

The number of managerial personnel is decreasing, part of the functions of specialists is taken over by grass-roots workers.

The employee is associated with the company almost for life.

Under such conditions, a worker is needed and possible, who is interested not in vertical growth, but in growth together with the team, in advanced training to perform more and more 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 plants in the following areas:

The introduction of a mandatory stop of the line in case the defect is not corrected.

The team itself distributes the work within the allotted stage.

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

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

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

Thus, the status and role of grass-roots workers will be significantly raised. Expanded both the scope of duties and the scope of rights. Those. the problem of transfer of powers is solved.

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

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

Which is based on the postulates:

* Redesign the workflow to create a continuous flow that effectively adds value. Minimize the time that unfinished work is without movement.

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

* This thread should be part of organizational culture understandable to everyone. This is the key to continuous improvement and development of people.

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

It should be noted that initially, the development, design and manufacturing technology of a car in mass production was distributed among specialists. narrow specialization, usually little connected with each other and worked in different firms. As a result, there were problems of a complete set, mutual coordination of parts, technologies, terms of performance, quality. It was not a single process, but a lot of separate works, little coordinated with each other, and even competing, which put up barriers for the dissemination of the best solutions, and simply a better understanding of the tasks.

The connection process began with the integration of suppliers into a single mechanism, which allowed the idea to continue to combine, the development and design of new products and the design of technologies into a single process, starting with design and ending with the technology of manufacturing the finished product. At the same time, it became possible to take into account both opportunities and existing limitations from the very beginning. And the process itself is launched by marketing, that is, by the needs of the end customer.

Toyota began to form teams consisting of a full set of specialists necessary to carry out this task. complex task. The level of their training and experience had to be high, since the cost of an error increased significantly, the psychological burden increased, but they also received the opportunity from the very beginning to clearly understand the essence of the tasks and the possibility of initial coordination with the work of other team members. The absence of internal competition made it possible to freely discuss and exchange the best solutions. The team members may have come from different vendors in the chain, but they all worked closely together.

At present, this idea, in my opinion, has reached its peak stage. In other words, I believe that further development mass production will not come 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 carry out measures to repair, improve or completely replace them with others. This applies in particular to the technology and equipment used in the production process, because, as you know, new technologies are emerging that can increase productivity, minimize both time and energy costs,

In this regard, we can proceed to the consideration of 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 the flow. Instead of untested technology, it is better to use a well-known, proven process.

Before new technology and equipment are introduced, field trials should be carried out.

Reject or change technology that goes against your culture, that can break stability, reliability, or predictability.

Still, encourage your people to keep up with new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested and improve the flow.

Add value to the organization by developing your employees and partners AvtoVAZ needs to focus its production on the introduction of new technologies and equipment. I believe that the technology that Toyota uses is very smart and thoughtful and our domestic automobile production needs to use the same methods that Toyota 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.

In order to avoid large variances in the number of parts required at all stages of production, as well as those obtained from external suppliers, it is necessary to minimize fluctuations in the output of products on the final assembly line. Therefore, minimum batches of each car model must leave the assembly line, realizing the ideal of piece production and delivery. In other words, different types of cars will be assembled one by one according to the daily production of each type. The assembly line will also receive the required parts in small batches from upstream sites.

The most difficult problem in ensuring leveled production is the setup and changeover of equipment in order to reduce production time.

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

In general, the application of the principles and tools of lean manufacturing will allow AvtoVAZ to achieve a significant increase in the efficiency of the company's core activities: reducing the time for designing, manufacturing and delivering 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 objectively) 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 / MD), which work as autonomous modules according to their own control programs and provide the possibility of complete processing of parts in one installation.

Quick changeover of equipment - the principle of TPS, which will allow many hours of changing dies to be reduced to a few minutes.

3) The SMED system will allow you to quickly respond to changes in consumer demand, reduce the production cycle time by moving to small production batches, and achieve the elimination of overproduction.

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

Method 1 - separation of internal and external setup operations. It must be clearly defined which of the setup operations must be performed with the machine stopped (internal setup, or IED) and which can be performed with the machine running (external setup, or OED).

Method 2 - converting internal actions into external ones.

Method 3 - standardization of function, not form. Standardizing the shape and dimensions of dies can significantly reduce setup times. However, the standardization of the form requires significant costs. On the other hand, the standardization of a function only requires the homogeneity of the parts needed for the setup operations.

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

Method 5 - use of accessories. Some of the delays associated with internal setup adjustments can be eliminated by using standard fixtures. When a workpiece fixed in one fixture is machined, the next workpiece is set 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 - the use of parallel operations.

Method 7 - elimination of adjustments. Typically, adjustments and test runs take up 50-70% of the internal setup time. Eliminating them is an amazing time saver.

Method 8 - mechanization. Although the replacement of small cutters, fixtures, dies and fixtures is not a problem, mechanization is often essential to effective use large stamps, foundry and press molds. Mechanization should be considered when every effort has been made to improve the changeover process in the ways described above.

Behind long years Of the several hundred SMED improvements, Avtovaz's most impactful improvements will be in:

Clear separation of internal and external adjustment;

Possibility of complete conversion of internal setup to external;

Elimination of adjustments;

Fastening without screws.

These methods can reduce installation time by about 20 times compared to the initial time.

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

The automatic termination of an abnormal course of a production process (for example, stopping a production line or machine) in order to prevent the production of defective products or overproduction means the installation of such devices on the line that could prevent the mass appearance or failure of equipment.

The word "autonomization" ("jidoka") should be understood as the organization and autonomous control over the violation of the processing process. At Toyota factories, almost all machine tools are equipped with automatic stop means, which makes it possible to prevent defects in mass production and to 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 board in the Toyota system performs 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 scoreboard. If he needs to stop the line for troubleshooting, he turns on the red light. Therefore, one operator can serve several machines. If machines are repaired without informing managers, then improvements will never be achieved and costs will not decrease. Stopping the machine in case of problems causes everyone to be aware of this. Improvements are only possible when there is a clear understanding of the problem. For any machine, the distinction between normal and abnormal workflow must be clear, and measures to prevent repeated failures must be unconditional. In an autonomous system, "visual control", or "control by signals", helps to 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 a self-driven loom Toyota Sakichi. 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 inspection of the production area, which will warn workers of defects, equipment malfunctions or other problems using light, sound and similar signals. The TPS system will become an important tool in Avtovaz's production system.

This is a measure of the performance of the production line, placed high above the line and providing a means of visual control. Signal lamps work as follows. During the normal course of the work process, the green signal is on. When a worker needs to adjust something on the line and call for help, he turns on the yellow signal. If the line needs to be shut down to clear the fault, the red light turns on. Workers should not be afraid to stop the production line in order to fully restore the normal course of the process.

Baka-yoke - Baka-yoke - Foolproofness - Protection from a fool.

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 in the AvtoVAZ production system.

Here are some examples:

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

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

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

If there are errors in the workflow or if one of the operations is omitted, corrections are automatically made and processing continues.

The presence of violations for more than early stages checked at later times to prevent defects.

If one operation is skipped, the next stage will not start.

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

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

Conclusion

The automotive industry is one of the most major industries National economy and therefore giving general characteristics level of automotive production, it can be noted that in terms of the main parameters (degree of automation, coefficients of capacity utilization and shift work of equipment, etc.), it occupies a leading position among other branches of 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, technical specifications. It is not for nothing that the automakers of the "Land of the Rising Sun" locate their factories in Europe and America, which are not separated by auto concerns - even in these regions there is a stable demand for Toyota and many other Japanese car brands.

The Russian automotive industry should learn a lot from the experience of Japan, namely the focus on long term, the rejection of narrow specialization, the universal development of the employee and the stable employment associated with such development, the rotation of personnel within the company, training in the process of work, move towards the goal, it is necessary to use tested by experience production technology, introduce new capacities, and generally upgrade the entire production system, etc. This is all necessary for every company that wants to not only succeed, but at least exist.

Bibliography

1) Jeffery K. Liker. "DAO Toyota 14 Management Principles of the World's Leading Company". book 5.

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

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

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

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Chapter 1

The oil crisis in the autumn of 1973, followed by an economic downturn, Negative influence for business development. It became apparent that businesses could no longer thrive using traditional American system mass production that has functioned 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, autonomy, or intelligence-assisted automation. The traditional way of production was to supply materials from the previous process to the next one. So I tried to think about passing stuff in the opposite direction. The later production process at the end of the flow only needs good parts in the right quantity at the right time from the earlier process. Wouldn't it be logical in this case to produce in the earlier process only those parts that are required? As far as interactions between multiple processes, isn't it enough to be clear about how much, what, and when? We will call this means of communication "kanban" (card, pointer).

Toyota's preference for autonomization is for machines that can handle errors on their own, or "standalone" with simple automation. In all of the company's plants, most of the equipment is equipped with various safety mechanisms, precise stop systems, quick changeover devices and devices for "fool protection" (baka-yoke), or, more gently, "error protection" (poka-yoke).

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

If any part is required to be produced in the amount of 1000 pieces per month, it is necessary to produce 40 parts per day within 25 days. Next, we must clearly calculate the daily productivity. If the working day is 480 minutes, one part should be produced approximately every 12 minutes. These calculations formed the basis of the concept production leveling.

The worst kind of loss in business is overproduction. Our ancestors grew rice for food and stored it in case of natural disasters. It is obvious that modern industry also adheres to this mindset. Business people are afraid of not being able to withstand competition without certain stocks of raw materials, semi-finished products and finished products. However, such accumulation is no longer practical. An industrial society must use common sense to 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 five times in a row to ask yourself the question: “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 flew.
Why was there an overload? Because the bearing was badly lubricated.
Why was the bearing badly lubricated? Because the lubrication pump was not working well.
Why didn't he work well? Because the piston is worn out and loose.
Why is the piston worn out? Because they did not put a filter, and metal chips got into the piston.

Five repetitions of the question "Why?" will help you to understand the root cause of the problem and solve it. If you don't go through the whole cycle of questions, then you may decide that simply replacing the fuse or pump piston is enough. Then just a few months later the same problem with the car will arise again.

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

"Everything starts from the factory." The most productive for me in terms of the amount of life received important information in management, it's the time I spend in the factory, not in the vice president's office.

Every Toyota Motor Company plant, as well as our cooperating plants using the Toyota Production System, carefully implements visual management. A sheet of standard operations hangs above each workplace. When the worker raises his head, an andon (an electronic scoreboard 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, the containers with parts brought to the line are equipped with kanbans - a kind of visual symbol of the Toyota production system.

In the past 40 years, since I was first asked to develop a standard operating procedure sheet for a textile factory, it has changed little. It clearly articulates the three elements of a standard operation: cycle time, sequence of operations, standard stocks.

In a production cycle that involves four or five people, parts are passed from one worker to the next like relay baton. If the worker performing the subsequent process is delayed, the worker from the previous section helps him to set up the machine. When work on the site is getting better, the worker from the previous section immediately passes the baton - the work already started - to the worker of the next section and returns to his original place.

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

The subsequent technological process (consumer) refers to the previous process (supermarket) in order to obtain the necessary parts (goods) 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 applied this system in the machine shop at the head office. The main management method of the Toyota production system is kanban (Figure 1).

Rice. 1. Sample kanban

According to the first rule of kanban, parts enter the subsequent process from the previous one in the amount 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 the simple production of as many parts as possible has ceased to be their main task. The desire to produce only the number of products required by the subsequent process means more frequent changeovers.

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 leader of Toyota was a very far-sighted man who, without further ado, gave me carte blanche to conduct this experiment. And when I almost forcibly forced the factory foremen to delve into the operation of the kanban system, the head of the company - my boss - received a lot of complaints. People said that this type of It was doing some nonsense, that it had to be stopped. Probably, at times the leader got into a difficult situation, but even then, apparently, he continued to believe me and did not order me to stop, for which I am very grateful to him.

The Toyota production system is synchronized not only with every production process within the company, but also with the production processes of suppliers. In order to level out fluctuations, the final assembly line of automobiles must avoid sharp ups and downs in production so that the flow functions as evenly as possible. In the Toyota Production System, this is called “production leveling” or “load smoothing.” This approach revealed the need for a quick changeover of equipment.

In the 40s. it took two to three hours to replace a die at the Toyota factory. In the 50s. as production leveling spread throughout the company, changeovers began to take less than an hour, then the time was reduced to 15 minutes. At the end of the 60s. it took no more than 3 minutes.

Toyota's production system was originally designed to produce a wide range of car models in small batches 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 rules of kanban dictates the condition that 100% of the products are released without defects (that is, it contains a prohibition on sending defective products to subsequent processes).

Just-in-time production processes do not need additional warehouse stock. Therefore, if defective parts are produced in the previous process, the worker in the next process is forced to stop the production line. Moreover, everyone sees at what point it 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 (Japanese for "m at yes"), inconsistency ("m at ra") and inexpediency ("m at ri") in working methods and in the distribution of working hours, resulting in the appearance of defective products.

It should be the responsibility of those who work with kanban to continuously improve kanban in a creative and inventive way so that it does not become a fixed form at any stage.

Chapter 3. FURTHER DEVELOPMENT

Events in the real world do not always develop strictly according to plan, so the latter must change quickly in response to new circumstances. If you are of the opinion that the plan should not be changed after it has been approved, the business will not last long. I think a business should have the same reflexes as a person. Reflexes that allow him to respond quickly and easily to small changes in plan without having to go to the brain.

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

Like other companies, Toyota develops its production schedules. However, the daily schedule is only sent to the final assembly line. This is the peculiarity of the Toyota information system. In other companies, schedules are sent out for each stage of the production process. When workers on the assembly line use parts near the line to assemble, they remove the kanban and send it to the auxiliary 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 product itself to supply information about itself.

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 adapt to them in a timely manner, sooner or later we will have to make global adjustments to the production schedule.

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

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

But the biggest loss is excess inventory. If there are too many stocks and the factory cannot handle them, a warehouse has to be built and workers must be hired to take the products to the warehouse. Each worker may need their own transport cart. The warehouse will require personnel to manage the warehouse as well as 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 tidy up the products before they leave the warehouse for use. Products placed in the warehouse must undergo regular inventory. This will require additional workers. At some point, some employees will consider buying computers for inventory...

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

Losses are useless repetitive activities that should be eliminated immediately. For example, downtime while waiting or storing nodes.
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 need to know when they are needed. Thus, there is a need to determine the time step. Tact- the length of time in minutes and seconds, which is required to produce one unit of output. Takt time is determined by dividing the actual time pool by the number of parts to 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 just 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 ended. It 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 it with a new, more modern model? This way of thinking is fundamentally wrong.

The Toyota System is a comprehensive enterprise management system that affects almost all aspects of production (operational) management, which provides for:

elimination of all unnecessary elements of the production process in order to reduce production costs;
reduction in the duration of the production cycle, the size of stocks and backlogs of work in progress;
flexible response to fluctuations in demand for products;
quality assurance at all stages of production;
activation of the "human factor".

Japanese folk wisdom reads: a) it is not the one who earns a lot that gets richer, but the one who pays little; b) simplification is the surest way to perfection; c) quality is the only newly created value, everything else is a cost. The Toyota system fully embodied this wisdom. Its goals can be represented as the following diagram:

Decrease in production costs —> Decrease in the rate of profit —> Decrease in the price of products —> Conquest of sales markets —> Growth in sales volume —> Expansion of the scale of production —> Increase in the mass of profit.

Improving the production structure (restructuring of production). This method is associated with the transition to the subject specialization of production links. Subject specialization involves the complete manufacture of a group of the same type of parts of the product using a variety of processes and operations at workplaces located along the technological process. At a minimum, this is the organization of subject-closed areas. best option - production lines with a detailed or subject-group form of organization. This is the first prerequisite for using a JIT system for operational production management. The possibility of its implementation to a decisive extent determines the scope of the Toyota system.

Structural restructuring creates the prerequisites for the organization of precise interaction of fairly autonomous production units based on a system of horizontal connections. Direct horizontal connections between adjacent production lines ensure the integrity of the production system in the most rational way, maintain the continuity and straightness of all processes. In turn, autonomy ensures the operation of economic methods of management. For example, according to certain standards, craftsmen are allocated resources that they manage.

The developers of the Toyota system distinguish four stages of approaching the structure of the company to the optimum. The first stage is the technological form of specialization of production links. It is characterized by versatility and at the same time complex technological routes, high transportation costs, long equipment changeover time, high costs for wages highly skilled workers. At this level, the JIT system is not implemented. technological form specialization is used when an enterprise fulfills one-time or small recurring orders.

The second stage is the organization of the so-called distributed in-line production, which becomes possible when an enterprise receives a large order. Distributed production takes two forms: a) alternating operation of several one-subject production lines in the manufacture of various product modifications; b) the work of one readjustable multi-subject line; production of a batch of products and readjustment of the line for a new batch. At the second stage, all the advantages of in-line production are achieved and conditions are created for using the JIT system. We note the advantages of production lines that are especially important for the JIT system: 1) the use of a single accompanying document per batch for all operations of the line (prototype of the Kanban card); 2) reduction of reserve reserves to a single reserve for the entire line; 3) minimization or complete exclusion of interoperational backlogs.

Rice. 1 The most important components of the Toyota system

The third stage is the organization of multi-subject lines with a continuous launch. The conditions for this are the minimization of time or the complete exclusion of changeovers, as well as a flexible layout of workers. As a result, the possibility of piece-by-piece production of the same type of products opens up, as in multi-subject group flows. The advantages of such an organization of work: the absence of working capital on the lines, ensuring the continuity of the release of each model of the final product and, thereby, high production flexibility, the absence of safety stocks of products. The advantages of continuous run over distributed production are illustrated in Fig. It can be seen from the figure that when organizing distributed production, the supporting lines work rhythmically, but with the maximum permissible rhythm of work. In addition, when the output structure changes (the quantitative ratio of products of different standard sizes), the rhythm of the lines will change, and the problem of synchronizing operations will arise on the lines. On assembly lines, where manual labor, these are not a problem, since manual labor is a fairly flexible factor of production. However, on machining lines, this can cause serious difficulties.

The fourth stage is the rapprochement in space and, if possible, the unification of heterogeneous technological processes; reduction of transport movement and the corresponding transport backlog, the final creation of the prerequisites for the introduction of kanban cards. Moving equipment within the enterprise, rearranging jobs is a rather complicated and radical step. It is justified, therefore, only if top managers are confident in favorable market prospects manufactured in large quantities.

Engineering preparation of production. First of all, it involves ensuring operational readjustment of production and the possibility of working in small batches or piece-by-piece production. This is the second necessary condition for using the LT system for the operational management of production. Japanese engineers divide changeover into two parts: internal and external. External changeover is carried out outside the equipment and is combined with its work on the previous batch. Internal changeover is carried out after the processing of the previous batch is completed; her time is sought to be kept to a minimum. A striking example is the readjustment of presses with a force of 40 to 100 te. According to domestic standards, it should take four hours, according to Toyota standards - four minutes. The tasks of engineering support also include grouping products, unifying components or developing a system of modules from which a large number of modifications of finished products can be assembled, resynchronization of operations on streams with changes in the rhythm of their work, organizing and equipping jobs for multi-machine operators, etc. Engineering support involves continuous improvement engineers of elements of the production process directly in the shops, together with workers and foremen.

Rice. 2 Schemes for organizing two types of flows:
a - distributed production of a batch of products B;
b - continuous launch of three standard sizes of products: 1 - supply lines; 2 - assembly line

Training of general workers and a flexible scheme for their placement. These measures are aimed at addressing main task- ensuring the flexibility of production, subject to the conditions of rational use of labor. Changing the rhythm of work of production lines, the organization of distributed production is impossible without permanent translation workers to new jobs, without changing the structure of operations and methods for their implementation, without changing the norms of multi-machine maintenance. The indispensable conditions for this are the training of general workers (multi-machine operators), time payment their labor, rational planning of sites (production lines).

Training of personnel to work at new jobs for them takes place outside the time of the main work, under the guidance of foremen. Consolidation of the skills of multi-machine operators is carried out during the rotation of personnel within the site. Rotation, i.e. change of jobs, in normal conditions takes place according to a predetermined schedule with a cycle of two hours (in intensive and monotonous work) to two weeks. In addition to improving the skills of multi-machine workers, rotation provides a number of other advantages: changing labor, reducing its monotony and fatigue; departure from the concepts of "profitable" and "unprofitable" work; increasing responsibility for the work of the entire site; acceleration of the transfer of rational methods of work by workers.

A lot of responsibility rests with the foremen. They standardize new operations and revise the norms when introducing new means or methods of labor, while improving the layout of workplaces. To do this, the master must have the skills to work at all workplaces of his site. Masters change the arrangement of workers and the norms of multi-machine maintenance with changes in the rhythm of production lines, necessarily taking into account the level of training of workers. Foremen participate in the development of work process maps, which are especially important for multi-machine operators, train new workers, and organize staff rotation.

It is especially difficult to provide rational use workers with fluctuations in production by more than 10%. In this case, it is necessary to carry out resynchronization, change maps of labor processes, etc. With a reduction in output within the same limits, the freed time is used by workers for Maintenance equipment, learning to work at neighboring workplaces, cleaning industrial premises, participation in the work of “quality control circles”. If necessary, additional work force hired for a temporary job. Well-established temporary workers constitute a reserve for recruiting a permanent staff of workers. A permanent increase in labor productivity must create a surplus of workers, which is either absorbed by the growth in output, or fits into the framework of the natural attrition of personnel.

Importance in the Toyota concern is attached to the policy in the field of selection of equipment installed in the workplace. The main trend in this area is the all-round simplification and cheapening of equipment, which allows the main workers to independently monitor it. technical condition hired to quickly master the skills of its operation, the concern does not suffer large losses due to its downtime (which is the price for flexibility). In general, such a technical policy, as well as the fact that the equipment is not overloaded either in terms of use (production standards are strictly 100% met by workers) or in terms of service life, provide conditions when emergency equipment failures are practically absent. This, in turn, creates favorable conditions for maintaining a uniform rhythmic operation of production lines.

Expensive and difficult to operate automated and automatic production lines are used by the concern with great care and only where they undeniably prove their economic or social necessity. An example is complex automation using a system of industrial robots for welding and stamping production of car bodies. Work here is characterized by harmful and hazardous working conditions, so the main criterion for the expediency of automation was the solution of social issues. For the convenience of multi-machine operators, not a linear, but a t-shaped layout of production lines is used. It reduces the transitions between individual pieces of equipment, improves its visibility. A more rational, it would seem, variant of the circular arrangement of equipment is rejected due to the psychological pressure of the enclosed space on the worker (the so-called birdcage).

"Alignment" of production. It is a set of control methods by which repetitive production, based on a modular principle, adapts to changes in demand. As already noted, "pull" systems are focused on working with a rhythm that changes in accordance with demand. The scheduling of such production is seen as "leveling" the entire production process in accordance with changing demand. This "alignment" is carried out in terms of the volume and range of products produced. The greatest difficulty is the "leveling" in terms of production, which is carried out in two stages. At the first stage, an adjustment is made to the change in monthly demand throughout the year. This is achieved with the help of monthly enlarged (aggregate) production planning. The enlarged plans establish average daily standard output levels in each production unit, which are the basis for creating backlogs of work in progress, determining the required number of workers, etc. Calculations at the first stage are based on three-month and monthly demand forecasts made on the basis of information coming from sales organizations.

At the second stage, adaptation to daily changes in demand during the month is carried out. Here, the main role in the operational management of production, implementing the principle of "leveling" production, both in terms of volume and range, is played by the "kanban" system. The basis of operational planning is the schedule for assembling various modifications of products on the main assembly line, built on the basis of daily orders from sales organizations (made in 2 days). The system ensures the rhythmic work of other production departments and suppliers, and all the changes that occur occur due to the transition to a new production rhythm. The "leveling" of production at this stage involves two indicators: the average total production of finished products per day and the average output of each individual product modification. “Levelling” at the second stage is allowed only within +10% of the output volume, the production system is not ready for large volumes in the short term.

Thus, daily production schedules reflecting daily sales demand are only generated for the main assembly line. For other production links, such as machining, casting or stamping, only the estimated monthly production volume that will be required to support the main assembly line is determined. On the basis of these predetermined metrics, plant managers can best place workers for the current month and plan for the use of other production resources at their disposal.

Rice. 3 Scheme of "leveling" the volume of production in the Toyota system

When assembling cars on the main conveyor, workers receive the required quantities of the necessary components that are made at the previous production sites. These sections, in turn, then produce exactly as much product as was “withdrawn” from them by the assembly. Therefore, for any technological stage prior to the final assembly, it is not necessary to draw up a daily production schedule in advance. In other words, the “leveling” system using the kanban information system functions in such a way that production orders “move” from the end of the production process, from the next technological stage to the previous one. The kanban cards themselves with the information on the subject of labor available on them can be used in areas as elements of a shift-daily task.

Operational management based on the LT concept. It is based on "pulling" the required number of products from the previous production link when they are needed. Its goals are to minimize stocks and backlogs of all types, the volume of work in progress, the duration of the production cycle; ensuring the "leveling" of production, i.e., a combination of in-line methods with fairly frequent changes in the range and volume of output. Note that the "pull" system of LT is, in essence, only a means of eliminating stocks, equally effective for use both in the internal production sphere and in the field of external relations by companies (in supply and distribution channels). The differences relate only to the complexity of implementing the LT system: in internal environment It is easier for a company to do this than for an external one. It was for the purposes of intra-production use that it was originally developed by Toyota. At the same time, the LT system has not yet been considered as a concept that opens up new possibilities for regulating the production marketable products according to fluctuations in demand. This possibility has become extremely relevant in the future. Initially, the LT system had a local goal - to eliminate production reserves, freeing up part working capital for the development of production.

The main idea of the LT system is to eliminate stocks by organizing supplies in the technological chain in such a way that materials arrive in the required volume, at the specified place just in time. Thanks to the synchronization of supplies with the need for them, set by the production schedule, the divisions work "from the wheels" without safety stocks and with minimal turnover. With the development of modern information technologies and telecommunications networks, information exchange between suppliers and consumers has become an affordable and cost-effective tool that allows companies to effectively manage inventory (and orders) not only in the field of own production but also in procurement and distribution.

As already noted, the LT system has a significant drawback: when demand fluctuates above ± 10% of the aggregate plan, the system begins to fail. To compensate for fluctuations in demand, it is necessary to use safety stocks, which contradicts the JIT ideology and reduces the effectiveness of its use. Therefore, it is widely practiced to share the Kanban system with other modern information systems, For example, MRP system. To a large extent, this disadvantage of "kanban" is eliminated in the ORT system.

Total Quality Management. This is one of the most important necessary conditions normal operation of the JIT system. Priority quality assurance is based on the following principles:

responsibility for product quality is transferred "down" to production staff who produces it and passes it "from hand to hand". Special control services are not created;
priority is given to methods of preventive control and regulation of production parameters;
“visibility of quality” is ensured due to the fact that the customer or buyer can get acquainted not only with the quality of the finished product, but also with the process of its manufacture;
the worker is obliged to stop the entire technological chain in the event of a marriage that he cannot correct on the spot;
widespread use of automatic control means;
universal struggle for quality. Involvement of all personnel of the enterprise in it - from workers to the director;
serious attitude to cleanliness and order in the workplace.

November 6th, 2017

Achieving Quality Through Optimal Inventory Utilization

When you think of Toyota, you think of world class quality. So what is the reason for Toyota's success? A very simple concept called Toyota Production System (TPS).

Let's see how it all started. A delegation of officials from Toyota visited Michigan automobile plants owned by Ford Motor Company, the world leader in automotive manufacturing at the time. The delegation, however, was not impressed by what they saw - it was found that a large number of reserves are simply not being used. Toyota representatives were also shocked by the fact that the workflow between divisions in the company differed from day to day, which indicated suboptimal use of resources. Thus, the potential for automation at Ford was identified! This statement in no way negates Henry Ford's contribution to automating the automotive industry, but only reflects the lack of attention paid to proper inventory management.

The same delegation visited an American supermarket called Piggly Wiggly, and the visit made a huge impression on them. They found that in the supermarket, replenishment and restructuring of inventory was carried out after the existing inventory was sold. This forced Toyota to seriously rethink its inventory management practices.

The delegation returned to Japan and applied the knowledge gained at Piggly Wiggly to the automation process. They reduced the number of reserves to a minimum level, after which the reserves began to be reorganized depending on their consumption. This principle laid the foundation for the just-in-time inventory management system.

The philosophy of management, built on the basis of best practices, has given rise to Toyota system production. TPS integrates production and logistics management, as well as the interaction between the customer and the supplier. There are two main principles on which TPS is based. The first is called "Jidoka", which means "automation using human intelligence". When a problem occurs on a conveyor, operators are authorized to stop the entire production line. This is done to prevent the production of defective products. The second is the notion of just-in-time. The TPS system was built on the principles that Toyota founder Sakichi Toyoda adhered to. They were developed between 1948 and 1975 by a Toyota team including Eiji Toyoda, Shigeo Shingo and Taiichi Ohno.

Three "M" in TPS: Muri, Mura and Muda:

What is Muri? Muri's literal translation is overload. The process should be scheduled to provide maximum performance, without "muri" or overload.

What is Mura? A process designed to produce what you need without any deviation or "mura".

What is Muda? Logically, any inconsistency or stress in the process will generate waste or "muda" that must be eliminated.

The concepts of Muri, Mura and Muda are so simple yet so profound and so critical to understand that it's no wonder Toyota is now synonymous with quality.

The ultimate requirement for any process is the reduction or elimination of waste. The TPS talks about 7 types of losses (Muda). They manifest themselves in overproduction, unnecessary movements, waiting, excessive transportation, unnecessary additional processing or creation of unnecessary characteristics by the client, excessive losses and defect correction. Loss elimination is at the heart of the TPS system. Applying this concept to Toyota has resulted in lower costs and reduced inventory rotation times. This is the reason why Toyota has become one of the top ten companies in the world.

The profits generated by the company are constantly increasing, and in 2007 Toyota finally took a leading position in the rankings of car manufacturers in terms of production volume. Jeffrey Liker's book "Tao Toyota" details the TPS system.

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Chapter 1

Chapter 2. DEVELOPMENT OF THE TOYOTA PRODUCTION SYSTEM

Chapter 3. FURTHER DEVELOPMENT