複写禁止（Ｃ株）ＴＳＣ
Copy inhibit
2010

TPS/Lean Production method

2018/10/2/
Shozo Takeuchi

P2

Darwin’s words

The species that could survive
It is not the most powerful species
It is not the most intelligent species

It was a species that was able to respond tochanges

複 写 厳 禁Coｐｙ prohibited（株） TSCP3

Aim of Toyota production system

複 写 厳 禁Coｐｙ prohibited（株） TSC“” Cost reduction through thorough waste elimination“”

Waste: inventory, work itself, defective・・・・・・・
Waste calls for waste
Profitable IE（Story of overtime・・・
Devices for visualization of waste
・Leveling・Synchronizing（Visualization of lag progress）
・JIDOKA（Line stops abnormally）
・Management by eye・・Good goods cheaper
Build what you need, as you need it, as much as you need

P4

複 写 厳 禁Basic concept of Toyota production method （株） TSC

Coｐｙ prohibited●Cost reduction rather than cost principle
１, Company objective（Business activities）
To harmonize with society and pursue profits
while fulfilling our social mission

One of the major
objectives tosecure profits２, Profit and cost
Selling price = cost + profit ・・・・・ Demand> supply ⇒ Cost principle
In the case of the seller's market
Selling price - cost = profit ・・・・・ Demand <supply ⇒ Cost reduction

３, Cost changes by way of making① Cost composition②How to make people and inventories can be reduced

P5

Basic concept of Toyota production method

複 写 厳 禁Coｐｙ prohibited（株） TSC

３, Cost changes by way of making① Cost composition
・Each company, the unit price is not much different
Sub-material cost

Purchasedparts costs

・Cost arising from differences in the way of making

Energy cost

Labor cost
Equipment cost

②How to make people and inventories can be reduced
モノの流れ
1step

２step

３step

４step

②

②

②

②

③

①

③

①

③

①

③

①

1step

２step

３step

４step

②

③

②

③

①

④

①

④

P6

Ultimate MONOZUKURI

複 写 厳 禁Coｐｙ prohibited（株） TSC■The origin of manufacturing is sushi shop

● Daily balance check● Short lead time・Processing in front of customers
・Completed set sharing
・Discarded items with freshness●Production unit
・Making one piece
・Devices to cook●Material
・We purchase only what we use today●Created by a skilled craftman (human development ·discipline)

Concept of Toyota Production System· Labor productivity· Equipment productivity· Material yield

Removing waste

Just in time・Short lead time・Improve productivity

Automation

I know theabnormality

Flow process

come out
improvement?

Tact decision withnecessary number

can understandwaste well

Synchronizing

MierukaStrengthening the corporate constitution＜Aiming object＞
・Better goods cheaper
・What you need,when you need it
Only necessary amount（株） TSC

Incorporation of quality

JIDOKA＜The survival of a company＞
・Respond to market changes
・To make money

複 写 厳 禁Coｐｙ prohibited

Human resource
development / improvement

P7複 写 厳 禁Priority of Manufacturing

Coｐｙ prohibited（株） TSC

environment
qualityproduction
costhuman resources
Maintenance

Strengthening the corporate constitution

SafetyHuman resource
development / improvement

P8

P9

What is "waste"?

複 写 厳 禁Coｐｙ prohibited（株） TSCOperation Name ： Write down “waste” in Japanese onto the white board

P10

複 写 厳 禁analysis of field operation

Coｐｙ prohibited（株） TSC

Write “waste”
Operations that add value(Assembly, cutting,welding etc.)
Net operation(Real work)
Accompanying
operations(part of waste) Operations
Human
motions

open/close cap
No added value but necessary evil(transport, empty box return, inspection etc.)

Only 5 to 10 percent of field
operation is net operation

waste
Every other operations
except indicated left
The elements not requiredfor operating(waiting, defect repair etc.)

P11

複 写 厳 禁Waste and profit

Coｐｙ prohibited（株） TSC

Cost price

Selling priceProfitAdds value to the products
ReduceNet operation(Real work)

Accompanying
operations(part of waste)

Eliminationof waste

Operations
Human
motions

waste
Adds extra cost

P12

What is "waste"?
From dictionary

複 写 厳 禁Coｐｙ prohibited（株） TSC・Useless things
・It is not worthwhile to do it
・Futility

In monozukuri Waste＝Money not getting money

Elements of Production Activities to Increase Cost Only
Work that does not add value, equipment, inventory

What is work ( Valuable work)
Work that add value to products and services

P13

Definition of “waste” and “elimination of waste”

複 写 厳 禁Coｐｙ prohibited（株） TSC

Value-added work Really adds value to the products

Waste

It adds extra cost to the products
Non-value-added work, equipment
and excess inventory

We aims to reduce production costs by absoluteelimination of waste and increasing added value.

複 写 厳 禁P14

Coｐｙ prohibitedType of waste（株） TSC

１
Over-production waste(Making the no sold waste)

７２

Making defects waste

Waiting waste

Seven Types of Waste
６３

Movement waste

Transportation waste

５４Inventory waste

Processing waste

複 写 厳 禁P15

Coｐｙ prohibitedType of waste（株） TSC

１
Over-production waste(Making the no sold waste)

７２

Making defects waste

Waiting waste

Waste creates other wastes
Wastes increase themselves
６３0

Movement waste

Transportation waste

Finding waste

５４Inventory waste

Processing waste

複 写 厳 禁

P16

５S、Three F、FIFO

Coｐｙ prohibited（株） TSC□ Five S develops an efficient workplace and improves employee morale.
□ It is important to understand these meaning properly.
□ Three F and FIFO are basic ideas for managing parts on the actual work site.

1【Seiri】
Sifting

Divide necessary items and unnecessary items,
and throw away unnecessary items.

2【Seiton】
Sorting

Arrangeso that anyone
retrieve it as soon as it is needed
Keep necessary
itemscanin order3【Seiso】
Shining

Ensuring that necessary items can be used correctly at any time

【Seiketsu】
Sweeping【Shitsuke】
Sustaining

Creating a mechanism to maintain organization,organization and cleaning

4
5

Creating a habit to protect decisions

P17

複 写 厳 禁Management of on-site goods

Coｐｙ prohibited（株） TSC□ The factory starts at 5S and collapses from 5S□ Basics are Seiri,Seiton and Thee F□ Seiri ⇒ Seiton ⇒ Seiso in order of cleaning

1【Seiri】
Sifting

Divide necessary items and unnecessary items,
and throw away unnecessary items.

2【Seiton】
Sorting

Arrangeso that anyone
retrieve it as soon as it is needed
Keep necessary
itemscanin order3【Seiso】
Shining

4
5【Seiketsu】
Sweeping【Shitsuke】
Sustaining

Display so anyone distinguish it
1【Teichi】
Fixed position

2【Teibutsu】
Fixed items

3【Teiryou】
Fixed quantities

P18

Significance of FIFO

複 写 厳 禁Coｐｙ prohibited（株） TSC

Without FIFO
①It becomes complicated to pursue the root cause when a quality
defect occurs and the root cause can not be pursued②It is impossible to specify the period of time that occurred when aserious defect occurred and it is necessary to reexamine a large
range③The thing that produced earlier will remain for a long time, rustand deformation will occur and it will not sell

P19

How to acquire the ability to discover waste

複 写 厳 禁Coｐｙ prohibited（株） TSC【ムダの種類】①Over-production waste②Waiting waste③Transportation waste④Processing waste《Ability to discover waste》
１．Ability to express exactly what you see
２．Ability to accurately organize waste⑤Inventory waste

３．Ability to make improvement plan

⑥Movement waste

Try based on the plan on site actual thing⑦Making defects waste

P20

複 写 厳 禁Approach for action improvement

Coｐｙ prohibited（株） TSC

Rather than thinking about work improvement,
trying immediately！

（巧遅拙速）
Difficulty in work improvement
・People have right handedness and left handedness

Complexcondition・People have tall people and low people

・People have immediate persons and impossible people
・People do not try to change thinking that it is the best now

Perseverance, with enthusiasm to accomplish to the end

P21

Writing Standard work combination table（１）項目Part number① /nameWrite product part number and part name of target work

②工

Write the generic name of the process of the target work.

程③ 製作年月日所

属④ シフト当り
必要数

説

（Ｔ．Ｔ）

（株） TSC明

Date of new creation or revision and entry of department in chargeof process

Calculate the required number per shift and fill in（When calculating from monthly production number）
Required number/ shift ＝⑤ タクトタイム

複 写 厳 禁Coｐｙ prohibited

Required number / monthworking days / month

Write the Takt Time of calcuiation

×

１
Shift

Execution takt time＝Operating time / shift (including overtime)
Required number / shift

Takt Time ＝ Operating time / shift (fixed time）
Required number / shift⑥作 業 順

Cycle time＝Time to complete the operation of one cycle
Write down the sequence number of working⑦作 業 名 称

Write the name of work
Since it is an action performed by a person, write it with the expression "to do"
Write the machine number

P22

Writing Standard work combination table（２）
⑧時

間
（手）

Perform actual work survey and post manual time and automatic feed time
Measure the walking time and write the shortest time
Manual work time ・・・・・ Write down the time of a person's work.
For handworking time during walking, parentheses are attached to
the numerical value of the corresponding column（加工）Machining time・・・・・ Write the time of machine work

項

目

⑧時

間

説

複 写 厳 禁Coｐｙ prohibited（株） TSC明（歩） Walking time・・・・・・Move to the next process,Write the time to walk for picking up parts (tools) etc.
In that case, we do not distinguish whether or not the object is heldIf walking time is less than 1 second round it
Leave it blank if walking time is 0 or no walking（合計）

Write the total of manual work time and walking time in the total column below
Also fill in the total column whether there is a waiting time

P23

Writing Standard work combination table（３）⑨作 業 時 間（歩）（株） TSC

Manual time is practical, automatic feed time is dashed line,
and walking time is written with wavy line
（Manual work time）（Ｔ .Ｔ）

複 写 厳 禁Coｐｙ prohibited（Machining time）（Walking time）

The takt time is a red line, from top to bottom so as to traverse
the work time column To draw

歩行ゼロの場合は次工程作業時間の線と直線で結ぶ（手待ち）▼Ｃ．Ｔ＜Ｔ．Ｔ
０

Ｔ．Ｔ Fill in the place where you

returned to the starting
point of the first work witha symbol▼Awaiting in the process
０

Ｔ．Ｔ Fill in the place

where you wait
In this case, fill it under thewavy line (automatic feed)

０

P24

Writing Standard work combination table（４）項

目説⑨Working hours ▼Ｃ．Ｔ＝Ｔ．Ｔ
０
How to return (send)

複 写 厳 禁Coｐｙ prohibited（株） TSC

明
Ｔ．Ｔ
（Ｃ．Ｔ）

Draw a line to pull shortfall
from 0 point to T.T line
▼Ｃ．Ｔ＜Ｔ．Ｔ
０（Ｃ．Ｔ）Ｔ．Ｔ

Draw a line to pull shortfall
from 0 point to T.T line

▼Ｃ．Ｔ＞Ｔ．Ｔ
０

Ｔ．Ｔ（Ｃ．Ｔ）

Draw a line to pull shortfall
from 0 point to C.T line

Ｃ．Ｔ

Cycle time

P25

How to write a Standard work chart

複 写 厳 禁Coｐｙ prohibited（株） TSC

標準作業票 （例）
標

準

作

業

票

作成
０５ 年 ０３ 月 ２３ 日
改定

材料を取る

作業内容

■Use the standard work table as atool to see with administrator‘seyes。
Write standard symbols such as
standard handhelds, quality
checks, safety notices, etc. sothat the work status of eachworker can be known■It is also used for discovering
potential problems of the process,guidance of subordinates, etc.

から完成品を置くまで

MIC－２００５

材料２

１

ＰＩＣ－１７０３
３
６

完成品

５

４

ＡＩＳ－０１

品質チェック

安全注意

ＡＳＹ－０８１５

標準手持ち

標準手持数

３

タクトタイム３０″

サイクルタイム

分解番号３０″ １／１■In particular, "standard hand-held"is important to correctly express
in-process inventory inventory to
make it visible and reduce it。

P26

複 写 厳 禁How to write a Standard work chart
item（株） TSC

description① Work content

Enter the name of the first and last work of the standard work
combination slip and indicate the work range.
In this case, write the first work to the left of the upper row andthe last work to the right of the lower row② Process layout

Write a process layout diagram on which a workbench or machineis placed and attach a machine number.
Following the standard work combination slip, numbers are given to
the work order and connected by a solid line.
When connecting the numbers from the last work to the first work,
they are indicated by dotted lines and arrows.
Shaded lines are put in the process with the lowest processing ability③ Quality check

Coｐｙ prohibited

For a process requiring quality checking, fill in the machine with thequality check (◇) and enter the check frequency in the symbolwith 1 / n.
〈Quality check frequency （ex,） 〉
Every 1 cycle
Blank
1 in 5
１／５
Once for shift
１／Shift
Once a day
１／Ｄ

標準作業票 （例）
標

準

作

業

票

作成
０５ 年 ０３ 月 ２３ 日
改定

材料を取る

作業内容

から

完成品を置くまで

MIC－２００５

材料２

１

ＰＩＣ－１７０３④ Safety attention

In a machine (process) that requires safety attention, write a safety
cross mark in the machine.

⑤ Standard hand held

As you go through the repetitive tasks, fill in the standard in-hand mark(●) at the position after the processing in the process layout diagram
for the in-process product of the necessary process (line)
Materials and finished goods should not be included on the standard
hand.

item

description⑥ Standard numberof hands

Write the number of standard hands shown in the process
layout diagram in the corresponding column of the lower row.

３
６

完成品

５

ＡＩＳ－０１

品質チェックThe time to judge the standard number of hands is whenit comes to ① of the work order.
⑦Tact time⑦

Write the takt time calculated in the standard work
combination slip in the lower row.

⑧
⑧Cycletime（Net time）

Write the net time of one cycle when done according to
the work order in the lower row.
It is a time value plus manual work time and walking time.
Fill in the middle of work while filling in the manual field.

４

安全注意

ＡＳＹ－０８１５

標準手持ち

標準手持数

３

タクトタイム３０″

サイクルタイム

分解番号３０″ １／１

P27

複 写 厳 禁Time measurement method

Coｐｙ prohibited（株） TSC■ Measure the time based on the worker skilled in the target process.
① Look closely
at work order

#
#
#
#
#
#
#
#
#
⇒
⇒ ⇒
⇒
⇒
⇒
⇒
⇒
1
2
3
4
5
6
7
8
9

② Fill in element work
only on paper

#
#
#
#
#
#
⇒
⇒ ⇒
⇒
⇒
⇒
1
2
3
4
5
6

③ Measure the time of
one cycle ten times tofind the shortest time

④ Measure the timefor each element.
⑤ Measure details andtime of exception work

#
7

⇒

#
8

⇒

#
9

1 cycle (net time)

Lap1 Lap2 Lap3Lap4 Lap5 Lap6 Lap7 Lap8Lap9
▽
▽ ▽
▽
▽
▽
▽ ▽
▽
#
#
#
#
#
#
#
#
#
1
2
3
4
5
6
7
8
9
Record the frequency (times / hours, days) of
material supply etc. and the working time

The shortest time, themost smooth movement
without impossibility

At this time stopwatchwith Lap use
Measure about 5 times
so that the total is theshortest one cycle
measured in ③

P28

複 写 厳 禁Coｐｙ prohibited

Redistribution of work based on net working time（株） TSC■ Decide the takt time, allocate only the net work and pursue one manpower.
■ Always make the improvement goal visible.
●Setting up work with margin●How to recommend man-hours reduction①Decide the takt time
Current status

About 30% margin
Tact time
0.7

0.7

0.7

0.7

0.7

Ａ

Ｂ

Ｃ

D

E

If you get accustomed tocontinuing work with
sufficient power you feel
resistance to improvement.

0.6
Ａ
worker

0.9
Ｂ

0.7
Ｃ

0.8
0.4
D

E

②One by one artificially

改善

1.0

1.0

③Further improve
1.0 and reduce
0.4

P29

Group exercises

Write a Standard work chart /Standard work combination table

複 写 厳 禁Coｐｙ prohibited（株） TSC

P30

複 写 厳 禁Practice problem Standard work combination table

Coｐｙ prohibited（株） TSC

Master cylinder cutting process
Part number ： MS369
Item name ： Master cylinder

Scheduled uptime ： 460minute
Number of sun needs ： 690piese

１，Facility layout chart
B301

A410

material
C212
Product
D123

Inspection
All the walking time between
each step is 2 seconds

２，Processing order and time
Material
Process
Manual work time (sec)Automatic feed time (sec)

2

A410

B301

C212

D123

Inspect

Mounting
Surface cutting

Profilecutting

drilling

Screw
processing

Screw diametermeasurement

4

5

4

3

28

29

27

12

6

Product2

How to write a Stacked table（１）複 写 厳 禁Coｐｙ prohibited（株） TSCWork
er 3

Worker2

Worker 1□ Not only improvement of one process, improvement of thewhole process, work allocation,
In order to design the process, a combination slip of the wholeprocess is created.

Worker 4

P31

Connect the work of thewhole process to make one
combination vote.

P32

複 写 厳 禁How to write a Stacked table（２）Step １

100

Step ２analysis

・

20

E
Ａ
工
程

Ｂ
工
程

Ｃ
工
程

Ｄ
工
程

A

Ｅ
工
程

To combine
・
E

100

Step ３・Take line balance
・Clarify the improvement target

B

40

B
Creation of a standardized
work combination table forthe entire process（株） TSC

A

80
60

Creation of table worker’s
combination table foreach worker

Coｐｙ prohibited

Organization

80
60

→
改善事例１

Improvement
Target

40
20

作業者Ａ
作業者Ｃ
作業者Ｅ
作業者Ｂ
作業者Ｄ

P33

複 写 厳 禁How to write a Stacked table（３）Step ４

Coｐｙ prohibited（株） TSC

Creation of standard work
combination table

100
80
60

Find waste of work and improve

40EX.）The shaded part of the colored part20

(time of element work) in the graph on the rightshows waste of work

Step ５
Efficiently allocate work

作業者Ａ
作業者Ｃ
作業者Ｅ
作業者Ｂ
作業者Ｄ

100
80
60

Labor saving
1 person

40Ex,）Element work has been put forward (partiallyreassembled) and one of workers E has been eliminated.

20

作業者Ａ
作業者Ｃ
作業者Ｅ
作業者Ｂ
作業者Ｄ

120

Step ６100
80

Change personnel according to takt time

60
40Ex,）For the month of production (120% tact time),

Ｘ Ｘ

20

according to the takt time, production with three people.

reorganization

作業者Ａ
作業者Ｃ
作業者Ｅ
作業者Ｂ
作業者Ｄ

P34

複 写 厳 禁How to write a Stacked table

目

Coｐｙ prohibited（株） TSC

的

１ ： See pursuit degree of 1 Artificial and See the balance of workload
２ ： Look at variations in work volume among workers or machine

３ ： Used for leveling of assembling process

120
100
80
60
40
20

Ｘ Ｘ
作
業
者
Ａ

作
業
者
Ｂ

作
業
者
Ｃ

作
業
者
Ｄ

作
業
者
Ｅ

P35

Points of improvement（１）複 写 厳 禁Coｐｙ prohibited（株） TSC

Make the motion part as small as possible
RankfulcrumMoving body partfinger１

finger２

wrist

hand,finger

３

elbow

forearm,hand,finger

４

shoulder５bodyUpper arm,forearm,hand,finger
body,upper arm,forearm,hand,finger

P36

Points of improvement（２）Keep parts and tools close to point of use

The position of
the tool is far

Move it closer tothe position to use

複 写 厳 禁Coｐｙ prohibited（株） TSCP37

Points of improvement（３）複 写 厳 禁Coｐｙ prohibited（株） TSC

Make the motion part as small as possible

Place near the use point at the
fixed position?
I will not search!

Place in normal working position

P38

Points of improvement（４）Move the object horizontally

Working point heightchanges

Adjust the working
point height

複 写 厳 禁Coｐｙ prohibited（株） TSCP39

Points of improvement（５）I do not change the direction of motion

Pushbutton switch

SW operation during thenext operation

複 写 厳 禁Coｐｙ prohibited（株） TSCP40

Points of improvement（６）Foot·waist·shoulder·head does not move up and down

Step on footHead / hipmovements

Shoulder thrust

複 写 厳 禁Coｐｙ prohibited（株） TSCP41

Points of improvement（７）Notice with eyes and with light or soundConfirm abnormality
with "eyes"

Announcement ofabnormality by lamp

複 写 厳 禁Coｐｙ prohibited（株） TSCP42

Points of improvement（８）Make it suitable lighting for work content

×

illumination

Worker's own shadow
Surface reflection of
the member

illumination

複 写 厳 禁Coｐｙ prohibited（株） TSCP43

Points of improvement（９）Move both hands at the same time

left

left

right

right

Work by one hand

Work both hands
at the same time

複 写 厳 禁Coｐｙ prohibited（株） TSCP44

Points of improvement（１０）Avoid aerial work to hold by hand

fixtureKeep withleft hand

Holding witha fixture

複 写 厳 禁Coｐｙ prohibited（株） TSCP45

複 写 厳 禁Points of improvement（１１）Coｐｙ prohibited（株） TSCTo improve the end of work

治具

When returning the tool,
Bad separation

When the work is overI can get my hands away

P46

複 写 厳 禁Points of improvement（１２）Coｐｙ prohibited（株） TSC

Think about the work area
Optimal work area

Maximum work area
Maximum work area

Normal work area

Normal work area

Maximum work area
：Place the tools and parts to be used within the maximum work area
Normal work area
：Place the tools and parts normally used in the normal work area
Optimal work area
：Assemble in the optimum work area

P47

Group exercises

Video improvement

複 写 厳 禁Coｐｙ prohibited（株） TSC

P48

Thought of JIDOUKA◼

◼

複 写 厳 禁Coｐｙ prohibited（株） TSCJIDOKA
１． Incorporation of quality

・Stop abnormally・Understand abnormality

２． Automation

・Prevention of recurrence of abnormality
・Separation of people and machines

ジャストインタイム
１． 工程の流れ化

・一個流し
・ペースメーカー
・工程順の設備配置
・小ロット化

２． 必要数でタクトを決める・少人化
・一人工の追求３． 同期化・情報のフィードバック
・モノの流れと情報の流れの一体化
・道具としてのかんばん

P49

Origin of Toyota production method

The idea of self-operation of Sakichi Toyoda
In the process of developing the power loom,
as soon as the weft thread and the warp
thread were broken, we stopped immediately
and incorporated a mechanism in the loomthat does not continue to build defective
products

Stop if there is abnormality

Do not make people amachine keeper

Do not makedefective products（Do not flow）

複 写 厳 禁Coｐｙ prohibited（株） TSC

50

複 写 厳 禁What is JIDOKA① Once completed

Coｐｙ prohibited（株） TSC② If abnormality occurs

To stop, To understandDo not make people
a machine keeper

Standard work
ANDON

Separation of human workand machine work is possible Management by eye

It can be done withfewer people

Do not make defective
products(Do not flush)

Quality can bebuilt in processproblem solving(Relapse prevention) Good things can be built

Better things cheaper

P51

Separation of human work and machine work

<Combination after separation of person and machine>

複 写 厳 禁Coｐｙ prohibited（株） TSC

Ｔ・Ｔ

原位置復帰

One cycle stop⇒Machine stops

ワーク取外しＡ M/C

ワーク取付け送り作業の機械化

起動
切削

自動送り

×

原位置復帰
ワーク取外しＢM/C

ワーク取付け起動
自動送り

Can have multiple units

Can be done with fewer people

52

複 写 厳 禁JIDOKA【Build quality by process】

Coｐｙ prohibited（株） TSCTo build quality by process
・If there is abnormality the machine judges and stops、Guarantee

・People also decide on their own work and stop people

all quality

What is abnormality

State deviating from standards / standards

Abnormal operation ⇒ Bad quality
Determine criteria and judge normality / abnormality
Tools and education are importantBuild quality by process

複 写 厳 禁Coｐｙ prohibited
53（株） TSC

Step of incorporating quality within the process

１、Do not flush defective products
２、Do not make defective products
３、Clarification of process assurance requirements

54

Do not flush defective products
A sure way to prevent defective products
from flowing to the post-process
You can do all the inspections in the process
whether good products are acceptable
Attach all automatic inspection equipment to equipment
Performing a full inspection by a person

However, economic efficiency
deteriorates(High cost)
How to devise？？

複 写 厳 禁Coｐｙ prohibited（株） TSC

P55◼

Cost and Method of securing quality

複 写 厳 禁Coｐｙ prohibited（株） TSC

Method of securing quality
１，Guarantee by inspection①、Separate manufacturing department and testing department②、Lack of fast feedback(1 day late, 1 month behind)③、Poor slip through phenomenon④、Double, triple examination posture

Cost up
Can not reduce
defects
Bad spill

２，Make good products 【Guarantee in process】①、Design made cheap②、Securing good parts③、Standardized site④、Trained workers⑤、A lively workplace

Cost down
Promotion of
defect reduction
Bad outflow 0

56

Do not flush defective products～How to economically do all inspections～Innovation in Toyota Production Method⇒ Line configuration that can be inspected in the order processed

In the order in which all things were madeBe lined up
It is used
As a means to that

FIFO, rectification

複 写 厳 禁Coｐｙ prohibited（株） TSC

57

Do not make defective products

Innovation in Toyota Production Method⇒ Pursue a thorough root cause by why why analysis①Clarification of process assurance requirements②Thorough standard work

複 写 厳 禁Coｐｙ prohibited（株） TSCP58

JIDOKA【Build quality by process】

複 写 厳 禁Coｐｙ prohibited（株） TSCFirst-in-first-out⇒I× do not know when it was built
Rectification⇒I× do not know which process was built

I do not know the history of goods

The cause of the defect can not be
grasped instantaneously

P59

JIDOKA【Build quality by process】～How to economically do all inspections～Innovation in Toyota Production Method⇒Line that can be inspected in the order processed
As a prerequisite of the above
Grasp the characteristic of the process (how to fail)Can be guaranteed by total inspection⇒ sampling inspection

複 写 厳 禁Coｐｙ prohibited（株） TSC

P60

複 写 厳 禁～Direction of failure and inspection method～〈Trend of failure〉
Ｘ

Ｘ

All

⇒Lack of ability

Ｘ

Deviation of the nail value

standard

Ｘ（株） TSC〈Inspection method〉
Large variation

standard

Coｐｙ prohibited

Ｘ

Ｘ⇒SETTING MISS

change over timestandard⇒Cutting tool wear etc.

Sudden change

standard

Ｘ Ｘ Ｘ

Sampling⇒Cutting tool etc.

Sampling

Sampling

P61

複 写 厳 禁Standard work promotes quality improvement and kaizen

Coｐｙ prohibited（株） TSC□ Standard is the basis of quality assurance□ Quality can be secured only after working according to standards□ Abnormality is out of the standard□ There is no improvement where there is no standard□ Improve day by day, revise standard work and rewrite
Quality assuranceStandardization

Observe standards
work

Abnormality

Visualization of
normality / abnormality

Standard operationmaterial machine

Improvement

Visualization of waste

Ability required of administrator： Make standards and thoroughly
Discover waste and improve it based on standards

62

Three elements of standard work

Takt time

Operation
sequence
and Time

Standard
in-process stock

複 写 厳 禁Coｐｙ prohibited（株） TSCThe operating time divided by the rate customers(later process) are demanding the product

Order of work for every operator to follow
And time

The minimum stocknecessary to repeat the operation

63

複 写 厳 禁Standard work and improving tools

Standard Operation combination table

品番・品名
工
作
業
順

１

程

７Ｐ／Ｓリンク組付工程
時 間

作 業 名 称TS-3084

トルクチェック
TS-3199

20

25

３５７個

所

第３機械課

ﾀｸﾄﾀｲﾑ７５秒

属時

間 （ 単位 １目盛 1 秒 ）

30

35

40

45

50

C.T
55

60

65

標準作業票

T.T
70

75

80

85

90

トルクチェック

作業内容

から
まで

ラック挿入･洗浄ＴＳ3199

７ 60

メクラ栓
締付

１
２

１

４

作成 '02年 2月26日
改訂 年 月 日
全ﾍﾟｰｼﾞ中ﾍﾟｰｼﾞ

ラックグリス塗布
WB-3824

ＴＳ3084

２

１

ZK
8380

Takt time
５

５
３ 19
７ 31
３

ﾊｳｼﾞﾝｸﾞ取出・異物除去
ZK-6625

３

FN
3745

Standard
in-process stock

７ 25
６

７

ＺＫ
５９８５

１

ZY-3791

キャップセット
10 手袋ｴｱｰﾌﾞﾛｰ

12

15

直当り
必要数

１

７ ﾊﾞﾘ取り･目視ﾁｪｯｸ

11

10

２月２６日

Standard Operation sheet

８

Operation
５ 手袋ｴｱｰﾌﾞﾛｰ
sequence
ZK-5985６Andtime
ピストンカシメ

９

5

業

製 作
年月日

（株） TSC

８ 31

ｶﾌﾟﾗ取付・取外し
４ ﾒｸﾗ栓取付・取外し ７８作

手付 自送 歩行

２ 現像液塗布
３

標準作業組合せ票

Coｐｙ prohibited

８

ＺＹ３７９１

ラック
シャフト
ＡＭ
5603

９

10

11 12

ZK6625

ＷＢ
３８２４

ＡＴ１００

ＺＫ
６１９４

６
品質ﾁｪｯｸラック挿入・洗浄

５ 36

手待
合
67
７
０
計

安全注意

標準手持ち

標準手持数

ﾀｸﾄﾀｲﾑ８個

７５秒

ｻｲｸﾙﾀｲﾑ

分解記号

P64

Create standardization

１，Understand the current situation firmly
１，Video taking of excellent workers in each process
２，Write a standard working combination table
３，Calculate takt time
４，Write work procedure

２，Revise the work procedures

複 写 厳 禁Coｐｙ prohibited（株） TSC

65

複 写 厳 禁Do not build defects by changing point management （株） TSC

Coｐｙ prohibited～Conditions that do not make defective products～
Identification of conditions⇒5Ｍ＋2T Carried out in
項目
人
Man
方法
Method
材料・部品
Material
設備・機械
Machine
検査・測定
Measurement
時間
Time
温度・湿度
Temperature

事例・Ability
・Skill・Conservation system
・Work environment ・Standard operation
・Materials ・Finished products・Processing accuracy
・Auxiliary material
・Equipment capacity・Change with time・Clean degree
・environment
・Measurement conditions ・Number of significant digits
・Accuracy of measuring equipment・Variability・ Measurement skill
・Working time ・ Number
・Rise/fall time ・ Wait time
・Room tem. ・ Water temp,・ temperature gradient・Humidity

P66

Education and training of workers

複 写 厳 禁Coｐｙ prohibited（株） TSC

education And teaching things you do not know
Training

And to repeat what you know, to do until you are able toPromote early learning of skills by training◇Proficiency in skills◇ To be able to repeat the determined working
accuracy repeatedly－ There is no variation in work position, strength of force,working time, quality is consistent－

P67

複 写 厳 禁Coｐｙ prohibited

Definition of 『Standard operation』 ・ 『Basic skills』（株） TSC・ We define tasks necessary for manufacturing in three levels and define them
One person's work defined from「Work sequence」「Tact time」「Standard hand held」

Standard
operation＜Standard work combination table＞
品番・品名
工
作
業
順

１

程

７Ｐ／Ｓリンク組付工程
時 間

作 業 名 称

Elemental work

15

20

25

30

直当り
必要数

第３機械課

ﾀｸﾄﾀｲﾑ間 （ 単位 １目盛 1 秒 ）
35

40

45

50

３５７個
７５秒
C.T

55

60

65

T.T
70

75

80

１

TS-3199

７ 60

１
２

１

ZK-5985

ピストンカシメ
７ ﾊﾞﾘ取り･目視ﾁｪｯｸ
８

Basic skill

10

時

２月２６日

属

８

５ 手袋ｴｱｰﾌﾞﾛｰ
６

Among element work, veteran andNewcomer If you compare the work
（Key for correctly performing
standard work）

5

業

製 作
年月日
所

８ 31

ｶﾌﾟﾗ取付・取外し
４ ﾒｸﾗ栓取付・取外し ７

Unit tasks constituting standard work

作

手付 自送 歩行

TS-3084

トルクチェック
２ 現像液塗布
３

標準作業組合せ票

９

７ 25
５

１

ZY-3791

ラックグリス塗布
WB-3824

３ 19
７ 31

キャップセット
10 手袋ｴｱｰﾌﾞﾛｰ

３

ﾊｳｼﾞﾝｸﾞ取出・
11
異物除去
ZK-6625
12

６

ラック挿入・洗浄

５ 36

手待
合
67
７
０
計

＜Example of assembling work＞

Standard
operation
Elemental
work

Work on each model, process
Order and time regulation by combination of element work

Defined instandard work combination table

Unit task by parts(Even if the form is different, the way is almost the same work)

116 Element work

Basic skills

Common basic skills as the basis of assembly

Screw tightening, coupler insertion,
wiring treatment。flexible insertion

85

90

P68

複 写 厳 禁Concrete example of training

Coｐｙ prohibited（株） TSC

3 hour program

basic action

ビ
ス
つ
か
み
１

基
本ビ
動ス
作取
２出
し

習
得
確
認

基
本ビ
動ス
作頭
３出
し

１

Sort one by one

Grab ten surely

基
本ビ
動ス
作合
４わ

せ

基
本
動両
作手

動
５作

習
得
確
認
２

Attach the screw to the bit
Lower the driver vertically

Go one's head ata time

基
本
動ビ
作ス

締
６め

基
本
動 連
作 続

習
得
確
認

７ ス

３

ビ
締
め

Tighten the screwin units of 10

While moving up and down the driver
Make a head of a screw

P69

Training video case

Basic Skills Training Video
Screw tightening operation

複 写 厳 禁Coｐｙ prohibited（株） TSC複 写 厳 禁Multiparallel engineering matrix table

Coｐｙ prohibited（株） TSC

Multiparallel engineering matrix table

Name

P70

・I can not do it at all, I have a training plan
· It can be done if there is an assistant· Even if it takes time to do it
in a standard work order alone· It can be done within hours byobserving the standard work

· Can teach

71■

複 写 厳 禁Sustaining standard work totally

Coｐｙ prohibited（株） TSC“Standing position” and “Movement sequence and path” are clearly standardized■ Training and improvements are provided for everyone to operate within
the specified takt time
Every operation is standardized andshown in the operation instructions

Training plan

Standard movement are indicated on the floor

Operators‘ ability are visible
according to standardization

72

複 写 厳 禁Sustaining standard work totally

Coｐｙ prohibited（株） TSC■ Observe properly and instruct radically their standard work.

■ Inspection activity: Verify that operators keep standard work properly according to instruction sheets.
Leader ScheduleStandard work board
今月の
問題点

生産の
概要

物と情報の
流れ図
要員ﾎﾞｰﾄﾞ（白直）要員ﾎﾞｰﾄﾞ
（黄直）

山積み表

人員配置
変化点

標準作業票

Safety inspection

かんばん
管理板

Quality inspection
operation training

標準作業
組合せ票

在庫
マップ

非常手持
管理シート

工程別
能力表

TPS
アセスメントP73

About thorough basic

複 写 厳 禁Coｐｙ prohibited■ Because 5S is important, I decided the time three times a day and it is running。
No one was appointed for cleaning.
■ Creating a work order written in Japanese instructions to detailed points such as
how to use hands and key points of quality Japan 1 sheet has become 3 pieces.
■ Production technology writes the new product, but the current line is writtenby the line leader. Recently sub leaders began to write.
■ There is a mechanism to monitor whether you are working in the correct procedure.
Process checker checks on check sheet

Coloring work hats

①

②

③ ④ ⑤

①、Field supervisor②、Inspector③、Hire less than 1 month old④，General worker⑤，Process auditor（株） TSCP74

JIDOKA【Build quality by process】

複 写 厳 禁Coｐｙ prohibited（株） TSC～Steps for clarification～

Step１
Step２

Step３

Step４

PurposeConfirmation content

Understandthe flowClassification of process based on machine drawing

Understand thestandards of things

Extract quality characteristics for each processclassification from the machine drawing

Understand thewarranty items

Check quality assurance method→ Perspective 5 M (people / materials / equipment /method / measurement)+ 2T (time · temperature)

Criteria determination Countermeasure against insufficient part ofof guarantee items
guarantee method

P75

複 写 厳 禁JIDOKA【Build quality by process】
Process①外径検査①外径②シム厚さ②シム厚さ

②×××

③×××

③×××

③×××
④×××

③×××
④×××
⑤×××
⑥×××
⑦×××

④×××
⑤××× ⑤平面度

⑥×××

⑥直角度

⑦×××

⑦外観検査

②

（株） TSC

Product drawing①外径①外径 ①外径
Drawing
qualitycharacteristics②

Coｐｙ prohibited

Past failure ⑤⑥
④×××

③×××

⑦×××
④×××

③×××
③×××

①黒皮残り

⑦

②△△△
③△△△
④△△△

過去の不良

Guarantee not to make · do not flush①作業要領書①刃具交換 ①砥石交換
要領書
要領書①寸法補正 ①再検査品
要領書
要領書

⑦○○○

③○○○

⑦○○○

③○○○
⑦○○○

④○○○

①○○○
③○○○

③○○○

⑦○○○

③○○○

⑤○○○

帳票類の棚卸し

④○○○
プレス

切削

熱処理

２０工程

研磨
３０工程

４０工程

工作図

工
作
図

工
作
図

工
作
図

工
作
図

工
作
図

工
作
図

工
作
図

QC工程表

QC工程表

QC工程表

QC工程表

QC工程表

QC工程表

QC工程表

QC工程表

測定要領書

測定要領書

測定要領書

測定要領書

測定要領書

測定要領書

測定要領書

測定要領書

作業要領書

作業要領書

作業要領書

作業要領書

作業要領書

作業要領書

作業要領書

作業要領書

各種点検表

日常点検表

日常点検表

日常点検表

日常点検表

日常点検表

日常点検表

日常点検表

①測定要領書①測定要領書①測定要領書 ①測定要領書 ①測定要領書

⑦○○○

③○○○

⑤○○○

⑤○○○

④○○○

⑦○○○

③○○○
③○○○
①○○○

④○○○

③○○○

④○○○⑦○○○
④○○○

５０工程

P76

Department related to quality assurance◼

複 写 厳 禁Coｐｙ prohibited（株） TSC

3 departments are involved
１，Design and production technology①、Easy to build

Stacking method②、Waste free process③、Methods and facilities with less variation
２，Purchasing 【Subcontracting Parts】①、Purchase of good products 【cheap good products, premise】②、Guidance by those who knew how to make it③、Proper value determination
３，Production site①、Responsibility of the production site for defective products②、Responsibility of the site to work on necessary divisions

P77

Responsibility of manufacturing department◼
◼

複 写 厳 禁Coｐｙ prohibited（株） TSC

Responsibility of manufacturing department for defective outflow
Defective spill prevention activities
１，Approach to design and production technology is important①、Recommendations on easy-to-build methods
２，Requests for purchasing [parts for outsourcing purchase] arealso important①、Understand the quality situation by supplier②、Ability to detect defects
３，Further efforts at production sites①、Implementation of manufacturing by standards②、Execution of mono making with less variation→ revision of standard③、Become an organization to sense quality abnormalities

P78

複 写 厳 禁Assembly Evaluation Method

Coｐｙ prohibited（株） TSC

Evaluate quantitatively and objectively the design power (assemblyability)
部品別組立性評価シート
Assembly
Evaluation Sheet

Assembly performance item

ユニット名

製品名
Ａ

The state of the base part

べ
｜
ス
部
品

姿
勢
変
更

Ａ：姿勢変更不要

・表裏反転
回

（前工程）

Ａ：治具不要（前工程の状態で組付け可） ５点
治
具

姿
勢
変
更

２点

Ease of gripping of parts

部
品
の
供
給
性

Assembly operation

不
定
形
状
外
形
的
特
徴

Ｂ：支え(治具等）が必要

Ａ：損傷受けない

チャック
性１

Possibility of parts reduction

方
向
動
作

安
定
性

ビ
ス
に
よ
る
締
結

冶具が必要なら評価＝B

０点

・球やサイコロは、１とする
・単純円柱は、２、直方体は３－－－－－－－－

外形が複雑で姿勢・方向の判断が著しく紛らわしい

外形で容易に姿勢が判断できるが方向が紛らわしい

３点

Ｂ：損傷受けるが影響ない

Ｃ：損傷受けやすく影響大２点

・損傷を受ける部品、外装部品、光学部品、精密加工品など

０点－－－－－－－－（内装品、フレーム等 一般部品）

１０点

Ｂ：不定形状、柔軟・形状が定まっていない部品（不定形部品）

０点（ゴム、リンク機構、ハーネス）－－－－－－－－

Ａ：対称形

Ｂ：外形的特徴を大きく

３点

２点

Ｃ：まぎらわしい形状

自重で変形する物（持ち上げたら、自分の重さで形が変わる）－－－－－－－－

EX、リード線、大きな0リング、ゴムシール、ベルト、長いバネ
多重リング（1本は定型であるがくみあわされた状態で形が定まらない）・まぎらわしい外形：特徴は、はっきりしているが方向性がまぎらわしく、方向性の違いが外形として現れない
EX、一部に、穴があいている
一部色が違う一見、対称系であるが、実際は非対称

０点－－－－－－－－（非対称性の強調、向き明確）

３点

Ｂ：考えられる（小穴、小さい窪み、模様）－－－－－－－－

Ａ：組付け姿勢の部品を、 1対の平行面で・・持ち上げることができる
５点・重なり：多重に重なり、2つ目の部品と分離しにくい・はまりこみ ：テパー状などではまりこんだら離れにくい・からみつき ：カギ形状があったり、圧縮バネのようにお互いからみつく
・はりつき ：板状で重なり一枚をはがすとき、2枚目がくっつく
EX）引っかけ部が開いた引っ張りバネ、巻きが荒い圧縮バネ薄物、
ハーネス等

０点

Ｂ：・・で、 持ち上げること ができるが、変形・ズレ等の可能性あり。 ２点

Ｃ： ・・で、 持ち上げることができない。

－－－－－－－－

・新規に開発する：2箇所以上同時にチャックしなければならない
非対称性が大きく、両側から保持しにくい

０点－－－－－－－－

組立性評価点分布
Ａ：ｽﾍﾟｰｽあり

３点

Ａ：ラフな精度で位置がでる

Ａ：上から1動作

Ｂ：ｽﾍﾟｰｽなし（仮置き、再ﾁｬｯｸ 要）

１０点

Ａ：位置ずれしない（締結前、次工程への移動中に）Ｂ：上以外から1動作

５点

結
合
方
向
と
数

Ａ：上から１本

前
後
処
理

Ａ：不要

特
殊
工
具

Ａ：特殊工具不要
５点（＋）・（－）穴ビス、六角頭ﾎﾞﾙﾄ／ﾅｯﾄ

１６点

５点

B：上から２本

１２点

組み付け容易部品
Ｃ：位置が決まる構造がない（治具等必要） ５点

・置くだけで位置がでる：
D：機械的位置決め なく 官能的要素必要
０点が多く、困難部品

は少ない
50

１５点

Ｂ：安定しない。支え・押え必要（締結までの安定を保つ為）

製品Ｂ（バキュウームチャックは考えない）－－－－－－－－

60
７点

０点

40

Ｃ：上方含む２動作

１０点

D：その他複雑位置決めのための積極的な手段がある（冶具などの補助を必要としないとき）・位置決め精度に関係する諸要因：
位置決めの工夫は見られるが問題あり改善の余地有り
・下方向からの動作は、基本的にはベース部品を姿勢変更し
上方向からの動作とする
従って、上方向以外の動作の動作とは、斜め方向か、何らかの理由で、下からの作業の場合

０点

組み付け困難部品が多い

30

・｢組み付け｣と｢締結｣は別に行うものとして評価する－－－－－－－－

組み付けと同時に結合される場合の評価は、すべてAとする－－－－－－－－

20

Ｃ：上から３本以上

Ｂ：必要 （洗浄、ねじロック塗布 等）（座金等のセット）・チャックすることが困難：チャックしても位置が決まらない
製品Ａチャックしたことによって、部品機能に影響を与える・チャックの把時方向と、アンチャックのスペースがとれるか－－－－－－－－

Ｂ：精度要す （目安0.1mm以下）

２０点

70

０点

組付け回数

Component shareability

組
付
け
の
し
や
す
さ

位
置
決
め

姿勢変更必要なら、評価＝B（表裏反転、90度反転（立てる）、水平回転を含む

・４つ

Number of assembly

Necessity of adjustment

チャック
性２

－－－－－－－－

Ｃ：安定した姿勢＝５つ以上、

１点

つかみや
すさ
基準の有
無

ｱﾝﾁｬｯｸ時のｽﾍﾟｰｽ－－－－－－－－（外装、光学、精密加工部品）

Ａ：考えられない

把
持
の
し
や
す
さ

－－－－－－－－

・表裏反転しても、基準が同じで冶具が新たに必要でなければ
評価＝A

重
な
り

Ease of bonding－－－－－－－－

・３
つ（内装品、フレーム等 一般部品）

Ａ：定形、変形しない

日・上からの組み付け動作とすることを前提とするか、前面から作業することを前提した時

姿勢・向きが安定しない・１つ・２つ （厚さは常識的に判断）

月

組立性補足説明

評価点数０点

Ｂ：安定した姿勢＝３～４つ外形で容易に姿勢・方向が判断できる

こ
わ
れ
や
す
さ

Ｄ

・水平転

・自立しない・不安定・組付け時に移動 等

Ａ：安定した姿勢＝１～２つ

Ease of supply of parts

Ｃ０点

・９０度反転年

評価者名

Ｂ
Ｂ：姿勢変更必要

５点

評価日

部品名

１０点

D：横を含む （下は除く） ６点

Ｅ：障害回避 （下、斜めなど） ０点

10
０点

0
４０未満

Ｂ：特殊工具必要
０点（六角穴付き・異形状穴付き・大径ネジ等）－－－－－－－－

５０～４０

良Problem－－－－－－－－

６０～５０－－－－－－－－

７０～６０

基礎評価点

・ビス締め前後に処理作業（ネジロック、洗浄等）を必要とするか・（複数→作業類）又は、座金（単独）あるか（→座金個数）☆ Bに該当する時のみ”ビス締め方行と数”の点数を1/2

８０～７０
８０以上
ある条件に保持してネジ締め作業がなされる場合（組立易さ）

Assembling point－－－－－－－－

悪

Good

P79

JIDOKA【Build quality by process】

複 写 厳 禁Coｐｙ prohibited（株） TSC

１，Clarify the difficulty of assembling the current model

２，Retrieve process defects retroactively from defects in the current model
３，Standardize and prepare for the next model
４，It is difficult to assemble at the design stage, and it is pointed out that
defects are likely to occur
５，Mass-production and pointing out problems at trial production

Why investigate the root cause by analysis

It will be a fruitful result

P80

How to pursue the root cause
Build an environment that is easy to pursue
Setting criteria and complying
Standardization and execution of work
Reduce inventory
First in, first out execution

１，Pursue the root cause as soon as possible after occurrence（Detailed memory is available on the day）
２，Contribute to the GENCHI-GENBUTSU
Perform reproduction of work
Were standards observed？
Were you working according to standards？
３，Pursued by 5GENSYUGIAre standards / standards correct?
４，I will not give up until I find the root cause

複 写 厳 禁Coｐｙ prohibited（株） TSCP81

理想的な設計複 写 厳 禁Coｐｙ prohibited（株） TSC

P82

複 写 厳 禁JIDOKA【Management by eye】

Coｐｙ prohibited（株） TSC

１、Abnormality management
Field management is also said to be abnormality management, it is important to respond quickly
to abnormalities that you manage daily and to take measures against abnormalities as well as
to prevent recurrence。

To treat

Announce
Abnormalityof facilities

ANDON
Display lamp etc

Abnormality
in human work

ANDON

Abnormalityof things

Production control board
KANBANetc

Equipment

Returnspecification
Standard operation（Delay → fixed position stop）

pacemaker

Relapseprevention

etc

SupportTraining

Production capacity
SupportAdditional
Arrangement system
flightP83

JIDOKA【Management by eye】

複 写 厳 禁Coｐｙ prohibited（株） TSC

２、On-site viewpoint based on quality◼

Standardization -> Human movement -> Does the same movement repeatedly→ Equipment → Is the criteria clear? 【Is it standard to understand by anyone? 】◼

Early feedback → whether there is more than one defective item, failure analysis method◼

Is there easy move for mistake or arrangement of parts◼

How to manage changing points◼

Is the trend management done? → X - R control chart action line exists◼

There is ingenuity of visualization of defect → make defects easier to see◼

Is there a handwriting management graph on quality? → Responding to changes daily◼

The criteria for contacting the boss at the time of abnormality？

◼

How is the acceptance inspection and feedback on purchased parts done?？

◼

Maintenance standards and results of facilities→ Daily maintenance, regular maintenance, state preservation◼

Is it possible to organize education / training?
→ The first step is training and training of newcomers◼

Education for temporary staff? → The awareness of quality is sparse◼

5S SANTEI First in, first out

P84

JIDOKA【To build quality by process】

複 写 厳 禁Coｐｙ prohibited（株） TSC①、QA network overview
With regard to certain quality characteristics, the quality that is built in that process
The probability and (occurrence side), when a defective item was built by any chance
The detection power (outflow side) is made into a binary table (matrix)（１）Process in which quality characteristics and their quality characteristics are built in（２）The certainty of build-in and its rank
（３）Detectability of trouble and its rank
It is described。
The quality assurance degree of the process can be understood quantitatively,
We found process weakness (low guarantee level)
Improve management and process improvement.

P85

JIDOKA【To build quality by process】②、Purpose of QA network
Improvement of assurance level of whole process
１．Evaluation ofguarantee degree
３．Improve

２．Find weak points

・Recognize the role and importance of each process
・Recognize cooperation between your own process and other processes

Recognition of quality assurance as a factory, motivation improvement

複 写 厳 禁Coｐｙ prohibited（株） TSC

P86

複 写 厳 禁Case of QA matrix

Coｐｙ prohibited（株） TSC

Clarify the problem process, and make it inferior 0 by improving on-site and reflection of design

電気設計
機構設計
ｿﾌﾄ設計
光学部品
機構部品
電気部品
実装部品

設計

部品

NS950他

設計・部材
設備・作業

CW960/970

品種名
検査台数

CS950s

保証・検査＜監視カメラ＞製造工程品質つくり込み状況（ＱＡマトリクス）
受
実
フ
組
完
出
入
装
ロ
立
成
荷
ー
れ
検
検
品
検
検
査
D
査
検
査
査
I
査
P
検
査
CS570s

設計
・工程

設
計
保
証

946

922

1427

365

0.32
0.11

完成品検査
梱包・出荷
市場
その他
未解析

0.22

0.14
0.21

0.22

0.07

0.11
0.33
0.11
0.11

0.07
0.07

0.55
0.55

3660

2.40

0.11
0.11

0.29
0.27
1.64
3.40

0.21

0.27

0.11

0.42
0.11
1.48

合計

どこで発見
どこで発見

ど
ど
こ
こ
で
で
発
発
生
生

0.32

PAN/TILT組立
ｺﾈｸﾀ挿入ﾌﾚｷ挿入・取付
ｲﾝﾅｰﾄﾞｰﾑ組立
欠品・作業忘れ

不良率 ％

合
計
不
良
率
％

0.0 1.0 2.0 3.0 4.0

この欄は主に開発、量産試作・立上げ時に使用

実装工程
ﾌﾛｰDIP工程

組立工程

市
場
保
証

0.0
1.0
2.0
3.0
4.0
5.0

0.54
0.11
1.84

0.11

0.21
1.61
2.59

1.10
0.27
4.66

0.46
1.08
0.55
0.32
0.29
0.56
2.04
0.21
0.11
0.48
0.11

◆設計反映
◆治具・作業
改善へ

2.27
2.27
2.10
2.10
10.57

工程へFB

複 写 厳 禁５．Full participation

Coｐｙ prohibited（株） TSC

Correct to center
value for standard
Correcting theequipment system

Reduced
to 1/20

Start crushing thecause of each one
Daily QC
meeting

After fixed time
Why analyze
why

2週
3週
4週

8月1週
2週
3週
4週
9月1週
2週
3週
4週
5週
10月1週
2週
3週
4週
5週
11月1週
2週
3週
4週
12月1週

6月1週
2週
3週
4週
7月1週
2週
3週
4週
5週

2週
3週
4週
5月1週
2週
3週
4週

3月1週
2週
3週
4週
4月1週

Starting
business trip不良率
tosuppliers
Inspection of allcomponents
startedFraction defective (%)

Started practicing
monozukuri education

Number of defects (book)

P87

P88

How to reflect on the past and future

複 写 厳 禁Coｐｙ prohibited（株） TSC

What I could not do was to reflect on not doing it
I got it in this practice
１．Education and training
２．MIERUKA
３．HIYARIHAT
４．To eliminate ambiguity
５．Full participation
６．GENCHI-GENBUTU
７．Why analyze why
８．Communication
Expanding the way of thinking to all plants

複 写 厳 禁

P89

Examples of initiatives

Coｐｙ prohibited（株） TSC■ In product flow, productivity, inventory and lead time will be better

Before□ Condition for rectification•Make in the neck process cycle•Compliance with production planning
Flow is complicated•Agile equipment return defect•Establishment of conservation system

Batch
production• Fostering multiparallel engineering

AfterLine 1 & 2
Rectification
1 line flow

Reduced solder stock inventory

Antioxidant, reduce defects

Person productivity
Inventory
Lead time

１３０％
△４０％
△３３％

P90

複 写 厳 禁Examples of initiatives

Coｐｙ prohibited（株） TSC～Retirement rate and quality～
Relationship between poor delivery and turnover rate(%)

35

Defect QTY

30

Turn over Direct

18.0
16.0
14.0

25
20

12.0
初の納入不良“０”を達成

10.0
8.0

15

6.0

10

4.0
2.0

0

0.0

Ap
r/0
7
M
ay
/07
Ju
n/0
7
Ju
l/0
Au 7
g/0
7
Se
p/0
7
O
ct/
07
No
v/0
De 7
c/0
7
Ja
n/0
8
Fe
b/0
8
M
ar
/08
Ap
r/0
8
M
ay
/08
Ju
n/
08
Ju
l/0
8
Au
g/0
8
Se
p/0
8

5

Comparison with average turnover rate

2007/8 : 30/36 30th place

2008/8 : 4/36 4th place

P91

TPS活動とは● Strengthening the corporate constitution
Human resource development
・Education & training
・To give wisdom
To make money・Lead time shortening
・Quality improvement
・JIT
Elimination of waste
・Effortlessly produce results
・We purchase only what we use today

複 写 厳 禁Coｐｙ prohibited（株） TSCP92

Why is lead time shortening necessary?

複 写 厳 禁Coｐｙ prohibited（株） TSC

1，To eliminate waste of building things that can not be sold
2，Make the problem visible

Customer＜
Requested
delivery datePrediction⇒

Time to take orders(＝lead time)

Forecast production

Does it make money if the lead time is shortened？

P93

複 写 厳 禁What we do everyday

Coｐｙ prohibited（株） TSC

Material parts￥

Added value

Purchase(People / Equipment (Means) · Career)information

￥

P94

複 写 厳 禁< lead time >Material parts￥
Purchase
information

Added value(People / Equipment (Means) · Career)t＝lead time

Coｐｙ prohibited（株） TSC

Product（For sale）

￥

t⇒１/２

If you can cut the lead time (t) in half
Can you say that productivity has doubled？

P95◆Story of a noodle shop

複 写 厳 禁Coｐｙ prohibited（株） TSC

１杯 500円『10分/杯』
30分で 3杯《Doubling production by devising (improving) how to make》
１杯 500円『5分/杯』
30分で 6杯

P96Group exercises

Profit calculation

複 写 厳 禁Coｐｙ prohibited（株） TSC

P97

problem

複 写 厳 禁Bonus calculation and cash flow

Coｐｙ prohibited（株） TSC

Horse
Pig
・Purchase one:50,000yen
・Purchase one:10,000yen
・Breeding price 3,000yen／Month・Breeding price 1,000yen／Month・Can sell for 250,000 yen in 2 years
・Can sell for 40,000 yen in 1 years

Gross profit calculation ： Gross profit＝Selling priceーTotal cost spent
Horse ：Pig ：Calculating the profit margin of sales ： Profit margin of sales = gross profit / selling priceHorse ：Pig ：ComputeP98

Just-in-time idea◼

自働化
１． 品質の作り込み
２． 省◼

複 写 厳 禁Coｐｙ prohibited

人 （Automation)

Just-in-time
１． Flow process・異常が判る・異常で止める・異常の再発防止
・人と機械の分離・One piece flow 【flow production】
・pacemaker・Facility arrangement in order of process
・Small lotization

・Fewer people
２． Decide the tact timeby the required number ・One pursuit of artificiality
３． Synchronizing

・Information feedback
・Integration of flow of informationand information flow
・Kanban as a tool（株） TSC

99

複 写 厳 禁The operators should make one product part at a time（株） TSC

Coｐｙ prohibited

generalway of production
ＢｅｆｏｒｅＡｆｔｅｒ

In-process stock
Materials
2nd process 3rd process

1st process

Finish goods

VS.

What is the difference?

One-piece-flow production

1st process 2nd process 3rd process

00

複 写 厳 禁The operators should make one product part at a time（株） TSC

Coｐｙ prohibited

wrongＡｆｔｅｒcommon sense
・Bundle product is better productivity

generalway of production
Ｂｅｆｏｒｅ・The rate of operation is down

In-process stock

without stock

Materials

・Waiting state is evil.

1st process

2nd process 3rd process

Finish goods
Condition ：Making standard work
Takt time

Operation sequenceand time

Standard
in-process stock

One-piece-flow production

It avoids overburden, waste,
and unevenness in operations,then It has created production flow.

1st process 2nd process 3rd process

P101

複 写 厳 禁A way to one piece by standard work
作
業

作

業

（株） TSCＳＴＥＰ３ Improvement and communication

ＳＴＥＰ ２Inventory control

ＳＴＥＰ 1 Consciousness

Coｐｙ prohibited

時 間

名

手

送

1 本基板から2枚基板を分割し、1個に分割

1.4

2 ICT1のワークを取出し供給し、スタートSWを押す

2.0

4.0

4 取出したワークを持って塗布機へ移動

2.2

10.0

5 塗布機供取り後スタートSWを押す

3.5

13.3

6

2.2

歩

2

4

6

8

10

12

14

16

18

20

22

24

3 取出したワークを持ってICT2へ移動
ICT2から基板取出し供給し、スタートSWを押して取出したワークの塗布外観を行い、乾燥器へ

7 乾燥後ワークの外観後、次工程トレーへ

1.2
1.0

For further
improvement

3.0
1.5

8
9

step3：One piece(1 piece on hand)・Pacemaker installation
・Leave the small island
away

START

step2：Improvement
・Line balancing
・Jig improvement
step1：One piece(3 piece on hand) Start
I improved the work
・Remove work-in-progress！
・To shorten the interval！
To shorten the interval

start：One piece of stadying・Responsible person,
・ leader・worker

BEFORE

AFTER

検査装置の例
スイッチ位置が悪い

BEFORE

スイッチ位置を変更し間締め

AFTER

作業者間ピッチの例
仕掛かりのために作業者間スペース

工程内の仕掛りを無くし間締め作業のムダを見つけて改善した例

102

複 写 厳 禁Coｐｙ prohibited

The management and performance problem was identified by observing inventory （株） TSC

Weakness of Field
Operation Capability● Unstable manufacturing create safety stock

Wrong Business…create inventory●Higher M/C efficiency makes profit better●Cannot sell unless pushed inventory

・Many M/C troubles due to poor maintenance
・Unstable output due to no pacemaker・Many defects●Complex flow make inventory increase [Streamlining]●Big lot size due to poor model change ability●Long production lead-time●Production based on prediction without flexibility●Long development lead-time can not keep up
to market changes● Planned production can not match the market demand● No flexible production system

Inventory makes …
Outbreak of waste in business

Production floor weaker
Inventory represents●Can not know normal or abnormal
corporate constitution
・Items needed not available, unnecessary items laying around●Can not identify the root cause due to slow action●Waste in transportation, searching and management●Can not respond quickly●Increase interest cost, operating funds●Unsold products require high sales cost・New products can not be sold due to many old stocks●Required Inventory maintenance expense
・Place, insurance, property tax of warehouse/Factory・Management of In flow /Out flow, Procurement, Inventory●Not convey market demand/needs efficiently

P103

relation between inventory and waste

複 写 厳 禁Coｐｙ prohibited（株） TSC

Excess inventory conceal problems and wastes in the factory
Excess inventory causes secondary wastes, such as extra manpower and equipment

Pool (factory)
Latent wastes

Water(inventory)

Reduce inventory

Overt waste

Stone (waste)

Eliminating waste

P104

Production settlement period of each company

production
Decision

複 写 厳 禁Coｐｙ prohibited（株） TSC

M's overseas
factory

M’s domestic
factoryTＤＥＬＬ

４～６weeks

２～４weeks

３days

２hoursManufacturing

Product / material inventorysmall

Procurement cycle of materials

Short

Tension on manufacturing (quality analysis time etc)

Large(short)Freshness

Good

Cash flow

Good

P105

Toyota's line
KANBANpress

casting

複 写 厳 禁Coｐｙ prohibited（株） TSC

Planned production
welding

Painting

(170)

(233)

assembly

Inspection(205 )【total６０８】

Engine Assembly
Flow of Kanban and Kanban

Forgingtransport複 写 厳 禁P106

Coｐｙ prohibited

Flow of information and information （Inventory ...)
（株） TSC
Overall view⇒Problem finding / problem sharing / solution tips
５月 １６日 測定
生販 Ｌ／Ｔ＝５日◇作業時間 1勤 7.25ｈ×2ｼﾌﾄ◇生産必要数 ＝8000台/日
タクトタイム＝6.53S

発注
SYS◇生産機種：１３機種

調達ﾁｰﾑ
月４回

Sapphire・在庫(月１回)
・追加手配（都度）
１日
発注伝票
注文書

源泉と組立が
非同期

部
品
倉
庫
（
ＰＮ
）Ｃ
Ｉ
Ｓ
・
Ｔ
Ａ

ｶｽﾀﾑIC 1.5ヶ月
ﾏｲｺﾝ
1ヶ月
感震器 2日製造 Ｌ／Ｔ＝１０.1日

２日
Ｎ＋３ヶ月先のＩＳＰ見通しを検討・作成

１日
Ｎ＋３ヶ月先までの生産計画を基に確定
部品～長期部品の発注手配を行う。

部品発注
指示

CanvasⅡ

月４回

生産日程
計画作成

調整会
月２回

都市ガス事
業推進部

工場

組立実動
計画

ラック

完成実動
計画

出荷指示

事業部SP
(浦安)
事業部SP
(三和)

請負工程7.25h×2ｼﾌﾄ
ＭＬ

完成

組立
ｼﾘｺﾝ
挿入
検査
ｴｰｼﾞﾝｸﾞ 塗布 乾燥
はんだ

角ピン

月１回

製造Ｌ／Ｔの９８％が滞留時間【７号棟 ２Ｆ】

ﾁｯﾌﾟ

１日

品番別月切り生産
計画台数

源泉同期用
バッファ

実装

各顧客

月１回

営業Ｇ

Neo
-Plan

ラックに1日分の在庫【７号棟 １Ｆ】

部
品
管
理
部
門

製販

確定節・内示節の生産日程計
画を作成する。

営業業務

製販
SYS

ISP検討
販売台数集約、生販在
資料作成

製造ﾗｲﾝ

(１日)
ﾒｰﾀｰﾒｰｶｰ別に日程が異なる
販売見通し検討（月初め）

工場管理

生産
SYS

実装実動
計画

ITF印字

１日
販売見通し検討

分割

挿入

検査

梱包
安全在庫に
よる生産

材料
7200pcs
0.9日

実装済
11028pcs
1.25日

7200pcs

1152pcs

0.9日

電子部品 ２回/日 定時(10:00/16:30)・定量(１勤分)
包装材料 ４回/日定時(10:00/11:00/15:00/17:00)・定量(0.5勤分)
14.4秒
５日
１日

888pcs

１時材
料置場

894pcs 1776pcs 2640pcs
0.59日
不定期・不定量

１日分
301.9分
３日

工程の仕掛かり在庫大306pcs0.37日

完成 品
700pcs
工程在庫
33784PCS 4.3日

不定期・不定量
81.7秒
１日

0.09日

P107

複 写 厳 禁Line hand holding ratio

Coｐｙ prohibited（株） TSC●Line hand holding ratio＝In-process inventory quantity÷worker
Hand rate rate rankＣ ≦ ３．５
１３piece÷５man＝２．６

ランクＡ ≦１．３
５piece÷５man＝１．０

Work that gives added value
Work just to carry複 写 厳 禁P108

Coｐｙ prohibited

Inventory of each company（株） TSC

Changes in inventory days

Total stock days
営業利益赤字Year
Total stock days=（Inventory／Sales 3 months）×９０

P109

Boeing's TPS 【Flow Production】
Ｂｅｆｏｒｅ

複 写 厳 禁Coｐｙ prohibited（株） TSC

Ａｆｔｅｒ

Ｌ／Ｔ
22days→11days→8daysIndirect department
Another building →2F in the factory
Four persons who repair
the problem in eachprocess Within 15
minutes
Everyday you can win byimproving複 写 厳 禁110Introduction of Pacemaker

Coｐｙ prohibited（株） TSC

Promote standardization by singling, stabilize production and production with introduction of pacemaker→ Understand normal abnormalities, you can understand waste wellPosition indicated byforced conveyance

Position indicated byforced conveyance

Lighting Pace

Sound Pace

111

複 写 厳 禁Use of a Pacemaker to Stabilize Production Quantity Hourly（株） TSC

Coｐｙ prohibited

Ａｆｔｅｒ

ＢｅｆｏｒｅWithout pacemaker, WIP 3 pieces→ Actual hourly production
qty varies

With pacemaker, WIP 1 piece→ Hourly production qty can be forecasted
8時半～9時Production control version
200
16時～17時

9時～10時150
100
50

15時～16時

10時～11時

0
14時～15時

Net operation time and target
production quantity are
determined in detail

11時～12時

13時～14時

12時～昼休実績

目標

8時半～9時200
16時～17時

9時～10時150
100
50

15時～16時

10時～11時

0

14時～15時

11時～12時

13時～14時

Stable daily capacity is now visible

12時～昼休1月13日

目標

Record the reason why target was not achieved

112

複 写 厳 禁Coｐｙ prohibited

Reduction of intermediate inventory by rectification and improvement of quality（株） TSC

ジョブショップ
Step1

It is a method of gathering equipment etc. by type and process and laying itout. As an advantage of this method, it is easier to cope with changes in
products and changes in work order, which increases the availability factor
of facilities, but inventory accumulates between job-to-job processes.
Step2
Step3

●Eliminate waste of over build●Changing with light equipment

フローショップ
ＡModelBModelCModel

It is a system that arranges facilities inorder according to the process flow.
Advantages of this method include
streamlining transportation, reducing inprocess inventory, and shortening
production L / T.

113

整流化で単純なモノの流れを作る

複 写 厳 禁Coｐｙ prohibited（株） TSC

複雑なモノの流れ
仕掛在庫

ライン１－１

工程２－１

ライン１－２

工程３－１

工程３－２
工程２－２

ライン１－３

工程３－３

お
客
さ
ま

押し込みによるまとめ搬送
大ロットのまとめづくり
後補充による等間隔の小刻みな搬送整流化したモノの流れ

源泉セル１－１

セル２－１

セル３－１

源泉セル１－２

セル２－２

セル３－２

源泉セル１－３

セル２－３

セル３－３

小ロットのこまめ生産

異常が見えるお客
さま複 写 厳 禁

P114

整流化とショップ群

Coｐｙ prohibited（株） TSC■ 全体を者の流れで見れば、投資は増えるが、生産性・在庫・リードタイムが良くなる

Before□ 整流化の条件•ネック工程のサイクルで作る•日々生産計画の遵守
流れが複雑•俊敏な設備不具合復帰•予防保全体制の確立

バッチ生産• 多能工の育成

AfterLine 1 & 2
整流化
1 line flow
生産ﾙｰﾄを決め整流化

貼り付け半田在庫削減

LID 酸化防止、不良低減

生産性／月・人在庫
ﾘｰﾄﾞﾀｲﾑ

１３０％
△４０％
△３３％

P115

複 写 厳 禁Ideas on improvement activities

Coｐｙ prohibited（株） TSC

TPS

１．Improve quality

Cost Up

Cost Down

２．Flow of goods

Lot sink

One piece sink

３．Arrangement

shop

Process layout

４．Production cycle

Shorter is better

Speed to sell

５．Overtime

Planned on time

Planning with overtime

６．Switch typeLess frequent

Reduce time

７．Inventory

Asset

Waste

８．Man

EffortProperty

９．Human development OFFJT

OJT

１０．Human nature

Ability

Physical fitness

複 写 厳 禁

116

Ten Basic Spirits for Improvement Takeuchi Version

Coｐｙ prohibited（株） TSC

１ Throw away the stereotypes of manufacturing method (traditional procedures).
２Think solutions rather than describing the reason for not possible
３ Do not consume time by arguing. Identify the current state by using “5 Gen” principle.
Five (5) GENs = Genchi (Actual site), Genbutsu (Actual material), Gennin (Confirmation), Genri (Principle) and Gensoku (Rule)

４ Do not pursue a perfect solution. Do it when 50% possibility exists. Execute immediately
without hesitation in a positive belief
５Make standards / standards, no improvement in standardless place
６ Do not put money on improvement
７ A good idea never comes out without being hard-pressed
８ Pursue the true cause…think of a solution after 5 whys
９ Ten persons‘ collective wisdom rather than one person’s bright idea
１０ Improvements are limitless.

117

The Five Principles of Operational Management

複 写 厳 禁Coｐｙ prohibited（株） TSC

１ Actual site：Go to the manufacturing operation site
２、Actual material： Personally check the items produced
３、Confirmation： Recognize the reason why they are that way
４、Principle：Question whether or not they comply
with the principle and rule
５、Rule：Confirm everything is in control

118

Strong enterprise

複 写 厳 禁Weak enterprise

Culture of strong enterprise

Coｐｙ prohibited（株） TSC
Culture of weak enterprise① Decisions are made with the customer in mind.

Decisions are made based on the factthat if it is profit or loss for themselves.

② Take action immediately when problems arise.

Not take any action until they are told to do so by their superior.

③ A Hands-On Approach to understanding and resolving problems.

Try to resolve problems while sitting behind their desks.

④ Realize mistakes will happen andwelcome them as opportunities for improvement.

Refuse to accept mistakes and reprimand anyone caught making one.

⑤ Takes action immediately and resolve problem when they foundthem.

Only takes a long time to discuss the problem and not take any action⑥ Seeks to understand others before making a decision

Only listens to others with similar opinions.

⑦ Clearly communicates and aligns everyone around the top priorities.

Fails to communicate and align everyone around common goals.

⑧ Have a strongly cooperative network among key persons.

Not have a cooperative relationship among key persons.

⑨ Dare to point out the problem when it was found.

No dare to point out the problem even if it was found.

⑩ Develop solutions and implement them by themselves.

Always be waiting for the solutions given by their superior.

⑪ Always ask others’ advice to find the best solutions.

Be troubled with thinking about
the solutions due to not asking others’ help.

⑫ Make the decision based on the fact that whether it is necessary.

Make the decision based on current capabilities.

⑬ Have a same vision for the future.

Only the appearance is same.

P119

Features of TSC activities

複 写 厳 禁Coｐｙ prohibited（株） TSCTSC activities
To abandon the fixed concept

idea

Ideal situation
idea

idea

idea

Improvement
Standard
revision

Imp,

Standard
revision

Improvement

Standard
revision

Improvement

Standard
revision

Improvement

Imp,

Imp,

Normal activity

Current figureStandardization activities

TSC will abandon the fixed concept and promote the manufacturing
reform based on the basic idea of TPS. Meanwhile, we will
repeatedly revise the "standard" and build up results steadily

Standard
revision

Business Results
Cost reduction⇒ Profitable
Reduce inventory ⇒ Increase funds
Reduce time ⇒ Reduce expenses

P120

ＴＳＣ Behavioral axis

複 写 厳 禁Coｐｙ prohibited（株） TSC

Bright, fun, cheerful
With "Plus thinking"With "subjectivity""Good things run promptly"
I can talk to Frank with a doubt.
Build an atmosphere and make a good fightThe key point of action
1. Listen carefully to the other party's story
2. Think carefully what is the problem
3. Encourage, to post proposal
4. Habit of making wisdom of how to win
5. Discuss each other6. To stick to GENCHI GENBUTSU
7. I will try firstThank you for your attention（株） TSC竹内 鉦造 メール Maile：takeuchi＠tsconsulting.co.jp