TPS /Lean Seminar, 28 Sep.~02 Oct. /2018, M.P.E.C. at Yangon

Toyota Way&
Toyota Production System
Part 2

Satoshi Kuroiwa (skuro@esd21.jp)

Managing director Association for Support of ESD 21
Former Visiting Professor, NIT and KIT
Former Toyota Corp.

Part 2 , contents
1. Introduction
2. Fundamental of TPS
3. How to apply TPS
4. TPS is evolving
5. Concluding<Speaker’s profile>- Worked for Toyota for 34 years and had experience in the car
production preparation engineering together with IT engineering- Specialized in Factory Automation and IT enhanced TPS (1980~2000)- Involved in associations related to Japan’s IT strategy organized METI
- Visiting professor of Nagoya /Kyusyu Institute of Technology(2004~’16)- Now, working for NPOs, such as ESD21 and APSOM and TMS &TPS
certification instituteIntroduction

Business activities consist of people
and machine (IT) Business outcomes are added value through information processing
and control by “People Systems and Machine Systems (IT)”Improvement of QCD,
Increase of CS/CV
Input
PeopleMaterial
Money
Information

QCD (Quality, Cost, Delivery)
CS=Customer Satisfaction
CV=Customer Value

Value added by
Info. processing, communication（Design/ Production preparation/
Parts procurement/ and etc.)

and Production

OutputProducts
Service
CS/CV

Office work ＝ People ＋ Machine （CAD/CAM,ERP, PC, etc.)
Production work ＝ People ＋ Machine（Robot, Equipment, etc.)
TPS

Machine (IT)Introduction

Productivity and Competitiveness
OUTPUT

Sales
Added Value＝
Productivity ＝＝
Cost
Lead-time
INPUT

Increase Sales
Reduce Cost

Competitiveness= Relative height of productivity to competitors
What should do you do to increase competitiveness(1) - Increase added Value- Increase amount of Sales
Improve Productivity(2) - Reduce Cost
TPS(Toyota Production System)- Shorten lead-time- Eliminate waste (Muda)- Two pillars of TPS
 Just-In-Time Jidouka (Autonomation)

Sales
Innovation

KaizenCost

Introduction

What is TPS?
Basic philosophy is “Customer First”
Two pillars
Goal

・JIT (Just-In-Time)・Jidoka (Autonomation, Autonomy)

Create teams and members who continue Kaizen activities
always seeking for “ To Be ” , ideal system

Ideal system

Construct continuous flow business process

Objective of JIT

Shorter lead-time by eliminating waste (Muda)
TPS :Symphonyorchestra
modelFirst step to introduce TPS（１）Awareness of TPS（２）５S（３）Visibility
Sato Sanpei

Harmonizedautonomous
De-centralized
systemFundamental of TPS

Structure of TPS (Toyota Way) TPS is a people centric system, but not technology or tools.
 Toyota Way consists of 4Ps, which are Philosophy, People,
Process (Lean Production) and Problem Solving (Liker)

Customer FirstCS (Customer Satisfaction)
QCD ( Quality, Cost, Delivery)

Just-In-Time

Just what is needed,
only when needed, onlyin the Quantity needed・Continuous flow
・Takt Time・Pull System
・Small lot size

People & Teamwork
Kaizen Activities
Eliminating Muda

・Genchi genbutu ・7 wastes
・5 times why ・Problem Solving

Jidooka（Autonomation）
Quality built into
each process（ Exposure of
problems ）・Manpower-Saving
・Autonomy

Leveled Production, Standardized Work
Visual Management, Information Sharing
ES (Employee Satisfaction)
Mutual Trust between Employee and Management

Fundamental of TPS

Basic principle of TPS
Customer first, Respect people, Elimination of Muda(Waste)
Making things is making people
Stockreduction

Two pillar of TPS

JITReducing Lead Time (Pull system,
Levelled production, Continuous flow)Highquality

Autonomation

Quality into Process (QIP),(Quality is made in process, QA network)

Cost
reduction

Process
kaizenStandardized operation, reducing
a waste, Flexible manpower line

Highlyworkmanship

Revitalizing
workplaceCreative ideas suggestion system
QCC, Multi-skill development

New productlaunchAdvancekaizen・SE activities by collaboration
SE:Simultaneous EngineeringFundamental of TPS

・Short lead time・Improveproductivity

Removing waste
MierukaAutnomation

come out
improvement?

Flow process

Just in time

· Labor productivity· Equipment productivity· Material yield

I know theabnormality

Tact decision
with necessary
numberSynchronizing

canunderstandwaste well

Strengthening the corporate constitution<Aiming object>・Better goods cheaper
・What you need,when you need it
Only necessary amount

Incorporation of quality

Human resource development/ improvement<The survival of a company>
・Respond to market changes
・To make money

JIDOKA

Concept of Toyota Production System

Fundamental of TPS

Two pillar concepts of TPS
Basic philosophy; “Customer First”.
Two pillars ; “Just-In Time” and “JIDOKA”
1） Just-In Time （ Not afford to make unsellable things ）On the premise of the leveled production,
Make and deliver Just what is needed,
only when needed, only in the Quantity
neededTo shorten lead-timethrough elimination ofstagnation of products andinformation

2） JIDOKA （Not afford to make defective）

Quality assurance thoroughthe self-contained processby autonomy for people
and machines

when a problem occurs, the equipment
stops immediately, preventing defective
products

Resolve obstacles one by one, with the wisdom of people and teams
Cost reduction by elimination of Muda (waste) and abnormality

Fundamental of TPS

TPS bases are cost reduction activities
Cost reduction is the only way to increase profit.
Cost reduction by improving the way to make things
Raise selling price to increase profit
Demand ＞ Production
Cost principle：

Price＝ Cost＋Profit

Reduce cost to increase profit
Demand ＜ Production
Cost reduction：
Profit＝ Price－Cost

ProfitPrice

Cost

Sellers decide the price putting
certain profit on the cost

ProfitPrice

Cost

Customers decide the selling price .

Need to reduce cost to get
more profit

Fundamental of TPS

What is Cost ?

Total cost required to design, manufacture,sell products and collect the fee＜Activities of cost reduction＞

Cost planning: Built in cost in the product development stage (VE/VA)
Cost improvement：Production stage （Cost reduction by TPM/TPS）
Total cost

Development

DesignProduction

Production cost

Sales

VA /VE= Value Analysis/
Value Engineering
TPM= Total Productive
Maintenance

Example of a car (cost / Kg)
Material cost, purchased parts cost, labor cost, Material (average): 120 JPY
Equipment cost, utility fee, expenses etc.
Engine: 900 JPY
Car: 1500 JPY (as ‘88 at TMC)
Our company
Suppliers
Raw material
Purchased item
Outsourcing cost

Manufacturing（Arrangement - processing - inspection - shipment)
Production General affairs
Development Sales
Accounting
Deisign Purchasing control

CustomerFundamental of TPS

Commonly used terminology in TPS
 Andon (行灯) : SignboardAndon Pokayoke (ポカヨケ） : Mistake-proofing Mieruka (見える化) : Visibility, Visual management
 Genchi Genbutsu (現地現物) :Go and see for yourself
 Hansei (反省) : Self-reflection
 Heijunka (平準化) : Production Levelling Jidoka (自働化): Autonomation,
Automation with human intelligence Just-in-Time (ジャストインタイム) :Type-G Toyoda Automatic
Loom with Non-stop Shuttle
JIT= Just-In-Time
Change Motion (1924)
 Kaizen (改善): Continuous improvement
 Kanban (かんばん) : Sign, Index Card
 Muda (ムダ) : Waste Mura (ムラ) : Unevenness
Kanban Muri (無理) : Overburden

How to apply TPS

To construct flow process
When we improve flow, we;Increase effectivenessUncover “hidden” capacity
Generate more revenue

Reduce costsImprove customer satisfactionImprove employee morale

1. Simplification of flow process

Never outsource the intermediate process; In-house using cheap equipment

2. Merging process eliminating branch
H

F

I

S

Large inventory of WIP（From turbulence to rectification）

F

H

Simplified flow

FIFO

S

I

Small inventory of WIP

3.One-piece-at-a-time production in a continuous line
Carry a certain amount of produced goods
to the next process
WIP WIPA

Material A A

B

WIP
B

WIP
B

C Product

Carry a produces good one by one
to the next process
MaterialA ⇒ B⇒ C

Product

How to apply TPS

Example of kaizen for a continuous line
One-piece-at-a-time production in a continuous line
Carry a certain amount of produced goods
to the next process
A
B
C
Product
10min
10
10
A B WIPWIP
B C WIP C
WIP A WIPWIP
20pcs
20 20
20 20 20

Material

NCTR / pc.
=30/630=0.048

Lead time:630min

Carry a produces good one by one
to the next process
Material

A⇒B⇒C
10min10 10

Product

NCTR/pc.=30/30

Lead time:30min

10Min. 10Min. 10Min.

NCTR= Net Conversion Time Ratio

How to apply TPS

Business advantage is to construct faster flow
Main objective of TPS is to construct flow process.

Quote from: Dr. Kawada

days

MATERIAL flow

Monetary Flow ： SCCC（Supply Chain Cash Conversion Cycle)）= Inventory turnover days + Receivable turnover days + Payable turnover days

inventory Turnover days (CGS basis)= Average Inventory/ＣＧＳ×365

70.0
65.0

180.0
170.0

Honda

60.0

MONETARY flow

days

160.0

55.0

Honda

150.0

50.0

Toyota140.0

Toyota45.0

Nissan130.0

Nissan

40.0

Honda

120.0

Maｚda

110.0

Toyota

35.0
30.0

100.0

25.0

90.0

20.0

80.0

2008 2009 2010 2011 2012 2013 2014 2015

ToyotaNissan
Honda
Maｚda

2008
32.4
43.6
52.8
41.9

2009
34.3
45.3
63.0
45.3

2010
32.9
46.4
65.3
45.4

2011
31.1
45.5
54.1
39.9

2012
33.8
47.0
62.8
45.4

2013
33.8
51.7
58.6
50.9

2008

2014
33.0
46.4
48.5
54.0

2015
35.2
48.6
50.0
57.1

SCCC
ToyotaNissan
Honda
Mazda

Honda

Toyota

2009

2010

2011

2012

2013

2014

Mazda

2015

2008

2009

2010

2011

2012

2013

2014

2015

100.4
114.9
133.7
108.3

101.8
114.1
142.6
115.7

102.0
120.6
148.2
118.8

102.9
129.9
133.8
112.5

111.2
137.3
154.2
123.8

111.1
144.7
143.2
134.1

101.2
126.9
141.5
133.8

103.7
136.0
166.1
138.6

How to apply TPS

To shorten lead time To shorten lead time (L) equals cost down
 Shorten lead time is to eliminate Muda (Waste)
 Objective of Just-In -Time is to shorten lead time
Processing & Assembling time
Row
Processing
material （ex. Die Casting）

Processing（ex. Machining）

Assembling

Customer（Next process）

L(Lead time）
L(Lead time）

Suspended time by
Transportation, Waiting, Inventory

V/L (Japanese case )Good practice: 1/2~300
Normal: 1/2~3000
L= Lead time
V= Value added time
Bad: 1/2~30000

Value added
time （V)How to apply TPS

Waste (Muda)

Defining of waste- Operational elements increasing cost
- Work elements of no added value
Value added work
（5~20%)

Incidental
Work

Waste
No added value（more than50%）＜Seven wastes in TPS＞
１）Overproduction２）Waiting３）Delivery４）Processing itself
５）Inventory６）Motion
７）Rework

Movementof worker- Increase the value-added workby eliminating waste.
- The first is awareness : In almost
all business, the added value ofwork element is less than 20%.

Overproduction

DeliveryInventory

Monitoring

Waiting

Processing

How to apply TPS

Eliminate “waiting muda” withagile software development methods
Eliminating “waiting muda” leads to shorter development time.
Shorter lead-time leads to cost reduction
要求
提出

プロジェクト
承認

Proposal

Project
Accept

要求
収集

顧客の
承認

Requirement
Analysis

Customer
Accept分析

Analysis

設計

設計
レビュー

Design Review

設計
修正

設計
レビュー

開発

テスト

リリース

Develop Test Release

Traditional method’s Value Stream MappingWork Time

Work
Time

ＷａｉｔＴｉｍｅ
Wait Time
Proposal Project Plot-typing
Accept要求
提出

プロジェクトプロトタイピング
承認First scope

Second scope Third scope• 1次スコープ
決定• 設計/レビュー/修正• 開発/テスト• リリース• 2次スコープ
決定• 設計/レビュー/修正• 開発/テスト• リリースWork Time• 3次スコープ
決定• 設計/レビュー/修正• 開発/テスト• リリース

Shorter Lead Time

XP’s (Agile process) Value Stream Mapping
Wait Time

Quote from: Taiji Sumino

How to apply TPS

To shorten total business processes
Construction of better continuous businessflow responding to Customer demand

Objectivesof TPS(1) To shorten lead time for new product development(2) To shorten lead time from parts suppliers to customers

ICT is a powerful tool for optimization from end to end
Product
Development
LT of Develop.

Production
Preparation

New product development

LT of Preparation

JIT from parts suppliers to customers
2nd tier
Supplier

1st tier
Supplier

LT of Procurement

Production Plant

Dealer

Sales
OfficeLT of Information
LT of Production LT of Logistics and Sales
Total Lead-time (LT)

Customer

How to apply TPS

Short lead-time of car development

Lead-time is the metric of Just-In-Time level
Advantage of short lead-time① Cash-flow ②Competitive advantage ③Customer expectation ④ Cost cut
Planning
Styling
CAD design
Prototyping
Production preparation
Die manufacturingLine off of a new model
Design concept

Value added time

LT of development- CE (Concurrent Engineering)- SE (Simultaneous Engineering)- Eliminating wastes (Muda)
Value added Incidental

lead-time of car development

Product develop

2 tierNon-value added time

Muda

L/O

Work elements for each process

Production preparation
LT of Pro. Preparation

1 tier

LT of purchasing

Production line
LT of manufacturing

Total lead-time

DealerBranchLT of logistics and sales

Customer

How to apply TPS

Leveled production

Critical issues to average parts quantity, part kinds
and work load for realizing Just-In-Time.
Eliminate “Muri”, “Mura” ,”Muda”

1. Averaging quantity

Flow of process (time)

Muri (無理）: Overburden
Mura（ムラ）: Unevenness
Muda（無駄）: Waste
Large fluctuationof Volume

2. Averaging No. of types (kinds)

Leveling

3. Averaging work load
Work load

time

VolumeFlow of process (time)

VolumePeak
Peak

Muda of Resource（Worker，Equipment，Parts）
Time

Time

How to apply TPS

Pull System

Application of TPS is to develop flow process based on“Customer Pull” using Kanban and to construct Demand Chain
Push

Bottlenecks
Space WIP

＜MRP（Push)＞

Push Process
Wating time

Each Manufacturing Processmeans each paperclip

Pull Process
Eliminate Bottlenecks Customer Pull
Construct flow process
Reduce working space
Improve quality

Process

Process

Process

Order(Push)

Order(Push)

Order(Push)

IT system

Customer PushMaterial Flow
Information Flow
＜Kanban（Pull)＞Order(Pull)

Order(Pull)

Order(Pull)

Process

Process

Process

Forecast (Push)

Remove Kanban

Customer Pull
IT system

withdrawal Kanban,
supplier Kanban

How to apply TPS

What is Kaizen?
KAIZEN = CONTINOUS IMPROVEMENT
At Toyota, “Innovation” means “Big Kaizen”
The small, gradual, incremental
changes applied over a long period
can be add up for a major impact on
business in the future.

The spirit of Kaizen
 Throw all your concrete head Improvement has NO limits Think how it would work
NOT won’t
 3 people’s ideas is better
than 1

改善 In Japanese
改
善
KAI
ZEN
Change GoodKAI ZEN = Change for better Don’t seek for perfection
 Don’t accept excuses Kaizen with less COST or no COST
 Ask WHY 5 times
 Problem gives your braina chance to work

How to apply TPS

Steps for redefining operations
based on Takt Time
1

60
sec.

2

Break operations into job elements

60
sec.

Takt
Time

Operation
Time

30
sec.

Job
Elements

0

1

2

3

4

5
6
Operators

7

8

9

4

Takt
Time

Operation
Time
30
sec.

60
sec.

2

3

4
5
6
Operators

7

8

9

10

3

4
5 6
Operators

7

8

9

10

Rebalance elements and # of operators
Takt
Time

30
sec.

0
1

2

OperationTime

Remaining
Elements

0Removable
Waste

0 1

10

Define improved job elements

60
sec.

Takt
Time

Operation
Time

30
sec.

3

Remove waste from operations

Rebalanced
Elements

1

2

3

5 6
4
Operators

7

8

9

10

How to apply TPS

Examples of Kaizen in TPS
1. One-piece-at-a-time production
AAAAA

BBBB

After Kaizen

Production Sequence

CCC

DD
E

Items

Items

Before Kaizen

A
B

Assembly
Instruction

Processing
Forecasting
Instruction
KanbanProcessＡ

Assembly
Process

Process Ｂ

Instruction
Kanban

B

A
B

D

C

C

D

Push Production

Parts
withdrawal
KanbanAssembly
Sequence
KanbanAssembly
Process

ProcessＢ

Instruction
KanbanProcess ＣCAAfter Kaizen

Before Kaizen

Process ＡAE

2. Pull production
Processing
Instruction

A
B

Production Sequence

ProcessＣ

Pull Production
based on Kanban

How to apply TPS

5 times WHY (Pursue the root cause)
The most critical issues to develop human for TPS kaizen
The machine does not start Simplified expression
 The problem is based on the fact
and it does not diffuse

First why

Why the machine stopped

Fuse cut off by the overload

SecondWhy it was overloaded

Insufficient lubrication of the bearing

Third

Why insufficient lubrication

Lubrication pump did not work

Why it did not work

Worn the pump shaft rattling

Why it was worn

Containing cutting chips without a filter

FourthFifth

Recurrent solution ： Installation of a strainer

How to apply TPS

5 times Why based on “Genchi-genbutu “
1. Based on Genchi-genbutu ( Go and see)Why⇒ Why ⇒ Why ⇒ Why ⇒ Why ⇒ Root Cause
2. How to grow your corporate culture from top to bottom
Why1-1

Why1-1-1

Why1-1-1-1

WhY1-2

Why1-2-1

Why1-2-1-1

Why1-2-1-1-1

Why2-1

Why2-1-1

Why1-2-1-2

Why1-2-1-1-2

Why2-1-2

Why1-2-1-3

Why1
abnormality
Why2

Why2-2Why2-3

Heinrich’s Law: 1:29:300
Fatal failure ⇒Small failure ⇒Very small⇒

Why
Root Cause

The case of traffic accidents

Accidents involving death or serious injury
Accidents involving minor injury or property damages
Near miss experience or action taken to avoid collision

How to apply TPS

PDCA is critical for kaizen activities(1) There is no end in Kaizen (2)Genchi-genbutu (Go-and see)(3) Just do it, if you are not sure (4) Turn the PDCA cycle

Plan-See problem-Genchi-genbutu(Go and see)
-Root needs-Define the problem

Act (Action)-Standardize
in practice-Training, Practice-Follow up

Do

Plan

Do

Action Check- Analyze- Get facts and data
- Root cause analysis- Proposea countermeasures

Check-Try it out- Gather and examine
the same kindof facts
and data again

How to apply TPS

MIT says Toyota’s Secret: The A3 Report
Toyota’s A3 sheet is originated in
the production for Kaizen activities.
Now it has been applied to all Toyota,
such as Car Development, Engineering,
Production preparation, and Sales
for PDCA cycle as a thinking tool.

1.
2.
3.
4.
5.
6.
7.

Background
Current conditions
Goals/Targets
Analysis
Proposed countermeasures
plan
Follow up

How to apply TPS

Approach to Kaizen based on the standard sheets
selection
P ThemeTarget
Fact analysis
Current standard work
(Before Kaizen)

D

Validate problems
and wastes

C Pursue root CauseA

KaizenNew standard work
(After Kaizen)

Approach to Kaizen using 3 kinds of standard sheet
Process capability sheet
Visualization of
Bottle neck process,production capability

Visualization of-Difference between
TT and CT-Line balance-Waiting timeStandard operation combination sheet

TT=Takt Time
CT=Cycle Time

Visualization of-Difference between
standard inventory
and actual one-Difference between
Standard operation
sequence and actual one

Standard operation sheet

How to apply TPS

Vitalization of people and organization
Vitalize workplace

What to do for vitalization

 Brightly, friendly and lively
workplace Build workplace where be able
to feel the worth of working
and enjoy Kaizen
 Matching vector and teamwork

 Manager’s role and responsibility
 KAZEN proposal system
 QC circle
 Multi-skill development
 Evaluate productivity
 Human rescores development(education)

Respect for personality
・Bring out the unlimited wisdom
・Trust person’s possibility
・Improve abilities of each person
・Rules of workplace
・Motivate
・Making worth of working

Knowledge required for a manager
 Ask your employees their Aim of working
 Teach them the thrill of the job throughsuccessful experiences
 Show a role model to your subordinates Bring out the will in the people
by creating a CAN DO spirit Create a work place where people feel
it was good to have worked

How to apply TPS

Role and ability of manager and supervisor
1.
2.
3.
4.
5.
6.

Be aware of your role and your responsibility
Vitalization of people and organization
TOP
Develop, education and train subordinate
Executive
Safety management
layer
SectionObserve standardized work
officer
Communicate with subordinate
Generalmanager
Deputy generalmanager

5 important work
1.
2.
3.
4.
5.

Manufacturing
Cost
Quality
SafetyHuman resource(education)

Sectionchief
Chief
leaderGroup
leaderExpertManagement
policy, index
MakingDepartment
policyManufacture, Cost,
Quality, Safety, Education

Management layer

Spread Section
policyExpected ability
Knowledge Ability of KAIZENSupervisor layer ResponsibilitiesAbility of education
Ability of handling peopleHow to apply TPS

KAIZEN proposal system
・In daily works, workers propose contents of KAIZEN practice,execution of productivity, quality, improving safety, cost reduction
・Evaluation contents of proposal①：Effect A（tangible）・・Reduction of Manpower, cost, equipment investment②：Effect B（intangible）・・Man-hour, Space reduction,
Improvement of Safety, Environment, Quality③：Degree of use・・Possible or not of development to other shop④：Originality
・Prize money：500yen～200,000yen⑤：Idea・Annual recognition：Shop recognition, Individual one⑥：Degree of effort
・The number of proposal ・Target：12 / year Result：13.5 / year (2011)- Valuing practical experience over theoretical knowledge
Total number of suggestions submitted ; 2.65 Million
Average per employee;
48 per employee
Percentage of acceptance;
96% acceptanceTotal prize money;
2,100 Million Yen(Toyota’s result as’87)

How to apply TPS

QCC (QC circle) activity①：Target of QC circle activity

NEW QC Circle

・Improve personal ability

・All members are the leading
character in QC circle

・Make brightly workplace

Small group activity (less than 10 people)

・Theme：KAIZEN for problems in workplace

Circle leader（Group leader）(For the result of KAIZEN, propose KAIZEN suggestion)

・Presentation ：Gold, Silver, Bronze prize
Theme leader

Toyota’s QCC(Problem Solving Circle) (Toyota’s result as ‘87 )- Small groups in which workers discuss and assist each other- Carry out Kaizen in quality, cost, safety and so forth- 6,650 circle, 6persons/circle, 25,000 themes/years

How to apply TPS

Multi-skill development
Purpose Improve worker’s ability, Better challenge and motivation for worker
 Understanding mutual help to each other of operation contents
 Prevent routines work
Target： Over 3process/man

Result Practice JOB Rotation: every day Help each other Promotion of KAIZEN

Multi-Machine Handling

部門

DR

DR

DR

Single-skilled operator

Multi-Process HandlingDR

TP

Renewal once a month

2000 Skill Map
業務名CLMulti-skilled operator：：

機械加工・検査
工機部

生産2課

名

Promote premeditatedly

作成者 中村武史
認定者 竹内与作
3係 更新日 平成14年4月1日

資格認定基準：公的結有資格者、または1年以上OJT経験者の中から工機部長が認定する

Ｓ：指導者レベル
Ｂ：訓練中レベル

Ａ：１人で任せられるレベル

氏
鈴木太郎山本昌史伊藤栄 竹中半蔵曽我
治

スキル

稔三宅達郎

NO 中分類
1 NC旋盤
2
3
4 M/C

小分類

資格有無

NC旋盤操作NCプログラミング
NC旋盤段取替え

有M/C操作●Ｓ・Ａ・Ｂ●Ｓ・Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

5
6

M/Cプログラミング 有
M/C段取替え●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

7 保全
8

切削油補給
刃具研磨

Ｓ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・●ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

9
10 検査
11
12

日常点検
検査員
計測機器校正精密測定

今期中の訓練予定●Ｓ・Ａ・Ｂ●Ｓ・Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・●ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

Ｓ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・●ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ
Ｓ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・●ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

有有有●Ｓ・Ａ・ＢＳ・●Ａ・Ｂ●Ｓ・Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ
Ｓ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ
Ｓ・●Ａ・ＢＳ・●Ａ・ＢＳ・●Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・ＢＳ・Ａ・Ｂ

NO.11 NO.2 3 NO.5 6 NO.11 NO.3 5 NO.5 6
12をSに をSにす をSにす 12をBに をBにす 10をBに
する
る
る
する
る
する

How to apply TPS

Flexible production by multi-skilled operators
TAKT TIMEJan.

4 Operators＝27.6Sec460Min／1000

Feb.

- Flexible manpower lines may
require development of multiskilled operators.
- Takt time is the rate ofmarket demand.
- When the Takt time becomes
longer we reduce the numberof operators to meet Takt time

TAKT TIME

3 Operators＝36.8sec
460Min／750

To determine the optimum number of operators needed
use the following formula
No. of Operators = Total Work Content
TAKT Time

6 operators

U type line for flexibility

How to apply TPS

Toyota’s education and training system
 Sharing the values and conduct guidelinesof Toyota Way 2001
 Capacity building of individual employees
 Focus on OJT
Training System for skilled employees

TPS expert training

Chief
leaderGroup
leaderExpertS

TPS manager-class training

A
TPS advanced-class training

MiddleBeginner

TPS middle-class training

Basic

TPS education for beginnerNew
employee

Basic concept of TPS

BC"Toyota-Developing People“ booklet

Company-Wide Training tosupport Professional Staff

How to apply TPS

Kaizen activities by teamwork
1. Information sharing-Organization Policy-Actual Results (Sales, Production, Quality )2. Communication-Greeting -Meeting -Ho-Ren-So （報連相）

3.First step is Safety and 5S(2S)
4. Visual Management (Visibility, Mieruka)
5. Standardization
Weak organization

Matching
VectorStrong organization

How to apply TPS“Ho-Ren-So” is basics of the office worker
Ho-Ren-So : Report, Communication, Consultation
Communication

Reporting
Hokoku（報告）Renraku (連絡）・結論から先に、簡潔に・ミスやクレームは早めに・経過報告は忘れずに・面倒がらない. 言うのでなく伝える
・お礼は早めにBetter responding toCustomer requirement

Boss

Customer

Consultation
Sodan(相談）・予め相談内容を整理して・ギリギリでなく余裕をもって・結果の報告とお礼

Ho-Ren-So
You
Co-worker
Relevant Div.
Subordinate

How to apply TPS

Steps for applying TPS
Improvement ofawareness

・ Top management’s strong will to “carry through”
・ Changes in Awareness of TPS/Lean ,5S ( Seiri, Seiton, Seiketsu, Seiso and Shitsuke)
and Visual Management
・Vitalization of people and organization

Improvement ofoperations

・Defining “Muda” ; Elimination of “Muda”
・ Pull based Continuous production
・ Leveled production: Shorten set-up time.
・ Standardized work: Jidoka, visual control

First do process Kaizen, lastly introduce equipment
Improvement of (including Information Technology).
equipment<Evil crime of equipment installment>
・ Equipment installment costs too much.
・ Difficult to try again.

How to apply TPS

The Five S‘s（5S)- Good workplaces develop beginning with the 5S.
- Efficient Work -Visualization -Better services -Company image
1. Seiri （整理）– sort, sort out, Organize

Separate out all the things that are not necessaryand eliminate them or tidy them away.

First step is 2S
Seiri

2. Seiton （整頓）–straighten, stabilize, Make neat

Arrange the essential things in order so that they can bequickly and easily accessed and put away.

3. Seiso （清掃）– scrub, shine, Clean

Keep machines and working environment clean.

4. Seiketsu （清潔）– systematize, Standardize
Make cleaning and checking a routine practice;
maintain a pleasant environment

5. Shitsuke (躾）–sustain, self-discipline, Discipline
Standardize the previous four steps
and constantly improve them.

SeitonHow to apply TPS

Example of 5S (2S)

How to apply TPS

5S and the advantage

1. Seiri（整理）– Sort
2. Seiton（整頓）–Straighten
3. Seiso（清掃）– Shine

4. Seiketu（清潔）– Systematize
5. Shituke（躾）–Sustain

First Step is 2S
Seiri

Seiso
Seiketu
ShitukeSeiton● The most critical approach to TPS ●Visual Management for Kaizen
Efficient Work

Visualization

Better services

Company image-Time saving-Smooth working-No deviation-No problems-See theAbnormalities- See directionsof the process
and the state-No obstruction-Quick retrieval-Accident & Mistakes
minimized-Increase space-Spend less timelooking for items-Company image
improves-Improve customer’s
reliability-Improve workers
motivation

How to apply TPS

Visibility at the work floor
・Surface the problems and ease corrective action
・Information sharing of relevant persons to promote kaizen
・Coincidence of the direction for kaizen activities
Visualization is not a tool for management but for Kaizen activities

QC board
HoshinPokayoke process
Quality check by leader
Evaluation of quality skill

・・Department
・・ Group

Review frequency
1/YStandard work

Defect１trend/Y of the process
Defects of each print board
BP-1210 abnormality
Defects in the assy. line
Problem solving schedule

②
① ⑤

③
④
1/M

Andon （行灯）

(Signal board)

How to apply TPS

Examples of Visibility

How to apply TPS

Visibility in seven QC Tools-Japanese management tools applied in TPS/TPM/TQM activities.
-Seven basic visual tools of quality control (QC)
so that the average person can analyze and interpret data.
-Tools used by companies, managers of all levels and employees.
Pareto Charts

The Seven Tools
1. Histograms
2. Pareto Charts
3. Cause and EffectDiagrams
4. Run Charts
5. Scatter Diagrams
6. Flow Charts(Check List)
7. Control Charts

Effect
Cause

Cause and Effect Diagrams

Histograms

Run Charts
Scatter Diagrams
Flow Charts

Control Charts

How to apply TPS

Visibility in software development
Kaizen activities on software start from the visibility of problem
 Visibility is one kind of standards, necessary to be improved「Visibility」- Whole system- Customer requirements, priority ofeach software release- Each working process, progress- Classification among wastes , incidental works
and value-added works- Rework · quality problems and bugs
- Skill maps (multi-skilled worker)- Improved and excellent suggestions proposed

・Stand-up meeting in every morning
・QC circle and awarding

BetteroutputVisibility ofcurrent status

Progress of
KaizenVisibility ofabnormality

How to apply TPS

Standard WorkHow to apply TPS

Quality kaizen approach in TPS(1) Quality is built in Manufacturing-Next process is customer
Process-Built in quality in your process (2) System Establishment-Do not produce of flow defects (3) Manufacturing Process Assurance
by QA Network(4) Own-process completion(5) Quality Assurance of Purchase goods（No-check acceptance）
Built in quality in process
Goal

・不良品は
- Eliminating
後工程に
defective
流さない
products- Detecting
abnormal
events- Manufacturing
good-quality
products only

- Stopping
operations incase of anabnormalevent

Method- Emission of light and sound incase of an abnormal event- Detection using automatic
checking systems- Creation of a quality checking
process- Equipment and machines with aself-stopping mechanism- Stopping operations manually incase of an abnormal event

Means & tools- Andon- Pokayoke- Assurance of
manufacturing
capacities- QA network- Fixed-position stop
control- Observance of standard
procedures

How to apply TPS

Creating mechanism for quality assurance- Quality is built in process- Keep standards, keep them,
improve.
- "Don’t build defective products“"Don’t flush them“, "Can not accept"① Maintenance of quality standards② Assurance of equipment processcapability③ Pokayoke④ Visualization of quality check result⑤ Changed condition management⑥ Process audit, Product audit⑦ Quality information center⑧ Quality meeting＜Maintenance of quality standards＞
Standard work sheet①②③＋Quality checkstandard sheet

品質チエック標準書
工程Ｎｏ
工程名

ライン名： シリンダーブロック加工ライン
品質管理部署

製造部署：

品番
品名

（機番）

シリンダー ブロック
チエック頻度

品質確認項目

規格値

検査具

初物

タイトプラグ 圧入 状態

1±０．５ ｍｍ（面取りより）

目視 、ノギス

○

Ｎｏ
1

終物

中間

機番

精密

１/５０

備考
抜け不具合の発生あり〔略図〕

シリンダーブロック

面取り面

プラグタイト
・変更欄
記号

内

容

月日

品管部
変更者

0.5

製造部
変更者

1.5

～

注：面取り面にタイトプラグが出ていないこと①Work Instruction Sheet②Work Sequence Sheet
車種
工程Ｎｏ

工程名
手 移

１５２Ｔ

作成日

作 業 手 順 書

Ｔ－０６ Ｌ

指示表確認

課長

## 秒
加重

前 作 後

品質保証度

平 比 歩 業 歩 重 組 検 総 作業
均 率 行 位 行 要 立 査 合 要領書Ｎｏ①② 置 ③ 度
秒

％

秒

秒

2ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

2

部品取り出し（Ｗ/Ｈ：２種類）

5ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

5 100

3

Ｗ/ＨＮｏ１取り付け

26 ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

26 1004

Ｗ/ＨＮｏ２取り付け

30 ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

30 1005

部品取り出し（蓄電池Ｂ/Ｔ、ﾗﾍﾞﾙ）

5ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

5 100

3

6

蓄電池Ｂ/Ｔ取り付け

25 ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

ｓ

25 1003Ｆ

2 100

7 ＊ 排ﾗﾍﾞﾙ貼り付け

7Ｐ Ｐ

5

8

品質ﾁｴｯｸ

2

2 100

9

作業終了

3Ｆ
Ｆ

○ ○

60

5

10
11
12
13
14
15
16
17
18
19
20
計
＊：作業追加項目③Standardized Work Chart
技術員

## 秒
（加重平均）

国内 輸出
作業
時間標 豪 米 欧 欧 中 豪 一
準 華 国 州 州 国 州 般
秒 Ｒ Ｒ Ｌ Ｌ Ｒ Ｌ Ｒ Ｌ

要素作業名

順 動

1

タクトタイム

作業時間

ｴﾝｼﾞﾝルームＷ/Ｈ取り付け

部署名

##

##
・Ｓ：標準（全数使用）、・Ｐ：オプション（１部使用）

9

5

・加重平均時間＝①＋②+③＝１14

備考

作成者

How to apply TPS

Key factor for success of TPS
1. Challenge what you should do rather than what you
can, seeking for “To Be” ideal
2. Kaizen activities through “go and see” at the site,“Genchi-Genbutu”. (現地現物）
3. Repeat 5 times “Why” until find the root cause.
- Why ⇒ Why ⇒ Why ⇒ Why ⇒ Why ⇒ Root Cause- Don’t ask people, ask products and sites

4. If you have an idea, take immediate action-Just do it, if you are not sure

5. Motion kaizen before equipment kaizen-First do process Kaizen, lastly introduce facilities or IT

TPS is evolving

Information sharing with overseas entities
First introduced in 2002, between Toyota France and Toyota’s plant

Oversea

information-Real-time -Machine-Control information
monitoring -Equipment failure-Mobile TV
correspondence
conference -Productivity kaizen
guidance

Japan

52

TPS is evolving

Visibility & information share
Operation sate
（Maintenance cost）

Line state

CAPTIN

12 '00/1

2

3

保
全
費

MTBF

WEB
'99/4

クランク
ヘッド
ブロック

11

5

6

7

8

9

10

11

12 '00/1

2

3

TMUK

TMMWV

費
用

TTME
TTFC
TIK

ﾙｲﾋﾞﾙﾌｫｰｼﾞ(愛知製鋼)

AAC(豊田織機)

'99/
6

'99/
7

'99/
8

'99/
9

'99/
10

'99/
11

'99/
12

'00/
1

'00/
2

'00/
3

'00/
4

'00/
5

'00/
6

5000
▲
Ｍ
▲
Ｍ 4000
1.0 Ｔ
▲ ▲
▲
▲
Ｔ
▲
Ｔ
▲ ▲ ▲
▲
Ｂ 3000Ｒ
0.5
Ｆ 2000(H)(H) 1000
TMC
0
0
'00/
TAP '99/4
5 6 7 8 9 10 11 121
2 3

STM

保全費
'99/
5

AFC

'00/
7

(愛知製鋼)

Total cost andNo. of production

TAM
TDB

Failure details

TMCA

16
18

TR135015.6
WB3411

15.3
TS371
6

Units production sites
総Om-line connection,2002 原
Toyota価
Toyota group

180(千円)14

ｸｰﾗﾝﾄ-機械的破損

送りﾕﾆｯﾄ-弛み160(千円)

16
140(千円)

保 12
全
10
費

WB3411

TR1349
TR1348
6
4

軸頭-磨耗

12

14

CK6687

3.7

TS3715
5.2

WB3412 TS3766
3.9
TS3765 3.9

全社平均
在高比率：2.16%

設
備
10
在
高
8
保
ZY4281
全SC1829 6
費
5.2
率
3.8

4

3.1
2

2

120(千円)
100(千円)

保全費

軸頭-折れ

80(千円)

軸頭-電気的劣化

60(千円)
40(千円)
20(千円)
0(千円)

設備機番

0

(万台)

3

他工場原価

●
●

●

●

●

●

●

●

購入部品費

生
2産
台
数

1

償却費他(固定費)
工場管理分(変動費)

091

(%)

052

110
100

130

200

026

215

010

222
400

原因内容ｺｰﾄﾞ

0

1.5

▲

(ｱｲｼﾝ精機)'99/
4（工程No.）

Data share

TMMP
INTAT(ｱｲｼﾝ高丘)
TMMNA
TMMK
BODINE

フルワーク（秒／台）
ワークなし（秒／台）
工具交換（秒／台）
稼働（秒／台）op_280

'00/
4～6

10

年平均

op_260

'00/
1～3

9

op_240

'99/
10～12

8

op_220

'99/
7～9

7

目標能力 59.6秒/台

op_180

'99/
4～6

6

(%) 予
70
60 防
50 保
40 全
30 費
20
10 比
0率

op_200

保全比率

op_160その他

op_140

'98/
7～12

5

Ｍ
Ｔ
Ｂ
Ｆ

他部門原価(研究･ｸﾚｰﾑ等)
'98/
1～6

点検

op_0804
2
0'99/4

償却費他(固定費)
工場管理分(変動費)
'97/
7～12

外注清掃

保 10
全 8
費 6

購入部品費

0

清掃

14
12

他工場原価

総
費
用

改善

op_110

(百万円)

予防保全

op_070修理

op_050

70
60
生50
産40
能30
力20
(秒)
10
0

クランク
ヘッド
ブロック

op_030

14機械課
12機械課
11機械課

op_010Total cost

TR1350-3ST原因別保全費

402

413

000

511

603

910

930

部位ｺｰﾄﾞ

保全費 他部門原価(研究･ｸﾚｰﾑ等)
'97/
7～12

'98/
1～6

'98/
7～12

'99/
4～6

'99/
7～9

'99/
10～12

'00/
1～3

'00/
4～6

0

53

TPS is evolving

Basic concepts of Toyota Logistics system(1) Prompter handling

Smooth production based on customers’ order and quick responses.

(2) Leveling

Improve efficiency of resources with stable distribution.

(3) Small lot production, high frequency/loading transportation
Establish swift flows based on leveling.

(4) Promotion of streamlining and rationalization

DealerRetailerParts and Cars Flow
Information Flow

Domestic
Overseas
CustomerDomestic Sales
Overseas Sales

Suppliers

Logistics

Plant（Production）

Production Eng.

Procurement
Production Control

Genchi Genbutsu (Go and see), visual control, operation standardization
3 factors of Logistics-Information Cycle-Delivery Cycle-Conveyance Lot-size

TPS is evolving

Business Innovation & TPS
Three approaches to business innovation at Toyota
1. TQM (Total Quality Management) activities
Deployment of Toyota Production System (TPS)
to development (TDS) & marketing (TMS)

2. BR (Business Reform) Program

Business reengineering activities (ex. VI program )3. Utilization of IT (Information Technology)

Product development, production & logistics, sales & service

Business innovation activities based on TPS

First do process Kaizen, lastly introduce equipment (IT)TPS is called Toyota’s production concept,

TPS management philosophy and Toyota’s DNA
Goal

No innovation without improvement (Kaizen)

To create a human organization that continuously improves,
while constantly striving to achieve the ‘To Be’ ideal

TPS is evolving

Integration of TPS with IT system(1) Company wide TQM:Applying TPS to TDS(development) and TMS(Marketing)(2) BR activities :Cross functional business reform program(3）Advanced IT system :First do process Kaizen, lastly introduce IT＜Assembly plant＞
・Autonomous decentralized ALC in the assembly plant
・Developing electronic Kanban system＜New car developing process ＞
・Organization reform, Oobeya, Concurent engineering for better QCD
・Digital Engineering for new car development and for global business expanding

People-centric(Japanese management)

Technology(IT)-centric(American management)-Process-oriented-Technology-oriented-Kaizen-Innovation
Fusion -Creation-Collaboration-Open, Bottom-up-Closed, Top-down-Flexible-FixedTPS is evolving

IT Systems for the car assembly plant1990 ~

Example1

Assembly line control, based on autonomous
di-centralized control system with RF-ID
Vehicle-mounted RF-ID is useful for production
control to coincide information with vehicle.

Press process

Example2
TOPPS,IT enhanced Kanban System
Conventional
People centric
Kanban system
Now : IT base

Electoronic Kanban system

 TOPPS=
Toyota Parts
Procurement System
 Kanban reflection system

Body welding process

Painting process

Assembly process

Kanban sheet

TPS is evolving

Shorter LT in new car development
Quality （CS), Cost（Target Costing）,Lead-time（36M. ⇒12M.)
CE/SE, Oobeya (Large room ) and collaboration using IT
Dev / Prototype
Planning

Development

Evaluation

Gembutsu

Diagrams

Eval. Gembutsu
Dev/Proto

Current

Preparation

Manu. Design

Planning

L/O

Front Loading of Design/Prep.

Manufacturing

Dev.

Manufacturing
CE=Concurrent Eng.
SE=Simultaneous Eng.

Series Dev.

Eva.
Prep.
IT Support

・Style CAD（DSR）
3D Models ・CAD/CAM (CATIA/Pro-E）
・CAE
SMS(BOM） ・V-Comm/CASE(3D Viaual Eval&Meeting）
・Electric Spec Chage/Diagrams

Amount of Effort

Past

L/O（Maufacturing）

Manufacturing Design

After-Performance-Facility-etc.

BeforeEva. Early
Design Change
Adapt EarlyTimeTPS is evolving

Digital engineering for better QCD
Collaborative work with business partners, utilizing digitalengineering to support new car development having cost
targeting and cost reduction, better quality and lead time.
Know-How DB on Development/Process/Assembly.
Digital Simulation and TV meeting systems.

< Applications >・Collaboration among Product Design（Chassis, Parts, Units）
・Digital Assembly（Workability, Interferences, Quality, Aesthetics）
・Factory Building, Process Plan, Equipment Plan

Japan

OverseaTPS is evolving

Better communication and collaboration
Chief Engineer and Oobeya (Large room management) system playa critical role of information sharing to support new car development< Chief Engineer >

Body
Eng.

Interior

Chassis< Information sharing with digital engineering and ICT >Production
DesignQuality, Cost, Delivery ,Preparation
BOM, CAD/CAE, etc.
PeopleSystemParts Makers
etc.

ICT

Procurement

OverseaElect.

Proto.

Image of Oobeya （大部屋）TPS is evolving

Kaizen activities & IT
Kaizen activities◎Kaizen (improvement) is never done.
◎Eternal quest for should-be situations<Idea of TPS>First, “improve mechanism/operations.”
Lastly, start on “automation (introduction of IT).”IT system

Kaizen (improvement)

Operations are evolving
toward Just-In-Time.

Gap

Operations are fixed.
Therefore, they cannot
be changed easily.

① Pursue inner production as much as possible(Development/maintenance can be done on site. → Ease further improvement )② System engineers are “kaizen promoters.”(They can repair mechanisms and produce them on-site)③ Just-In-Time is the law.

(Should not introduce systems that make JIT levels lower.)④ Work that IT systems should do vs. work that the people should do(Consideration on on-site improvement is required.)

Concluding

Management fundamentals of TPS- People are the greatest management resource- Autonomous decentralized organization/system- Continuity is strength - Organization is strength- Effort（Kaizen activities) surpasses genius

Created by: Noriaki Kurosu

TimeConcluding

Cycle of kaizen and innovation
・ Critical issue is synergy kaizen with innovation(big kaizen)
・ New project (cf. Car development) leads tothe innovative and exiting stage. How about you?
① Kaizen ： TPS Activities② Innovation： FA/IT, BPR

Analyze businessenvironment
New business (process)model② Innovation② Innovation
Product innovation①kaizenProcess innovation

Continuous
improvement

System（Product or Process )
level
PDCA

PDCA
PDCA
PDCA
PDCA

１
①kaizen１

To Be (Ideal)

2

2

As Is

PDCA management cycle PDCA : Plan, Do, Check, Act

Time

Concluding

Vitalization of the people & organization
When do you have a strong motivation for work?
Survey results of Japanese and U.S. automakers is almost the same.

1. Autonomy (自律)3. Achievement （達 成 )5. the work itself （仕事そのもの)
7. Recognition （評 価 )2. Responsibility （責 任)
4. Opportunity （機会)6. Advancement （向 上 )Customerorientation
TQM/TPS
KaizenManagement
Technology
Skill

TQM/TPS activities; Improving quality of process & product

Total
ParticipationPower
performanceof work
Genki, Ethics
Mind, Proud
Enthusiasm

Sharing
critical minds
Communication

Enhancing
Building
awarenessa senseof fellowship of improvement

Concluding

Sustainable manufacturing: TPS/Lean＆ IT/CPS
Sustainable Monozukuri is broughtby the synergy TPS /Lean method with IT/CPS
 Even in the IoT (Industrie4.0 ) era, we cannot depend on
only the mechanical system such as IT / robot.
 Toyota recommends to introduce the first step of TPS / Lean
method （5S and visibility) ,encouraging Kaizen activities of people,
following the idea of “ Making things is making people”.
Two pillars of TPS
Goal of TPS

 JIT = Just-In-Time ( to shorten Lead time) Autonomation (Autonomy)

Create teams and members who continue Kaizen activities
always seeking for ideal systems

What is Ideal situation

Respond to the customer's Pull, the construction of flow process
Make things in the sell speed

Concluding

Global Factory Benchmark
by TPS Certificate Institution
http://tms-tps-certification.org/english/index.html＜Grade: 1~5＞
USA=1.0~3.0
Korea=1.0~3.0
China=1.0~2.0
Japan=1.0~4.5

 Long-term goal by TPS improvement activities
Goal=4 (3 years)
Ave.=1.6
 First, make one year activity plan to implement
 Review based on the result of annual activities

Evaluate the basic elements of Total TPS- Checking by factory evaluation sheet- Evaluate by score 1~5 on each(①~⑥) item

Check item
①Active worksite②Standard sheets③People④Product/part⑤Equipment⑥Quality

Contents< Company A >①Active work

5
4
3
2
01

⑥Quality-5S,visualization,motivation-Develop Standard work sheets-Movement Keep standard work
-Storage space, logistics, stock-Maintenance, changeover, leveling-Quality into process⑤Equipment②Standard
sheet③People④GoodsAverage=1.6
Goal=4

Concluding

Monozukuri management seminar and workshop

Thank you very much
“Open the window and look outside.
It`s a big world waiting for you.”by Toyoda Sakichi （豊田佐吉）

Satoshi Kuroiwa
e-Mail: skuro@esd21.jp