Toyota Production System isthe blueprint for modern manufacturing, and is employed in Britain to build the Toyota Auris and Avensis models. Here, we take a look at the thirteenphilosophies that underpin it.Konnyaku StoneThe Konnyaku Stone isused to smooth unpainted body panels and remove imperfections. The size of afist, and made of gritty resins; the stone is known as the devils tongue.Brushing the stone across the surface of a panel smooths the metal so that itis ready for painting.Poka-YokePut simply, Poka-Yokemeans to avoid (yokeru) mistakes (poka). The Toyota Production System employsdevices that automatically stop the line if there is an error.HanseiHansei is the processof recognising and learning from mistakes, in order to prevent them fromoccurring again. Toyota hosts hansei-kai meetings, in which failuresexperienced during the production process (if there were any), are reflectedon, and future prevention plans put in place.AndonAndon is a visual aidthat highlights where action is required. Usually activated by a button orpull-chord; production is automatically halted when a member of staffpulls it. Jidoka Designing equipmentto detect problems and stop automatically when required are fundemental toJidoka. Toyota Production System operators can stop production the moment theyspy something untoward, preventing the wasted production of defective items.Just-In-TimeA cornerstone ofmodern manufacturing, just-in-time production was pioneered by Toyota. Itconsists of a A pull system (as opposed to push) that provides thedifferent processes in the assembly sequence with only the kinds and quantitiesof items that they need and only when it needs them. It allows cars to be builtto order for optimal efficiency and financial management.HeijunkaHeijunka means havingthe correct number of parts required to build a specific number of cars for thesmoothest possible production process.Heijunka isimportant when sequencing production. For instance, if a factory was requiredto send batches of high spec cars down its assembly line at the same time,workers would be required to manage additional build tasks not present inless well-equipped cars. Heijunka solves the problem by assembling amix of models within each batch.KaizenKaizen is at theheart of The Toyota Production System. It serves as a mantra forcontinuous improvement; the effects of which are far-reaching, from wasteelimination to efficiency optimisation. Kaizen gives voice to theworkforce, empowering individuals to identify areas for improvement and suggestpractical solutions.Genchi GenbutsuGenchi Genbutsu isthe idea that the best way to solve a problem is to see it for yourself. In theToyota Production System, managers are present on the factory floor; thisimmersive approach means they fully understand the working environment and processes,and can advise the best possible solution when a problem arises.NemawashiDecisions shouldntbe dictated by individuals, they should be made as a team this the thinkingbehind Nemawashi. In the Toyota Production System, information is sharedopenly with employees, in order involve them in decision-making processes andallow them to voice their opinions.KanbanImmortalised as aflashing signboard, Kanban is a system that conveys information betweenprocesses and automatically orders parts as they are used up. Toyota hassix rules for the effective application of Kanban: 1) Never pass on defective products;2) Take only what is needed; 3) Produce the exact quantity required; 4) Levelthe production; 5) Fine-tune production; and 6) Stabilise and rationalise theprocess.Muda, Muri, MuraMuda, Muri and