Slide 1: www.mrmcgowan.blogspot Supermarket for Cars
Slide 3: Toyota-Shi • Toyota-Shi means Toyota City. • This is near Nagoya, and is the home of the world’s most revolutionary automotive company.
Slide 4: Why is locale important? • All suppliers to Toyota Motor Works are located close to Toyota-Shi. • Excellent relationships with suppliers were vital to what emerged from Toyota-Shi.
Slide 5: Kiirchiro Toyoda • Son of Sakichi Toyoda, a famous Japanese inventor • In 1935 he compared automobile assembly to that of American supermarkets • An idea was born FACTOID: Toyoda is deemed unlucky when written in Japanese. So Toyota was used instead!
Slide 6: The Traditional Way… • Before Toyoda, assembly lines involved lots of stock being moved about • It was costly and needed great coordination between stages
Slide 7: Taiichi Ohno • After Toyoda’s death it was this engineer and teacher who turned dreams into a reality. • Unusual for a Japanese, he is something of a rebel. • It was Ohno who brought all the elements together to form the Toyota Production System.
Slide 8: Toyota Production System • The three central elements to this revolutionary system were: • Just-in-time • Kanban • Jidoka
Slide 9: Just-in-time • Aims for zero inventory • Parts are not kept in warehouse • Parts arrive when needed • It took 50 years to perfect the process!
Slide 10: Think… • What are the benefits of Just-in-time? • What are the costs of Just-in-time?
Slide 11: Kanban Is a coloured paper card that travels the production line with the actual parts. Information includes: • Where parts should go • How many there are • What time they must KANBAN: A card which acts as a arrive at next signal to move or provide destination resources in a factory
Slide 12: • Kanban scheduling systems operate like supermarkets. A small stock of every item sits in a dedicated location with a fixed space allocation. Customers come to the store and visually select items. An electronic signal goes to the supermarket's regional warehouse detailing which items have sold. The warehouse prepares a (usually) daily replenishment of the exact items sold. • In modern supermarkets Kanban signals come from checkout scanners. They travel electronically (usually once a day) to the warehouse. Smaller stores still use visual systems. Here, a clerk walks the aisles daily. From empty spaces he deduces what sold and orders replacements.
Slide 14: • In the manufacturing kanban system overpage, a machine shop supplies components to final assembly. Assembly is a manual operation with little setup and produces in lot sizes of one, to customer requirements. • Machining is more automated and has significant setup costs. Machining produces in batches to amortize the setup and sequence parts to minimize tool changes. • A small quantity of each part is maintained at machining. By observing the quantities, the machinists know what products need to be made.
Slide 17: Jidoka • Jidoka means automation. However it now means more than just that. • Machines had sensors introduced to help identify faults in the production process. • Workers are told to never trust a machine and use their own eyes if a problem develops. • Jidoka also means a worker can stop the entire line if he or she feels there is something wrong.
Slide 18: Quality Circles • Toyota invented this group of workers who discuss ways to do their work better • At Toyota, managers do 90% of the time what the quality circles tell them to do!
Slide 19: Finally… • These processes have helped shaped modern industry. • Lean production has been referred to as: “The machine that changed the world”
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