Lean manufacturing and the Toyota Production System

1. @Tyagi

2. Plan 1-2

3. Case 1: Toyota: Questions What is the real problem facing Doug Friesen? Calculate the cost of stopping the line for 1 minute, 10 minutes, 500 minutes. As Doug Friesen, what would you do to address the seat problem? @Tyagi

4. Case 2: WIPRO Why did WIPRO decide to use TPS principles? Can this lead to competitive advantage? Is this approach transferable to other software /IT service companies? @Tyagi

5. Case 3: Virginia Mason Medical How does TPS fit into Gary Kaplan�s strategy at Virginia Mason? What is your view of the �people are not cars� debate? Is Kaplan�s approach transferable to hospitals in Canada? Provide rationale. @Tyagi

6. TPS History @Tyagi

7. TPS History @Tyagi

8. THE KEY : IT ALL COMES FROM NEEDS !!! After the second world war and the Japan situation: A German produces 3 times more than a Japanese. An American produces 3 times more than a German. So, an American produces 9 times more than a Japanese !!! Toyota s�est alors donn�e 3 ans pour rejoindre les Am�ricains. Autrement, c��tait la mort de l�industrie automobile au Japon. � Nous devons avoir trop de pertes. Dix Am�ricains font le travail de 100 Japonais !!! � Le Syst�me est n� du besoin de survie de Toyota. TPS History @Tyagi

9. THE KEY : IT ALL COMES FROM NEEDS !!! 1) How can we be more competitive and producing less cars with a larger number of models compare to Americans? Toyota started to see manufacturing differently than the standard mass production : manage production from customer requirements or from the end of the production line. The goal is to minimize inventories and produce only what is needed. It�s also the beginning of the vision of first time quality operations, man � machine separation and quality control organized within the process. TPS History @Tyagi

10. TPS History @Tyagi

11. TPS History @Tyagi

12. THE KEY : IT ALL COMES FROM NEEDS !!! 2) Can we reduce even more inventories and quality problems by minimizing manufacturing steps and produce one piece at the time? TPS History @Tyagi

13. TPS History THE KEY : IT ALL COMES FROM NEEDS !!! 2) Can we reduce even more inventories and quality problems by minimizing manufacturing steps and produce one piece at the time? @Tyagi

14. THE KEY : IT ALL COMES FROM NEEDS !!! 3) Japan had serious manpower problems. How can I train a new employee on its workpost and have this person operational as quickly as possible? This started the integration of visual control on workpost including those tools : Workpost organisation : 5S Standardized and visual work instructions. Visual indicators to judge quickly the process performance and abnormal situations TPS History @Tyagi

15. THE KEY : IT ALL COMES FROM NEEDS !!! 4) How can we produce with even lower inventory according to models and the customer requests (Supermarket principal) To reduce production lots, set-up times must be shorter and shorter to minimize production production losses. TPS History @Tyagi

16. Basic items of a manufacturing process: Workpost organisation (5S) Standardized working method Equipement operation Manufacturing steps Time study Product validation (Quality) Workpost indicators Standardized set-up change (SMED) Continuous improvement starts by having in place those items. Next step is to �go and see� the process to understand how it performs, find losses and improve continuously. TPS History @Tyagi

17. Basic items of an office process Standardized process Standardized methods Inputs Outputs Work instructions Forms Performance indicators Continuous improvement starts by having in place those items. Next step is to �go and see� the process to understand how it performs, find losses and improve continuously. TPS History @Tyagi

18. @Tyagi

19. @Tyagi

20. @Tyagi

21. @Tyagi

22. @Tyagi

23. @Tyagi

24. @Tyagi

25. @Tyagi

26. @Tyagi

27. @Tyagi

28. @Tyagi

29. @Tyagi

30. @Tyagi

31. @Tyagi