Always go with what’s easy and familiar to your workers. Visual cues like cards and sign in the factories are the easiest ways for people to read signals. Standard worksheets leave little room for defects and are a perfect guide for a person right there in the production line. It should show up even in customer relations and company meetings. The lean processes of Toyota Production System shouldn’t be contained to the production line. Don’t think of the clients who turn away as lost business, it’s simply good practice not to overtax your machines and your people. If there is a great demand, your customers simply have to wait. You have to maintain a pace that does not over exert the company. Heijunka.Ĭonsistency is more important than meeting demands. Eliminating wastage and excess stock keeps their capital huge and their profits clean. Use pull and avoid overproduction.Īgain, we love how they want to achieve that balance between what’s actually selling and what they’re making. Although a single issue can shut a whole process down, it’s easier to identify and address. This means that from the moment the part leaves the inventory to the point of sale, there should be little to no delay. Making money is actually a short term goal, look to generate value for years down the road. Even if your immediate future might suffer, you’ll have better chances of surviving and growing as a company if you look decades into the future. So what are the principles of the Toyota Production System? Before you try to apply it to your firm, take a look at them:Īlways go for the long-term instead of short-term. Highly-trained people, on the other hand, can handle problems more flexibly and are sharp as swords. Automation is cheaper but more expensive to fix and tweak. Know when to start the process with manpower. Again, it’s all about the blade’s balance. If you have overproduction, that stock goes to waste anyway and you lose more money. Don’t max out the workforce.įaster doesn’t necessarily mean more revenues. Eliminating sub-contractors and waste is a crucial part of Toyota Production System. ![]() Build up inventory.įinding that balance wherein your stock is just right for how many units are actually selling is key. Preventing breakdown and problems in exchange for delays is better than fixing machines or replacing them entirely. Taiichi Ohno, who founded the Toyota Production System, likes to be humble and say this is all he had to do to implement such a system: Just like a Japanese craftsman of old, they’ve honed their company culture to a sword’s edge, and done so with serenity and sublime patience. It’s not enough to call it lean or Six Sigma in itself. ![]() We like to call the processes that have made up Toyota’s magnificent company culture and seamless manufacturing processes as Toyota Production System. Toyota Production System (TPS) : 14 Solid Principles Toyota Six Sigma
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |