Presentation1.pptx tps

8/14/2019 Presentation1.pptx tps

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INTRODUCTION

An integrated socio-technical system

Comprises philosophy and practices.

The TPS organizes manufacturing and logistics for

the automobile manufacturer

The system is a major precursor of the more generic

Lean manufacturing(elimination of wastes)

TPS specifically and collectively calls seven wastes

Muda


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HISTORY

Created by - Sakichi Toyoda; his son, KiichiroToyoda; & a production engineer by the name ofTaiichi Ohno.

Set up an automobile-manufacturing operation in the

1930s

Kiichiro studied Henry Ford's system

Thus was determined to adapt this system to the small

production volumes of the Japanese market.

In his system, each process produced only the kindsand quantities of items that the next process in thesequence needed and only when it needed them.


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TPS TERMS

Just In Time (JIT).

Jidoka (Autonomation)

Kaizen (Continuous Improvement)

Andon

Pokayoke

Muda


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TPS CONCEPTS


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7 PRINCIPLES OF TPS

Reduce setup times :Employees at Toyota were made responsible for their own setupsthus reducing the wastefulness of this process that ultimately addsto value to the customer and takes up valuable in process labortime and equipment.

Small-lot production :The process of economically producing a variety of things in smallquantities rather than producing things in large batches.

Employee involvement and empowerment :

Employee are divided into teams and even those in supervisorypositions work along side other employees on the production lineas part of the team.


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Quality at the source :

Product defects are identified and corrected as soon as they

occur or at the source.

Equipment maintenance :

Operators of the equipment are also assigned to take care oftheir maintenance since these should be the individuals whoknow the equipment best.

Pull production :

The work performed at each stage of the process is dictatedsolely by demand for materials from the immediate next stage(also known as "Just in Time").

Supplier involvement :

Suppliers are treated as partners and are also trained in the TPSmethods.


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5 S APPROACH

Seiri(sort) - keep only what is absolutely necessary, get rid of

things that you don't need

Seiton(set in order) - create a location for everything,

Seiso(shine) - clean everything and keep it clean

Seiketsu (standardize)- implement Seiri, Seiton and Seiso plantwide

Shitsuke(sustain) - assure that everyone continues to follow therules of 5s


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TPS- LEAN 6 SIGMA

TPS-Lean Six Sigma, the first holistic program that addresses notonly the business needs, but the human needs as well

The four fundamental elements of TPS-Lean Six Sigma Cycle:

Formulating- This phase involves the formulation of theOrganizational, Project, and Personal Balanced Scorecard.

Deploying- All stakeholders participate in the business strategy bycommunicating and cascading the corporate scorecard to thescorecards of other business units and teams, and finally linking theteam scorecard to the individual performance .

Improving- This means continuously improving both the business

system processes, and the talent. The focus here is on correctingmistakes, improving existing capabilities.

Developing and Learning-The emphasis is on job-related talentmanagement, business process learning, and to manage and use thetalents within the organization effectively.


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"Under a 'push' system, there is little opportunity for workers togain wisdom because they just produce according to theinstructions they are given.

In pull system, workers are asked to use their heads about whatneeds to be made and how quickly it needs to be made

T actually stands for "Thinking" as well as for "Toyota."

PULL SYSTEM TO AVOIDOVERPRODUCTION


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KANBAN SYSTEM

At Toyota, empty bin (a kanban) is send upstream after a demandinstance.

It is a signal to refill it with a specific number of parts or sendback a card with detailed information about the part location.

Instead of using sophisticated computer scheduling techniques,this is a simple, effective and visual system of managing andensuring the product flow and JIT production system.

Toyota philosophy about kanban: Kanban is an organizedsystem of inventory and as per TPS, inventory is waste, whether

it is in pull system or push system. So kanban is something youstrive to get rid of.

Toyota uses kanban to force process improvements.


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ANDON SYSTEM

When the equipment shuts down because of a quality problem,flags or light, usually with accompanying music, signal thathelp is needed to solve the problem.

This signaling system is called the andon system at Toyota also

called as fixed-position line system.

When a workstation in the assembly line signals a problem, theproduction line is not stopped immediately.

The manufacturing team has until the product moves to the next

workstation to respond and address the problem, before theandon turns red and stops the assembly line.


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If the problem is small enough that can be solved in the lead-time between two workstation, 100% quality is achievedwithout stopping the line.

If the problem is complex, the team leader can conclude that theline should stop.

In TPS, the workstation detects the defects by usingcountermeasures and error-proofing (poka-yoke).

Applications of andon system to service organizations like call-center are obvious!

Andon system


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HOW CAN TPS HELP ANORGANIZATION

Identify and enhance customer perceived value

Decrease waste and cost in the manufacturing process

Improve product quality and on-time delivery

Develop a competitive world class manufacturing operation


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CONCLUSION

In Ohnos teaching, TPS can be related to a tale of theslower but consistent tortoise causes less waste and ismuch more desirable than the speedy hare that racesahead and then stops occasionally to doze


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AKSHAY KASBEKAR (283085)KHUSHBU MAGIYA (283089)

SHOBNA PATEL (283100)

LOVE TANNA (283115)

THANK YOU

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