Business Processes

 

Lean Production

Lean Manufacturing Doing More With Less

7 Principles of Toyota Production System (TPS)

 

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Vadim Kotelnikov

By: Vadim Kotelnikov

Inventor and Founder

Ten3 Business e-Coach

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See the Big Picture first

Kaizen Mindset

Kaizen Culture: 8 Key Elements

Areas Targeted by TQM in Japan

   

Just-in-Time (JIT) Seven Wastes Case Studies Lean Manufacturing Toyota Production System (case study) Continuous Improvement Firm (CIF) Suggestion System Ten3 Business e-Coach at 1000ventures.com Ten3 Business e-Coach at 1000ventures.com Toyota Production System (TPS) 5S Toyta Production System (case study)

 
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Toyota Production System (TPS)

The Toyota Way: 14 Principles

Toyota's 10 Management Principles

13 Tips for Transitioning Your Company To a Lean Enterprise

Kaizen

Kaizen Mindset

Quick and Easy Kaizen

Kaizen vs Kaikaku and 10 Kaikaku Commandments

Lean Production

5 Elements of Enabling a Lean Approach

10 Commandments of Improvement

5S

Just-in-Time (JIT)

TPS-Lean Six Sigma

Glossary Kaizen & Lean Production

Case Studies

Canon Production System (CPS)

Gold Seal Engineering Ltd. (India)

Three Small- and Medium-sized Firms (USA)

Business Processes

Cross-functional Management (CFM)

Continuous Improvement Firm (CIF)

Efficiency Improvement

9 Waste Categories and 6 Guidelines of the Canon's Suggestion System

Five Ss at Canon

Suggestion Systems

Japanese-style Suggestion System

Fun4Biz Suggestion System

Total Quality Management (TQM)

Kaizen and TQM

Deming's 14 Point Plan for Total Quality Management (TQM)

Value Chain Management

Supply Chain Management

Cultural Intelligence

Competitive Advantage: USA vs. Japan

  1. Reduced Setup Times: All setup practices are wasteful because they add no value and they tie up labor and equipment. By organizing procedures,  using carts, and training workers to do their own setups, Toyota managed to slash setup times from months to hours and sometimes even minutes.

  2. Small-Lot Production: Producing things in large batches results in huge setup costs, high capital cost of high-speed dedicated machinery, larger inventories, extended lead times, and  larger defect costs. Because Toyota has found the way to make setups short and inexpensive, it became possible for them to economically produce a variety of things in small quantities.

     

  3. Employee Involvement and Empowerment: Toyota organized their workers by forming team and gave them the responsibility and training to do many specialized tasks. Teams are also given responsibility for housekeeping and minor equipment repair. Each team has a leader who also works as one of them on the line.

  4. Quality at the Source: To eliminate product defects, they must be discovered and corrected as soon as possible.  Since workers are at the best position to discover a defect and to immediately fix it, they are assigned this responsibility. If a defect cannot be readily fixed, any worker can halt the entire line by pulling a cord (called Jidoka).

  5. Equipment Maintenance: Toyota operators are assigned primary responsibility for basic maintenance since they are in the best position to defect signs of malfunctions. Maintenance specialists diagnose and fix only complex problems, improve the performance of equipment, and train workers in maintenance.

  6. Pull Production: To reduce inventory holding costs and lead times, Toyota developed the pull production method wherein the quantity of work performed at each stage of the process is dictated solely by demand for materials from the immediate next stage. The Kamban scheme coordinates the flow of small containers of materials between stages. This is where the term Just-in-Time (JIT) originated.

  7. Supplier Involvement: Toyota treats its suppliers as partners, as integral elements of Toyota Production System (TPS). Suppliers are trained in ways to reduce setup times, inventories, defects, machine breakdowns etc., and take responsibility to deliver their best possible parts.

3 Strategies of Market Leaders

The Toyota Way: 14 Principles

The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively... More

Kaizen Strategy: 7 Conditions for Successful Implementation