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Steps: 5S Andon Bottleneck Analysis

The document discusses the origins and key concepts of the Toyota Production System (TPS) and Lean manufacturing. It notes that TPS was developed by Toyota starting in 1937 and focuses on eliminating waste, leveling workload, and using pull systems and continuous improvement. The document also lists 25 Lean tools and the 14 principles of the Toyota Way production philosophy. It emphasizes that while TPS was very successful for Toyota, it must be adapted to each individual company's unique culture and needs.

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Mayur Pangrekar
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83 views3 pages

Steps: 5S Andon Bottleneck Analysis

The document discusses the origins and key concepts of the Toyota Production System (TPS) and Lean manufacturing. It notes that TPS was developed by Toyota starting in 1937 and focuses on eliminating waste, leveling workload, and using pull systems and continuous improvement. The document also lists 25 Lean tools and the 14 principles of the Toyota Way production philosophy. It emphasizes that while TPS was very successful for Toyota, it must be adapted to each individual company's unique culture and needs.

Uploaded by

Mayur Pangrekar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

The phrase Just-in-Time was coined by Kiichiro Toyota in 1937 after the start of Toyota

Motor Corporation.

Muda (non-value activities - waste), Mura (unevenness) and Muri (Overburden).

Steps

1. Strategy deployment
2. VSM
3. Workplace organization
4. Process flow design of workplace
5. Quick changeovers
6. Implement pull system - kanban
7. Balancing workload work scheduling, work content
8. Standardized work document best practices and making them available
9. Continuous improvement - kaizen
10. Lean supply chain move focus to external suppliers and customers

TPS can be implemented by Toyota only because it is designed for Toyota. Your company
culture, variables, customers are different. Toyota uses 90 different tools.

Toyota is Japans 1st car maker.

Toyota, attained holistic integration of technology with people, organization, product, and
strategy.

25 lean tools

5S

Andon

Bottleneck Analysis
Continuous Flow

Gemba (The Real Place)

Heijunka (Level Scheduling)

Hoshin Kanri (Policy Deployment)

Jidoka (Autonomation)

Just-In-Time (JIT)

Kaizen (Continuous Improvement)

Kanban (Pull System)

KPIs (Key Performance Indicators)

Muda (Waste)

Overall Equipment Effectiveness (OEE)

PDCA (Plan, Do, Check, Act)

Poka-Yoke (Error Proofing)

Root Cause Analysis

Single-Minute Exchange of Dies (SMED)

Six Big Losses

SMART Goals

Standardized Work

Takt Time

Total Productive Maintenance (TPM)

Value Stream Mapping

Visual Factory
What are the 14 principles of The Toyota Way?

14 Principles of The Toyota Way

Principle #1 Base your management decisions on a long-term philosophy, even at the


expense of short-term financial goals.

Principle #2 Create a continuous process flow to bring problems to the surface.

Principle #3 Use pull systems to avoid overproduction.

Principle #4 Level out the workload (work like the tortoise, not the hare).

Principle #5 Build a culture of stopping to fix problems, to get quality right the first time.

Principle #6 Standardized tasks and processes are the foundation for continuous
improvement and employee empowerment.

Principle #7 Use visual controls so no problems are hidden.

Principle #8 Use only reliable, thoroughly tested technology that serves your people and
process.

Principle #9 Grow leaders who thoroughly understand the work, live the philosophy, and
teach it to others.

Principle #10 Develop exceptional people and teams who follow your companys
philosophy.

Principle #11 Respect your extended network of partners and suppliers by challenging
them and helping them improve.

Principle #12 Go and see for yourself to thoroughly understand the situation.

Principle #13 Make decisions slowly by consensus, thoroughly considering all options;
implement decisions rapidly.

Principle #14 Become a learning organization through relentless reflection and continuous
improvement.

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