PRESENTED BY:
PRIYANKA
LAWATE
QUALITY POLICY
"We will strive to meet customer's
expectations by providing world-
class products and services
through total employee
commitment and continuous
improvement
BASIC CONCEPT OF
QUALITY ASSURANCE
Toyota purchases components from as many
as two hundred suppliers it is very difficult to
conduct detailed acceptance inspection.
Therefore, in order to secure quality of the
components it relies on the manufacturing
and assembling process of these components
for excellent process capability.
Toyota’s approach to
quality
Toyota has achieved a reputation for the
production of very high quality vehicles in all
countries around the world. This has been
achieved by an approach to quality control and
quality assurance.
Customer satisfaction is at the heart of all Toyota
activities.
In order to satisfy customer needs Toyota includes
all Members in quality control activities
Toyota quality relies on the flexibility and
teamwork of its Members. Careful selection and
continuous structured training has resulted in a
workforce which is multi-skilled, flexible and highly
motivated; committed to maintaining and
improving the Company performance.
Kaizen see
How Toyota motors
implemented TQM?
TQM comprises four process steps
Focuses on Continuous Process Improvement, to
make processes visible, repeatable and
measureable
Focuses on intangible effects on processes and
ways to optimize and reduce their effects
Examining the way the user applies the product
leads to improvement in the product itself
Broadens management concern beyond the
immediate product
TQM requires that the company maintain this quality
standard in all aspects of its business.
This requires ensuring that things are done right the
first time and that defects and waste are
eliminated from operations.
14 Toyota-Way
Principles
Section I – Long-term philosophy
Principle1: Base your management decisions on a
long-term philosophy, even at the expense of short-
term financial goals.
Section II – The Right processes will produce the right
results
Principle 2: Create continuous process flow to bring
problem to the surface.
Principle 3: Use “pull” system to avoid overproduction.
Principle 4: Level out the workload (heijunka). (work
like a tortoise not the hare.)
Principle 5: Build the culture of stopping to fix
problems to get quality right the first time.
Principle 6: Standardize tasks are the foundation for
continuous improvement and employee
empowerment.
Principle 7: Use visual control so no problems are
hidden.
Principle 8: Use only reliable, thoroughly tested
technology that serves your people and processes.
Section III – Add value to the organization by
developing your people and partners
Principle 9: Grow leaders who thoroughly
understand the work, live the philosophy, and teach
it to ot
Principle 10: Develop exceptional people and teams
who follow your company’s philosophy.
Principle 11: Respect your extended network of
partners and suppliers by challenging them and
helping them improve.
Section IV –
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.
Principle14: Become a learning organization
through relentless reflection and continuous
improvement (kaizen).
“Flow where you
can, pull where you
must”
Toyota Production
System
The Toyota Production System is a
paradox.
On the one hand, every activity,
connection, and production flow in a
Toyota factory is rigidly scripted.
Yet at the same time, Toyota's operations
are enormously flexible and responsive to
customer demand.
Toyota Production
System
Just-in- time production –
It was thought out to convert this ideal state
into practical one everywhere, between each
operation, each process, each line and each
shop.
Jidoka-
It means that whenever an abnormal or
defective condition arises, machines,
equipment or general conveyor lines can be
supported by the judgment of these
machines, equipment and line workers
themselves
Toyoda, founder of the Toyota group of
companies, invented the concept of Jidoka in the
early 20th Century by incorporating a device on
his automatic looms that would stop the loom from
operation whenever a thread broke.
4 principles that show how
Toyota sets up all its operations
as experiments
first
rule governs the way workers do their
work
The second, the way they interact with
one another
The third governs how production lines
are constructed
And the last, how people learn to improve
Just-in-time
Just-in-time (JIT) is an inventory strategy that
strives to improve a business's
return on investment by reducing in-process
inventory and associated carrying costs.
JIT can dramatically improve a manufacturing
organization's return on investment, quality, and
efficiency.
JIT reduces inventory in a firm.
However, a firm may simply be outsourcing their
input inventory to suppliers, if those suppliers don't
use JIT
JITimplicitly assumes that input parts quality
remains constant over time. If not, firms may
benefit from hoarding high quality inputs.
JIT implicitly assumes a level of input price
stability that obviates the need to buy parts in
advance of price rises.
Where input prices are expected to rise, storing
inventory may be desirable.
Just-in-time
Toyota Motor Corporation of Japan adopted and
publicized JIT as part of its
Toyota Production System (TPS).
JIT is now regarded as one of the two 'pillars' of the
Toyota Production System.
Definition of KANBAN
It allows to schedule production and manage inventories
more effectively. In the kanban system, cards or tickets are
attached to batches, racks, or pallet loads of parts in the
manufacturing process.
When a batch is depleted in the assembly process, its
kanban is returned to the manufacturing department and
another batch is replaced immediately.
Since the total number of parts or batches in the system is
held constant, the coordination, scheduling, and control of
the inventory is greatly simplified.
Major reason for
introducing Kanban
system
“To produce exactly what the customer
wants and when he wants it, at a fair price
and with minimum wastage.”
Kanban System adopted
by Toyota
Thissystem connects a supplier as a
production process with each of Toyota’s
plans and realizes to minimize the work in
process inventories, which every process in a
shop used to keep in considerable volume
formally.
The production process
consist of the following
steps:
1) Die Preparation 2) Die Casting
3) Fin Removal 4) Machining
5) Washing 6) Stock Store
7) Assembly Line 8) Goods store
