Toyota Production System
MethodologyInteresting read today about the Toyota Production System. It has enabled Toyota to take over the number 2 spot in the in the automobile world, right behind GM. The details of how this system works is too much for this blog but it is worth of recognizing some key points.
- When a problem is found stop and correct it. Take the beating now and reap the benefits of a problem free system.
- Do not skip for the short term award, keep to the long term goal.
- Eliminate waste whenever possible. ( I take this as watching the users and eliminate as many key strokes, clicks as possible, make it fast for them to use)
There are several good articles about this but one of the best overall descriptions of the process is once again wikipedia.
Anyway I created a word doc with some of the basic principles of TPS and placed it in my office to remind me there is always improvements to anything that is done.
Eliminate these 7 things
- Over-production
- Motion (of operator or machine)
- Waiting (of operator or machine)
- Conveyance
- Processing Itself
- Inventory (raw material)
- Correction (rework & scrap)
Philosophy of TPS
- Base your management decisions on a long-term philosophy, even at the expense of short-term goals
- Create continuous process flow to bring problems to surface
- Use “pull” systems to avoid overproduction
- Level out the workload
- Build a culture of stopping to fix problems, to get quality right the first time
- Standardized tasks are the foundation for continuous improvement and employee empowerment
- Use visual control so no problems are hidden
- Use only reliable, thoroughly tested technology that serves your people and processes
- Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others
- Develop exceptional people and teams who follow your company’s philosophy
- Respect your extended network of partners and suppliers by challenging them and helping them improve
- Go and see for yourself to thoroughly understand the situation (genchi genbutsu)
- Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
- Become a learning organization through relentless reflection and continuous improvement
Long-Term Philosophy
Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.
The Right Process Will Produce the Right Results
- Create continuous process flow to bring problems to the surface
- Use the "pull" system to avoid overproduction
- Level out the workload (heijunka). (Work like the tortoise, not the hare.)
- Build a culture of stopping to fix problems, to get quality right the first time
- Standardized tasks are the foundation for continuous improvement and employee empowerment
- Use visual control so no problems are hidden
- Use only reliable, thoroughly tested technology that serves your people and processes.
Add Value to the Organization by Developing Your People and Partners
- Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
- Develop exceptional people and teams who follow your company's philosophy
- Respect your extended network of partners and suppliers by challenging them and helping them improve.
Continuously Solving Root Problems Drives Organizational Learning
- Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu
- Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly
- Become a learning organizatoin through relentless reflectoin (hansei) and continuous improvement (Kaizen)
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