Toyota production system

Toyota production system
Toyota production system

Why is accomplished miracles for some and the others?!

Mr. Jason Burkett - a teacher of accounting program at

the University of South Florida

(Summary of article two professors Spears and Bowen,

of Harvard University)

Our belief that the administration does not only triangle

with all sides of the culture, practices and theories, we

highlight in this section on Japanese management in a practical way facts were presented to the reader and

opens a window starting in the learning and research,

discussion and reasoning.

Article in this issue a view of the production system to

the auto giant Toyota. In the next articles more such

appearances on other aspects of God willing.

Despite attempts by many companies in the past and present, to achieve an exact copy of the success of the Toyota production system, production system in their

work places, the rare few of them - or perhaps no one

has ever - been able to achieve this.

Probably because a large part of the failure of others to

achieve success Toyota is difficult to understand that the

tools used by Toyota in its system but is the system

itself. The more confusion when these companies find

themselves own crippling capacity of Toyota in the

university between maximum flexibility and stability.

A question of principles governing the operations of

Toyota and was able to achieve growth and

improvement of dynamic and encourages them - three

rules of design, and fourth base for improvement - has

created a Toyota place of business of each of the

scientists "scientists" using the scientific method to

evaluate the operations processes, and to chart plans

for improvement. The four fundamental rules of design

and optimization are driving tests carried out to improve

the processes that proved their inability to meet

expectations.

The first rule: All work items clearly defined in the

content, sequence, timing, and proceeds

Carry out all operations in the order itself, the tools

themselves, according to the specifications of

one. This is the exact matching peak in the

assessment of the quality of Toyota.

Factor in the Toyota there is a specific period of time to

accomplish each task part after part. Even the ground

in each work area is divided Ktksam ruler, the worker

could not complete a task parts before reaching the next

point on the floor was a manager or supervisor can

determine exactly where the problem happened.

Since there is a specific measure for each task to its

success, it can test this important hypothesis and the

hypothesis takes the scientific method scientific method

course. In the case of inability to meet a specific standard, we in front of one of two possibilities: either

that the person who performs the task lacks the necessary capacity, or to perform the steps as the

decree is not enough in fact to achieve the expected

outcome. As proof of the failure of hypothesis testing,

we need either to raise the capacity factor of more

training, either to re-design task.

In the performance of their duties, staff follows the

precise sequence of steps defined.This accuracy in the

parameters and boundaries enable people to observe deviations and processed immediately, and encourages

ongoing learning and development.

The second rule: Every relationship between the

workers should be standardized, direct, clear and bright

When the worker to request the needs of the Toyota,

there is a specific method for the formulation of the

application and submit it, and there is a particular person

to meet particular needs. To achieve this using the

Toyota system of "kanban," which is the card for certain

information required for part numbers, quantity required,

and the factor that will be used.

In many companies the other there is no particular

person specifically to meet the needs and deal with the

demands and see the work based on that first person is

available he should do what is needed, and since there

are no specific responsibility, we often see request

needs gets lost in a queue waiting for "any one" to

satisfy.

Toyota also recognizes the need for workers to use the

other one. In other companies are often an unwritten

policy stipulates that employees try Halz problems

themselves before looking for help. But Toyota

expects its staff request for aid immediately.

After this immediate demand, the specific components

of aid should respond immediately as well as the

stability of the response within a specified period

reduces volatility. If not possible to provide aid in time,

this reveals the fault hypothesis and shows the subject

in the system needs to be improved.

Every worker knows precisely who will provide the

needs of both him and how. All staff know the

conditions that should then seek help immediately.

The third rule: each product and service flows in a

specific path directly:

In the Toyota production lines there are no distortions of

the turbidity flow processes.When requesting more

operational materials, this demand will not be

transmitted to the first person available, but was greeted

by a particular person before. Because of this system,

each time asking for help, materials or not is a test of the

hypothesis that requested is available. Although not

available for any reason, the system detects the need

for evaluation and improvement, and goes on to

achieve.

Does not flow of products and services waiting for the

next available person or to the next available station

operating, but specifically directed to a particular person

or workstation waiting.

The fourth principle: all improvements must be

implemented according to the scientific method:

The rules mentioned do not learn to Toyota employees

received when engaged on work in the company, but

"they discover" themselves through "problem solving"

guided by their supervisors. Supervisors ask questions

that make the worker assesses the work of this critical

assessment Mmahsa. For example: "How do you

know that you are standing in this work is true?" "What

will you do in case you encounter this problem or that?"

And because the workers knew from the outset how

they work and the processes used, the Toyota

encourages and calls for the generation and provide

ideas for improvement by the workers on production

lines and accompany it with the help and care

managers. Even changes in the upper levels are in

this way, we think development teams composed of

members of the owners of direct contact with the

methods and procedures that are meant to change.

Any improvement into the processes, or the means to

deal with the operators of machinery, or the path of the

flow of products and services must be in accordance

with the scientific method, and under the supervisors,

and in the lowest organizational level possible.

Toyota full image:

When you enter changes to the operations of Toyota, or

any company trying to apply Toyota's system, the new

standards should be designed to test the new

procedures.After that the action failed to meet the

standard, it repeats designed and tested to reach that

Toyota and repositioning of "optimal."

The absorption of the idea of ​​"perfect ideal" demand is

very important to understand how Toyota can continue

and escalate to their success. The figure was "the

ideal or model" of the Toyota should be free of defects,

produced according to specific criteria, and submitted

immediately upon request, without waste of resources,

and manufactured in a safe environment.

Factory "Toyota" model will be located right where it was

possible for a customer driving his Toyota to the loading

platform, and requests a service or a product obtained

by the ad hoc and immediately the lowest price possible

and without any defects.

Any failure to meet these demands, it is the subject of

improving the intake system on the spot of Toyota.

(Meaning "Toyota" in the modus operandi of the

previous statement is not Toyota and Toyota and by.

Note how dear reader, that the company espoused for

continuous improvement has become a note of the

name given to the improvement).

The substantive rules governing the operations is what

allows for Toyota to make the improvements and

continue at the same time running their production lines.

And responsibility for the changes and improvements to

be paid from the higher levels to the lowest possible

level.

Accordingly, the Toyota in the final integrated image can

not be that you need to stop the nuisance or production

lines in order to make changes because the small

improvements, which shall be entered consistently in the

lowest possible level.

This systemic structure of overlapping nested modular

structure to introduce changes to one of the parts or

sectors and to ensure that affected other sectors in the

system.

Improvement an essential part of a permanent system of

work activity and not be called an emergency when

necessary.

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