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Overview of Toyota Production System (TPS)

The Toyota Production System (TPS) was established in 1970 by Taiichi Ohno based on the principles of just-in-time production, continuous improvement, autonomation, and respect for people. TPS focuses on eliminating waste and defects through standardized processes, visual management, and a culture of continuous incremental improvement involving all employees. The goals of TPS are to design out overproduction and defects, ensure flexibility, and reduce inventory costs through JIT delivery and kanban signals.

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Iskandar
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544 views12 pages

Overview of Toyota Production System (TPS)

The Toyota Production System (TPS) was established in 1970 by Taiichi Ohno based on the principles of just-in-time production, continuous improvement, autonomation, and respect for people. TPS focuses on eliminating waste and defects through standardized processes, visual management, and a culture of continuous incremental improvement involving all employees. The goals of TPS are to design out overproduction and defects, ensure flexibility, and reduce inventory costs through JIT delivery and kanban signals.

Uploaded by

Iskandar
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Toyota Production System

by : Iskandar Syahril Ibrahim Sukri (P50078)


Toyota Motor Co. Ltd was established by Kiichiro Toyoda in 1937 as a
spin-off from Toyoda Automatic Loom Works
Toyota launched its first passenger
car in 1947

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FOUNDER OF TPS
'Toyota Production System’ was established in 1970 by Taiichi Ohno. B
ased on the principles of JIDOKA, JUST-IN-TIME and KAIZEN, REDUCT
ION OF INVENTORIES and DEFECTS in the plants of Toyota and its sup
pliers

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•Design out overburden(muri), inconsistency(mura) & eliminate waste(muda)
• Process of production is as flexible as possible
• Follows 5 s approach- sieri(sort), seiton(set in order), seiso(shine), seiketsu (stan
dardize), shitsuke(sustain)
• Participation of all employees in the work process
• Elimination of imperfection or problem so as to reduce inventory
• Systems thinking- tools & techniques are highly interdependent

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Another thing to consider: Most improvement methodologies concentra
te on reducing labor hours. Unfortunately, touch labor is generally a ve
ry small percentage of the total cost of most modern products.
There is, however, another way to look at this: If you push the process
down through all your suppliers, the only factors that are not people’s “
labor” are the ore in the ground, oxygen in the air, water in the streams
, and sources of energy. So the total people costs usually are a large p
ercentage of the final cost. And even though touch labor in assembly i
s not a great cost driver, it is often a significant time driver, which (as a
component of OODA loops) may have a greater impact on competitiven
ess than just cost.
-Autonomous automation for 100% zero defect production

JIDOKA = AUTONOMATION = AUTOMATION WITH HUMAN INTELLIGENC


E

4 Principles of Autonomation
1. Detect the abnormality.
2. Stop.
3. Fix or correct the immediate condition.
4. Investigate the root cause and install a countermeasure.
___________________
JIT- philosophy of continuous improvement that puts emphasis on prev
ention rather than correction, and demands a company wide focus on
quality.
JIT- operational management approach to world class manufacturing.
JIT- production is based on demand
Just in Time is delivery of the needed amount at the right time:
•buffer free
•store free
•kanban
•involvement of the supplier in the kanban
• system 8
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Advantages of going TPS:
Companies that pursue and emulate TPS best practices have seen muc
h success as a result of this highly effective manufacturing philosophy.
Some of the benefits include:
•Identify and enhance customer perceived value
•Decrease waste and cost in the manufacturing process
•Improve product quality and on-time delivery
•Develop a competitive world class manufacturing operation

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