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{{Short description|System developed by Toyota}}
The '''Toyota Production System''' ('''TPS''') is an integrated [[socio-technical system]], developed by [[Toyota]], that comprises its management philosophy and practices. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "[[lean manufacturing]]". [[Taiichi Ohno]] and [[Eiji Toyoda]], Japanese industrial engineers, developed the system between 1948 and 1975.<ref>Strategos-International. [http://www.strategosinc.com/toyota_production.htm To'''yota Production System and Lean Manufacturing].</ref>
The '''Toyota Production System''' ('''TPS''') is an integrated [[socio-technical system]], developed by [[Toyota]], that comprises its management philosophy and practices. The TPS is a [[management system]]<ref>{{Cite book|last=Ohno|first=Taiichi|title=Toyota Production System|publisher=Productivity Press|year=1988|isbn=0-915299-14-3|location=New York, NY|pages=XV}}</ref> that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "[[lean manufacturing]]". [[Taiichi Ohno]] and [[Eiji Toyoda]], Japanese industrial engineers, developed the system between 1948 and 1975.<ref>{{cite web |website=Strategos-International |url=http://www.strategosinc.com/toyota_production.htm |title=Toyota Production System and Lean Manufacturing |access-date=2008-03-25 |archive-date=2017-05-08 |archive-url=https://web.archive.org/web/20170508045506/http://www.strategosinc.com/toyota_production.htm |url-status=live }}</ref>


Originally called "[[Just-in-time_manufacturing|just-in-time production]]", it builds on the approach created by the founder of Toyota, [[Sakichi Toyoda]], his son [[Kiichiro Toyoda]], and the engineer [[Taiichi Ohno]]. The principles underlying the TPS are embodied in [[The Toyota Way]].
Originally called "[[Just-in-time manufacturing|just-in-time production]]", it builds on the approach created by the founder of Toyota, [[Sakichi Toyoda]], his son [[Kiichiro Toyoda]], and the engineer [[Taiichi Ohno]]. The principles underlying the TPS are embodied in [[The Toyota Way]].<ref>{{Cite journal |last=Marksberry |first=Phillip |date=2011-01-01 |title=The Toyota Way – a quantitative approach |url=https://doi.org/10.1108/20401461111135028 |journal=International Journal of Lean Six Sigma |volume=2 |issue=2 |pages=132–150 |doi=10.1108/20401461111135028 |issn=2040-4166}}</ref>


==Goals==
==Goals==
The main objectives of the TPS are to design out overburden ([[Muri (Japanese term)|muri]]) and inconsistency ([[Mura (Japanese term)|mura]]), and to eliminate waste ([[Muda (Japanese term)|muda]]). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are eight kinds of muda that are addressed in the TPS:<ref name="Ohno1998">{{Citation
The main objectives of the TPS are to design out overburden ([[Muri (Japanese term)|muri]]) and inconsistency ([[Mura (Japanese term)|mura]]), and to eliminate waste ([[Muda (Japanese term)|muda]]). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are eight kinds of muda that are addressed in the TPS:<ref name="Ohno1998">{{Cite book
| last = Ohno | first = Taiichi
| last = Ohno | first = Taiichi
|date=March 1998
|date=March 1998
Line 13: Line 14:
# Waste of overproduction (largest waste)
# Waste of overproduction (largest waste)
# Waste of time on hand (waiting)
# Waste of time on hand (waiting)
# Waste of transportation
# Waste of transportation
# Waste of processing itself
# Waste of processing itself
# Waste of stock at hand
# Waste of excess inventory
# Waste of movement
# Waste of movement
# Waste of making defective products
# Waste of making defective products
# Waste of underutilized workers
# Waste of underutilized workers

The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or over-run reduction which drives out waste without specific focus on its reduction.


==Concept==
==Concept==
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==Origins==
==Origins==
This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. Toyota has long been recognized as a leader in the automotive manufacturing and production industry.<ref>Brian Bremner, B. and C. Dawson (November 17, 2003). [https://www.bloomberg.com/bw/stories/2003-11-16/can-anything-stop-toyota "Can Anything Stop Toyota?: An inside look at how it's reinventing the auto industry"]. ''Business Week.''</ref>
Toyota has long been recognized as a leader in the automotive manufacturing and production industry.<ref>Brian Bremner, B. and C. Dawson (November 17, 2003). [https://www.bloomberg.com/bw/stories/2003-11-16/can-anything-stop-toyota "Can Anything Stop Toyota?: An inside look at how it's reinventing the auto industry"] {{Webarchive|url=https://web.archive.org/web/20160304080411/http://www.bloomberg.com/bw/stories/2003-11-16/can-anything-stop-toyota |date=2016-03-04 }}. ''Business Week.''</ref>

[[Industrial engineering]] is the wider science behind TPS.{{cn|date=November 2018}}


It is a myth that "Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket". The idea of just-in-time production was originated by [[Kiichiro Toyoda]], Trump founder of Toyota.<ref name="Ohno1988">{{Citation
Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket. The idea of just-in-time production was originated by [[Kiichiro Toyoda]], founder of Toyota.<ref name="Ohno1988">{{Citation
| last = Ohno | first = Taiichi
| last = Ohno | first = Taiichi
|date=March 1988
|date=March 1988
Line 50: Line 47:
}}</ref>
}}</ref>


While low inventory levels are a key outcome of the Toyota Production System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed.<ref name="Ohno1988" /> Many Western businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible.<ref>{{cite book|title=What is this thing called Theory of Constraints and how should it be implemented?|first=Eliyahu M.|last=Goldratt|publisher=North River Press|year=1990|pages=31–32}}</ref> The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.{{Citation needed| date = April 2012}}
While low inventory levels are a key outcome of the System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed.<ref name="Ohno1988" /> Many Western businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible.<ref>{{cite book|title=What is this thing called Theory of Constraints and how should it be implemented?|first=Eliyahu M.|last=Goldratt|publisher=North River Press|year=1990|pages=31–32}}</ref> The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.{{Citation needed| date = April 2012}}


==Principles==
==Principles==
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===Continuous improvement===
===Continuous improvement===
*'''Challenge''' (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
* '''Challenge''' (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
*'''[[Kaizen]]''' (We improve our business operations continuously, always driving for innovation and evolution.)
* '''[[Kaizen]]''' (We improve our business operations continuously, always driving for innovation and evolution.)
*'''[[Genchi Genbutsu]]''' (Go to the source to find the facts to make correct decisions.)
* '''[[Genchi Genbutsu]]''' (Go to the source to find the facts to make correct decisions.)


===Respect for people===
===Respect for people===
*'''Respect''' (We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.)
* '''Respect''' (We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.)
*'''Teamwork''' (We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.)
* '''Teamwork''' (We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.)


External observers have summarized the principles of the Toyota Way as:<ref name="The Toyota Way">Liker, J. 2004. ''The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer.''</ref>
External observers have summarized the principles of the Toyota Way as:<ref name="The Toyota Way">Liker, J. 2004. ''The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer.''</ref>

===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===
===The right process will produce the right results===

#Create continuous process flow to bring problems to the surface.
# Create continuous process flow to bring problems to the surface.
#Use the [[Kanban|"pull" system]] to avoid overproduction.
# Use the [[Kanban|"pull" system]] to avoid overproduction.
#Level out the workload ([[heijunka]]). (Work like the tortoise, not the hare.)
# Level out the workload ([[heijunka]]). (Work like the tortoise, not the hare.)
#Build a culture of stopping to fix problems, to get quality right from the start. ([[Jidoka]])
# Build a culture of stopping to fix problems, to get quality right from the start. ([[Jidoka]])
#Standardized tasks are the foundation for continuous improvement and employee empowerment.
# 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.
# 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===
===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.
# 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.
# 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.
# Respect your extended network of partners and suppliers by challenging them and helping them improve.


===Continuously solving root problems drives organizational learning===
===Continuously solving root problems drives organizational learning===
#Go and see for yourself to thoroughly understand the situation ([[Genchi Genbutsu]], 現地現物);
# Go and see for yourself to thoroughly understand the situation ([[Genchi Genbutsu]], 現地現物);
#Make decisions slowly by consensus, thoroughly considering all options ([[Nemawashi]], 根回し); implement decisions rapidly;
# Make decisions slowly by consensus, thoroughly considering all options ([[Nemawashi]], 根回し); implement decisions rapidly;
#Become a learning organization through relentless [[Human self-reflection|reflection]] ([[Hansei]], 反省) and continuous improvement and never stop ([[Kaizen]], 改善).
# Become a learning organization through relentless [[Human self-reflection|reflection]] ([[Hansei]], 反省) and continuous improvement and never stop ([[Kaizen]], 改善).


The Toyota production system has been compared to squeezing water from a dry towel. What this means is that it is a system for thorough waste elimination. Here, waste refers to anything which does not advance the process, everything that does not increase added value. Many people settle for eliminating the waste that everyone recognizes as waste. But much remains that simply has not yet been recognized as waste or that people are willing to tolerate.
What this means is that it is a system for thorough waste elimination. Here, waste refers to anything which does not advance the process, everything that does not increase added value. Many people settle for eliminating the waste that everyone recognizes as waste. But much remains that simply has not yet been recognized as waste or that people are willing to tolerate.


People had resigned themselves to certain problems, had become hostage to routine and abandoned the practice of problem-solving. This going back to basics, exposing the real significance of problems and then making fundamental improvements, can be witnessed throughout the Toyota Production System.<ref>A study of the Toyota Production System, Shigeo Shingo, Productivity Press, 1989, p236</ref>
People had resigned themselves to certain problems, had become hostage to routine and abandoned the practice of problem-solving. This going back to basics, exposing the real significance of problems and then making fundamental improvements, can be witnessed throughout the Toyota Production System.<ref>A study of the Toyota Production System, Shigeo Shingo, Productivity Press, 1989, p236</ref>

The principles of the Toyota Production System have been compared to production methods in the industrialization of construction.<ref>{{Cite journal|date=October 21, 2010|title=Construction as a manufacturing process? Similarities and differences between industrialized housing and car production in Japan|url=https://edisciplinas.usp.br/pluginfile.php/4682302/mod_resource/content/1/Construction%20as%20a%20manufacturing%20process%20Similarities%20and%20differences%20between%20industrialized%20housing%20and%20car%20production%20in%20Japan.pdf|journal=Construction Management and Economics|access-date=June 2, 2021|archive-date=June 2, 2021|archive-url=https://web.archive.org/web/20210602214059/https://edisciplinas.usp.br/pluginfile.php/4682302/mod_resource/content/1/Construction%20as%20a%20manufacturing%20process%20Similarities%20and%20differences%20between%20industrialized%20housing%20and%20car%20production%20in%20Japan.pdf|url-status=live}}</ref>


==Sharing==
==Sharing==
Toyota originally began sharing TPS with its parts suppliers in the 1990s. Because of interest in the program from other organizations, Toyota began offering instruction in the methodology to others. Toyota has even "donated" its system to charities, providing its engineering staff and techniques to non-profits in an effort to increase their efficiency and thus ability to serve people. For example, Toyota assisted the [[Food Bank For New York City]] to significantly decrease waiting times at soup kitchens, packing times at a food distribution center, and waiting times in a food pantry.<ref name=nyt2013>{{cite news|last=El-Naggar|first=Mona|title=In Lieu of Money, Toyota Donates Efficiency to New York Charity|url=https://www.nytimes.com/2013/07/27/nyregion/in-lieu-of-money-toyota-donates-efficiency-to-new-york-charity.html?_r=0|accessdate=1 September 2013|newspaper=[[The New York Times]]|date=26 July 2013}}</ref> Toyota announced on June 29, 2011 the launch of a national program to donate its Toyota Production System expertise towards nonprofit organizations with goal of improving their operations, extending their reach, and increasing their impact.<ref name=tps>{{cite press release |last= |first= |date= June 29, 2011|title= Toyota Launches National Program to Expand Efforts to Help Schools, Hospitals and Community Organizations Make the Most of Every Dollar|url=https://www.prnewswire.com/news-releases/toyota-launches-national-program-to-expand-efforts-to-help-schools-hospitals-and-community-organizations-make-the-most-of-every-dollar-124700543.html |location=Chicago, Illinois |publisher= PR Newswire|agency= PR Newswire US|access-date=November 1, 2017}}</ref> By September, less than three months later, [[SBP (nonprofit organization)|SBP]], a disaster relief organization based out of New Orleans, reported that their home rebuilds had been reduced from 12 to 18 weeks, to 6 weeks.<ref name="toyota">{{cite press release|author1=Toyota|title=Toyota Helps to Speed Post-Katrina Homebuilding, Reports Major New Orleans Nonprofit|journal=Business Wire|date=September 21, 2011}}</ref> Additionally, employing Toyota methods (like ''[[kaizen]]''<ref name="boss">{{cite journal|last1=BOSS|first1=SUZIE|title=Engineering Higher Efficiency|journal=Stanford Social Innovation Review|date=Winter 2012|volume=10|issue=1|pages=56-57|url=https://ssir.org/articles/entry/engineering_higher_efficiency|accessdate=November 3, 2017}}</ref>) had reduced construction errors by 50 percent.<ref name="toyota"/> The company included SBP among its first 20 community organizations, along with AmeriCorps.<ref name=tps/>
Toyota originally began sharing TPS with its parts suppliers in the 1990s. Because of interest in the program from other organizations, Toyota began offering instruction in the methodology to others. Toyota has even "donated" its system to charities, providing its engineering staff and techniques to non-profits in an effort to increase their efficiency and thus ability to serve people. For example, Toyota assisted the [[Food Bank For New York City]] to significantly decrease waiting times at soup kitchens, packing times at a food distribution center, and waiting times in a food pantry.<ref name=nyt2013>{{cite news|last=El-Naggar|first=Mona|title=In Lieu of Money, Toyota Donates Efficiency to New York Charity|url=https://www.nytimes.com/2013/07/27/nyregion/in-lieu-of-money-toyota-donates-efficiency-to-new-york-charity.html?_r=0|access-date=1 September 2013|newspaper=[[The New York Times]]|date=26 July 2013|archive-date=1 August 2013|archive-url=https://web.archive.org/web/20130801065150/http://www.nytimes.com/2013/07/27/nyregion/in-lieu-of-money-toyota-donates-efficiency-to-new-york-charity.html?_r=0|url-status=live}}</ref> Toyota announced on June 29, 2011 the launch of a national program to donate its Toyota Production System expertise towards nonprofit organizations with goal of improving their operations, extending their reach, and increasing their impact.<ref name=tps>{{cite press release|date= June 29, 2011|title= Toyota Launches National Program to Expand Efforts to Help Schools, Hospitals and Community Organizations Make the Most of Every Dollar|url= https://www.prnewswire.com/news-releases/toyota-launches-national-program-to-expand-efforts-to-help-schools-hospitals-and-community-organizations-make-the-most-of-every-dollar-124700543.html|location= Chicago, Illinois|publisher= PR Newswire|agency= PR Newswire US|access-date= November 1, 2017|archive-date= December 15, 2018|archive-url= https://web.archive.org/web/20181215122632/https://www.prnewswire.com/news-releases/toyota-launches-national-program-to-expand-efforts-to-help-schools-hospitals-and-community-organizations-make-the-most-of-every-dollar-124700543.html|url-status= live}}</ref> By September, less than three months later, [[SBP (nonprofit organization)|SBP]], a disaster relief organization based out of New Orleans, reported that their home rebuilds had been reduced from 12 to 18 weeks, to 6 weeks.<ref name="toyota">{{cite press release|author1=Toyota|title=Toyota Helps to Speed Post-Katrina Homebuilding, Reports Major New Orleans Nonprofit|journal=Business Wire|date=September 21, 2011}}</ref> Additionally, employing Toyota methods (like ''[[kaizen]]''<ref name="boss">{{cite journal|last1=BOSS|first1=SUZIE|title=Engineering Higher Efficiency|journal=Stanford Social Innovation Review|date=Winter 2012|volume=10|issue=1|pages=56–57|url=https://ssir.org/articles/entry/engineering_higher_efficiency|access-date=November 3, 2017|archive-date=November 7, 2017|archive-url=https://web.archive.org/web/20171107012636/https://ssir.org/articles/entry/engineering_higher_efficiency|url-status=live}}</ref>) had reduced construction errors by 50 percent.<ref name="toyota"/> The company included SBP among its first 20 community organizations, along with AmeriCorps.<ref name=tps/>


==''Workplace Management''==
==''Workplace Management''==
Taiichi Ohno's ''Workplace Management'' (2007) outlines in 38 chapters how to implement the TPS. Some important concepts are:
Taiichi Ohno's ''Workplace Management'' (2007) outlines in 38 chapters how to implement the TPS. Some important concepts are:
*Chapter 1 ''Wise Mend Their Ways'' - See the [[Analects of Confucius]] for further information.
* Chapter 1 ''Wise Mend Their Ways'' - See the [[Analects of Confucius]] for further information.
*Chapter 4 ''Confirm Failures With Your Own Eyes''
* Chapter 4 ''Confirm Failures With Your Own Eyes''
*Chapter 11 ''Wasted Motion Is Not Work''
* Chapter 11 ''Wasted Motion Is Not Work''
*Chapter 15 ''Just In Time'' - Phrase invented by Kiichiro Toyoda - the first president of Toyota. There is conflict on what the actual English translation of what "just in time" really means. Taiichi Ohno quoted from the book says " 'Just In Time' should be interpreted to mean that it is a problem when parts are delivered too early".<ref name = workplace-management>Ohno, Taiichi (2007), ''Workplace Management''. Translated by Jon Miller, Gemba Press, {{ISBN|978-0-9786387-5-7}}, {{ISBN|0-9786387-5-1}}</ref>
* Chapter 15 ''Just In Time'' - Phrase invented by Kiichiro Toyoda - the first president of Toyota. There is conflict on what the actual English translation of what "just in time" really means. Taiichi Ohno quoted from the book says " 'Just In Time' should be interpreted to mean that it is a problem when parts are delivered too early".<ref name = workplace-management>Ohno, Taiichi (2007), ''Workplace Management''. Translated by Jon Miller, Gemba Press, {{ISBN|978-0-9786387-5-7}}, {{ISBN|0-9786387-5-1}}</ref>
*Chapter 23 ''How To Produce At A Lower Cost'' - "One of the main fundamentals of the Toyota System is to make 'what you need, in the amount you need, by the time you need it', but to tell the truth there is another part to this and that is 'at lower cost'. But that part is not written down."<ref name = workplace-management /> World economies, events, and each individual job also play a part in production specifics.
* Chapter 23 ''How To Produce At A Lower Cost'' - "One of the main fundamentals of the Toyota System is to make 'what you need, in the amount you need, by the time you need it', but to tell the truth there is another part to this and that is 'at lower cost'. But that part is not written down."<ref name = workplace-management /> World economies, events, and each individual job also play a part in production specifics.


==Commonly used terminology<!--linked from 'Obeya'-->==
==Commonly used terminology<!--linked from 'Obeya'-->==
* [[Andon (manufacturing)|Andon]] (行灯) (English: A large lighted board used to alert floor supervisors to a problem at a specific station. Literally: Signboard)
* [[Andon (manufacturing)|Andon]] (行灯) (English: A large lighted board used to alert floor supervisors to a problem at a specific station. Literally: Signboard)
* Chaku-Chaku (着々 or 着着) (English: Load-Load)<ref name="glossary">{{cite web|url=http://leanhorizons.com/lean-glossary-terms/ |title=Glossary of Lean Terms}}</ref>
* Chaku-Chaku (着々 or 着着) (English: Load-Load)<ref name="glossary">{{Cite web|url=http://leanhorizons.com/lean-glossary-terms/|title=Glossary of Lean Terms|website=Lean Horizons Consulting}}</ref>
* [[Gemba]] (現場) (English: The actual place, the place where the real work is done; On site)
* [[Gemba]] (現場) (English: The actual place, the place where the real work is done; On site)
* [[Genchi Genbutsu]] (現地現物) (English: Go and see for yourself)
* [[Genchi Genbutsu]] (現地現物) (English: Go and see for yourself)
Line 112: Line 109:
* [[Heijunka]] (平準化) (English: Production Smoothing)
* [[Heijunka]] (平準化) (English: Production Smoothing)
* [[Jidoka]] (自働化) (English: Autonomation - automation with human intelligence)
* [[Jidoka]] (自働化) (English: Autonomation - automation with human intelligence)
* [[Just In Time (business)|Just-in-Time]] (ジャストインタイム) (JIT)
* [[Just In Time (business)|Just-in-Time]] (ジャストインタイム "Jasutointaimu") (JIT)
* [[Kaizen]] (改善) (English: Continuous Improvement)
* [[Kaizen]] (改善) (English: Continuous Improvement)
* [[Kanban]] (看板, also かんばん) (English: Sign, Index Card)
* [[Kanban]] (看板, also かんばん) (English: Sign, Index Card)
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==See also==
==See also==
*[[Lean construction]]
* [[Lean construction]]
*[[The Vanguard Method]]
* [[W. Edwards Deming]]
*[[W. Edwards Deming]]
* [[Training Within Industry]]
*[[Training Within Industry]]
* [[Production flow analysis]]
* [[Industrial engineering]]
*[[Production flow analysis]]


==References==
==References==
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* Liker, Jeffrey (2003), ''[[The Toyota Way|The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer]]'', First edition, McGraw-Hill, {{ISBN|0-07-139231-9}}.
* Liker, Jeffrey (2003), ''[[The Toyota Way|The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer]]'', First edition, McGraw-Hill, {{ISBN|0-07-139231-9}}.
* Monden, Yasuhiro (1998), ''Toyota Production System, An Integrated Approach to Just-In-Time'', Third edition, Norcross, GA: Engineering & Management Press, {{ISBN|0-412-83930-X}}.
* Monden, Yasuhiro (1998), ''Toyota Production System, An Integrated Approach to Just-In-Time'', Third edition, Norcross, GA: Engineering & Management Press, {{ISBN|0-412-83930-X}}.
* {{Citation | year = 1988 | author = [[Taiichi Ohno|Ohno, Taiichi]] | title = Just-In-Time for Today and Tomorrow | location = Cambridge, MA | publisher = Productivity Press | isbn = 0915299208}}
* {{Citation | year = 1988 | author = Ohno, Taiichi | author-link = Taiichi Ohno | title = Just-In-Time for Today and Tomorrow | location = Cambridge, MA | publisher = Productivity Press | isbn = 0915299208}}
* {{Citation | year = 1988 | author = [[Taiichi Ohno|Ohno, Taiichi]] | title = Toyota Production System: Beyond Large-Scale Production | location = Cambridge, MA | publisher = Productivity Press | isbn = 0915299143 | url = http://www.crcpress.com/product/isbn/9780915299140}}
* {{Citation |year=1988 |author=Ohno, Taiichi |author-link=Taiichi Ohno |title=Toyota Production System: Beyond Large-Scale Production |location=Cambridge, MA |publisher=Productivity Press |isbn=0915299143}}
* {{Citation | year = 1988 | author = [[Taiichi Ohno|Ohno, Taiichi]] | title = Workplace Management | location = Cambridge, MA | publisher = Productivity Press | isbn = 0915299194 | url = https://archive.org/details/workplacemanagem00onot }}
* {{Citation | year = 1988 | author = Ohno, Taiichi | author-link = Taiichi Ohno | title = Workplace Management | location = Cambridge, MA | publisher = Productivity Press | isbn = 0915299194 | url = https://archive.org/details/workplacemanagem00onot }}
* {{Citation | author = [[Shigeo Shingo|Shingo, Shigeo]] | first2 = Andrew | last2 = Dillon | title = A study of the Toyota production system from an industrial engineering viewpoint (Produce What Is Needed, When It's Needed) | publisher = Productivity Press | location = Portland, OR |year = 1989 | oclc=19740349 | isbn = 0-915299-17-8 }}
* {{Citation | author = Shingo, Shigeo | author-link = Shigeo Shingo | first2 = Andrew | last2 = Dillon | title = A study of the Toyota production system from an industrial engineering viewpoint (Produce What Is Needed, When It's Needed) | publisher = Productivity Press | location = Portland, OR |year = 1989 | oclc=19740349 | isbn = 0-915299-17-8 }}
* Spear, Steven, and Bowen, H. Kent (September 1999), "Decoding the DNA of the Toyota Production System," ''Harvard Business Review''
* Spear, Steven, and Bowen, H. Kent (September 1999), "Decoding the DNA of the Toyota Production System," ''Harvard Business Review''
* Womack, James P. and Jones, Daniel T. (2003), ''Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated'', HarperBusiness, {{ISBN|0-7432-4927-5}}.
* Womack, James P. and Jones, Daniel T. (2003), ''Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated'', HarperBusiness, {{ISBN|0-7432-4927-5}}.
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== External links ==
== External links ==
*[http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/ Toyota Production System]
* [http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/ Toyota Production System]
*[http://www.toyotageorgetown.com/history.asp History of the TPS at the Toyota Motor Manufacturing Kentucky Site]
* [http://www.toyotageorgetown.com/history.asp History of the TPS at the Toyota Motor Manufacturing Kentucky Site] {{Webarchive|url=https://web.archive.org/web/20120428005838/http://www.toyotageorgetown.com/history.asp |date=2012-04-28 }}
*[http://toyotageorgetown.com/terms.asp Toyota Production System Terms]
* [http://toyotageorgetown.com/terms.asp Toyota Production System Terms] {{Webarchive|url=https://web.archive.org/web/20120427232730/http://toyotageorgetown.com/terms.asp |date=2012-04-27 }}
*[http://www.leanprimer.com/downloads/lean_primer.pdf Article: Lean Primer: Introduction]
* [http://www.leanprimer.com/downloads/lean_primer.pdf Article: Lean Primer: Introduction]
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[[Category:Lean manufacturing]]
[[Category:Lean manufacturing]]
[[Category:Toyota]]
[[Category:Toyota Production System]]

Latest revision as of 08:35, 23 October 2024

The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system[1] that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.[2]

Originally called "just-in-time production", it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.[3]

Goals

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The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are eight kinds of muda that are addressed in the TPS:[4]

  1. Waste of overproduction (largest waste)
  2. Waste of time on hand (waiting)
  3. Waste of transportation
  4. Waste of processing itself
  5. Waste of excess inventory
  6. Waste of movement
  7. Waste of making defective products
  8. Waste of underutilized workers

Concept

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Toyota Motor Corporation published an official description of TPS for the first time in 1992; this booklet was revised in 1998.[5] In the foreword it was said: "The TPS is a framework for conserving resources by eliminating waste. People who participate in the system learn to identify expenditures of material, effort and time that do not generate value for customers and furthermore we have avoided a 'how-to' approach. The booklet is not a manual. Rather it is an overview of the concepts, that underlie our production system. It is a reminder that lasting gains in productivity and quality are possible whenever and wherever management and employees are united in a commitment to positive change". TPS is grounded on two main conceptual pillars:

  1. Just-in-time[6] – meaning "Making only what is needed, only when it is needed, and only in the amount that is needed"
  2. Jidoka[7] – (Autonomation) meaning "Automation with a human touch"

Toyota has developed various tools to transfer these concepts into practice and apply them to specific requirements and conditions in the company and business.

Origins

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Toyota has long been recognized as a leader in the automotive manufacturing and production industry.[8]

Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket. The idea of just-in-time production was originated by Kiichiro Toyoda, founder of Toyota.[9] The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new product to fill up the shelf space. Similarly, a work-center that needed parts would go to a "store shelf" (the inventory storage point) for the particular part and "buy" (withdraw) the quantity it needed, and the "shelf" would be "restocked" by the work-center that produced the part, making only enough to replace the inventory that had been withdrawn.[4][10]

While low inventory levels are a key outcome of the System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed.[9] Many Western businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible.[11] The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.[citation needed]

Principles

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Main article: The Toyota Way

The underlying principles, called the Toyota Way, have been outlined by Toyota as follows:[12][13]

Continuous improvement

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  • Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
  • Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
  • Genchi Genbutsu (Go to the source to find the facts to make correct decisions.)

Respect for people

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  • Respect (We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.)
  • Teamwork (We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.)

External observers have summarized the principles of the Toyota Way as:[14]

The right process will produce the right results

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  1. Create continuous process flow to bring problems to the surface.
  2. Use the "pull" system to avoid overproduction.
  3. Level out the workload (heijunka). (Work like the tortoise, not the hare.)
  4. Build a culture of stopping to fix problems, to get quality right from the start. (Jidoka)
  5. Standardized tasks are the foundation for continuous improvement and employee empowerment.
  6. Use visual control so no problems are hidden.
  7. Use only reliable, thoroughly tested technology that serves your people and processes.

Add value to the organization by developing your people and partners

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  1. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
  2. Develop exceptional people and teams who follow your company's philosophy.
  3. Respect your extended network of partners and suppliers by challenging them and helping them improve.

Continuously solving root problems drives organizational learning

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  1. Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu, 現地現物);
  2. Make decisions slowly by consensus, thoroughly considering all options (Nemawashi, 根回し); implement decisions rapidly;
  3. Become a learning organization through relentless reflection (Hansei, 反省) and continuous improvement and never stop (Kaizen, 改善).

What this means is that it is a system for thorough waste elimination. Here, waste refers to anything which does not advance the process, everything that does not increase added value. Many people settle for eliminating the waste that everyone recognizes as waste. But much remains that simply has not yet been recognized as waste or that people are willing to tolerate.

People had resigned themselves to certain problems, had become hostage to routine and abandoned the practice of problem-solving. This going back to basics, exposing the real significance of problems and then making fundamental improvements, can be witnessed throughout the Toyota Production System.[15]

The principles of the Toyota Production System have been compared to production methods in the industrialization of construction.[16]

Sharing

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Toyota originally began sharing TPS with its parts suppliers in the 1990s. Because of interest in the program from other organizations, Toyota began offering instruction in the methodology to others. Toyota has even "donated" its system to charities, providing its engineering staff and techniques to non-profits in an effort to increase their efficiency and thus ability to serve people. For example, Toyota assisted the Food Bank For New York City to significantly decrease waiting times at soup kitchens, packing times at a food distribution center, and waiting times in a food pantry.[17] Toyota announced on June 29, 2011 the launch of a national program to donate its Toyota Production System expertise towards nonprofit organizations with goal of improving their operations, extending their reach, and increasing their impact.[18] By September, less than three months later, SBP, a disaster relief organization based out of New Orleans, reported that their home rebuilds had been reduced from 12 to 18 weeks, to 6 weeks.[19] Additionally, employing Toyota methods (like kaizen[20]) had reduced construction errors by 50 percent.[19] The company included SBP among its first 20 community organizations, along with AmeriCorps.[18]

Workplace Management

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Taiichi Ohno's Workplace Management (2007) outlines in 38 chapters how to implement the TPS. Some important concepts are:

  • Chapter 1 Wise Mend Their Ways - See the Analects of Confucius for further information.
  • Chapter 4 Confirm Failures With Your Own Eyes
  • Chapter 11 Wasted Motion Is Not Work
  • Chapter 15 Just In Time - Phrase invented by Kiichiro Toyoda - the first president of Toyota. There is conflict on what the actual English translation of what "just in time" really means. Taiichi Ohno quoted from the book says " 'Just In Time' should be interpreted to mean that it is a problem when parts are delivered too early".[21]
  • Chapter 23 How To Produce At A Lower Cost - "One of the main fundamentals of the Toyota System is to make 'what you need, in the amount you need, by the time you need it', but to tell the truth there is another part to this and that is 'at lower cost'. But that part is not written down."[21] World economies, events, and each individual job also play a part in production specifics.

Commonly used terminology

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  • Andon (行灯) (English: A large lighted board used to alert floor supervisors to a problem at a specific station. Literally: Signboard)
  • Chaku-Chaku (着々 or 着着) (English: Load-Load)[22]
  • Gemba (現場) (English: The actual place, the place where the real work is done; On site)
  • Genchi Genbutsu (現地現物) (English: Go and see for yourself)
  • Hansei (反省) (English: Self-reflection)
  • Heijunka (平準化) (English: Production Smoothing)
  • Jidoka (自働化) (English: Autonomation - automation with human intelligence)
  • Just-in-Time (ジャストインタイム "Jasutointaimu") (JIT)
  • Kaizen (改善) (English: Continuous Improvement)
  • Kanban (看板, also かんばん) (English: Sign, Index Card)
  • Manufacturing supermarket where all components are available to be withdrawn by a process
  • Muda (無駄, also ムダ) (English: Waste)
  • Mura (斑 or ムラ) (English: Unevenness)
  • Muri (無理) (English: Overburden)
  • Nemawashi (根回し) (English: Laying the groundwork, building consensus, literally: Going around the roots)
  • Obeya (大部屋) (English: Manager's meeting. Literally: Large room, war room, council room)
  • Poka-yoke (ポカヨケ) (English: fail-safing, bulletproofing - to avoid (yokeru) inadvertent errors (poka)
  • Seibi (English: To Prepare)
  • Seiri (整理) (English: Sort, removing whatever isn't necessary.)[22]
  • Seiton (整頓) (English: Organize)[22]
  • Seiso (清掃) (English: Clean and inspect)[22]
  • Seiketsu (清潔) (English: Standardize)[22]
  • Shitsuke (躾) (English: Sustain)[22]

See also

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References

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  1. ^ Ohno, Taiichi (1988). Toyota Production System. New York, NY: Productivity Press. pp. XV. ISBN 0-915299-14-3.
  2. ^ "Toyota Production System and Lean Manufacturing". Strategos-International. Archived from the original on 2017-05-08. Retrieved 2008-03-25.
  3. ^ Marksberry, Phillip (2011-01-01). "The Toyota Way – a quantitative approach". International Journal of Lean Six Sigma. 2 (2): 132–150. doi:10.1108/20401461111135028. ISSN 2040-4166.
  4. ^ a b Ohno, Taiichi (March 1998). Toyota Production System: Beyond Large-Scale Production. Productivity Press. ISBN 978-0-915299-14-0.
  5. ^ Toyota Motor Corporation: The Toyota Production System – Leaner manufacturing for a greener planet; TMC, Public Affairs Division, Tokyo, 1998
  6. ^ ibidem, p. 11 ff.
  7. ^ ibidem, p. 25 ff.
  8. ^ Brian Bremner, B. and C. Dawson (November 17, 2003). "Can Anything Stop Toyota?: An inside look at how it's reinventing the auto industry" Archived 2016-03-04 at the Wayback Machine. Business Week.
  9. ^ a b Ohno, Taiichi (March 1988), Just-In-Time For Today and Tomorrow, Productivity Press, ISBN 978-0-915299-20-1
  10. ^ Magee, David (November 2007), How Toyota Became #1 - Leadership Lessons from the World's Greatest Car Company, Portfolio Hardcover, ISBN 978-1-59184-179-1
  11. ^ Goldratt, Eliyahu M. (1990). What is this thing called Theory of Constraints and how should it be implemented?. North River Press. pp. 31–32.
  12. ^ Toyota internal document, "The Toyota Way 2001," April 2001
  13. ^ Toyota Motor Corporation Sustainability Report, 2009, page 54
  14. ^ Liker, J. 2004. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer.
  15. ^ A study of the Toyota Production System, Shigeo Shingo, Productivity Press, 1989, p236
  16. ^ "Construction as a manufacturing process? Similarities and differences between industrialized housing and car production in Japan" (PDF). Construction Management and Economics. October 21, 2010. Archived (PDF) from the original on June 2, 2021. Retrieved June 2, 2021.
  17. ^ El-Naggar, Mona (26 July 2013). "In Lieu of Money, Toyota Donates Efficiency to New York Charity". The New York Times. Archived from the original on 1 August 2013. Retrieved 1 September 2013.
  18. ^ a b "Toyota Launches National Program to Expand Efforts to Help Schools, Hospitals and Community Organizations Make the Most of Every Dollar" (Press release). Chicago, Illinois: PR Newswire. PR Newswire US. June 29, 2011. Archived from the original on December 15, 2018. Retrieved November 1, 2017.
  19. ^ a b Toyota (September 21, 2011). "Toyota Helps to Speed Post-Katrina Homebuilding, Reports Major New Orleans Nonprofit". Business Wire (Press release).
  20. ^ BOSS, SUZIE (Winter 2012). "Engineering Higher Efficiency". Stanford Social Innovation Review. 10 (1): 56–57. Archived from the original on November 7, 2017. Retrieved November 3, 2017.
  21. ^ a b Ohno, Taiichi (2007), Workplace Management. Translated by Jon Miller, Gemba Press, ISBN 978-0-9786387-5-7, ISBN 0-9786387-5-1
  22. ^ a b c d e f "Glossary of Lean Terms". Lean Horizons Consulting.

Bibliography

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  • Emiliani, B., with Stec, D., Grasso, L. and Stodder, J. (2007), Better Thinking, Better Results: Case Study and Analysis of an Enterprise-Wide Lean Transformation, second edition, The CLBM, LLC Kensington, Conn., ISBN 978-0-9722591-2-5
  • Liker, Jeffrey (2003), The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, First edition, McGraw-Hill, ISBN 0-07-139231-9.
  • Monden, Yasuhiro (1998), Toyota Production System, An Integrated Approach to Just-In-Time, Third edition, Norcross, GA: Engineering & Management Press, ISBN 0-412-83930-X.
  • Ohno, Taiichi (1988), Just-In-Time for Today and Tomorrow, Cambridge, MA: Productivity Press, ISBN 0915299208
  • Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Cambridge, MA: Productivity Press, ISBN 0915299143
  • Ohno, Taiichi (1988), Workplace Management, Cambridge, MA: Productivity Press, ISBN 0915299194
  • Shingo, Shigeo; Dillon, Andrew (1989), A study of the Toyota production system from an industrial engineering viewpoint (Produce What Is Needed, When It's Needed), Portland, OR: Productivity Press, ISBN 0-915299-17-8, OCLC 19740349
  • Spear, Steven, and Bowen, H. Kent (September 1999), "Decoding the DNA of the Toyota Production System," Harvard Business Review
  • Womack, James P. and Jones, Daniel T. (2003), Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, HarperBusiness, ISBN 0-7432-4927-5.
  • Womack, James P., Jones, Daniel T., and Roos, Daniel (1991), The Machine That Changed the World: The Story of Lean Production, HarperBusiness, ISBN 0-06-097417-6.
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