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The Toyota Production System
Nr. | Sadaļas nosaukums | Lpp. |
INTRODUCTION | 1 | |
1. | THE TOYOTA COMPANY | 2 |
TOYOTA, THE HISTORY | 2 | |
TOYOTA, THE CULTURE AND PHILOSOPHY | 3 | |
2. | THE TRADITIONAL MANUFACTURING SYSTEM | 5 |
3. | THE TOYOTA PRODUCTION SYSTEM / LEAN MANUFACTURING | 9 |
JUST-IN-TIME | 10 | |
ONE-PIECE FLOW | 11 | |
STANDARDIZED WORK | 12 | |
HEIJUNKA | 14 | |
KANBAN | 15 | |
JIDOKA | 16 | |
THE ANDON SYSTEM | 17 | |
THE POKA-YOKE | 18 | |
CONCLUSION | 19 | |
REFERENCES | 20 |
The history of Toyota goes far back into the 20th century. Sakichi Toyoda was the founder of the
Toyota Motors Company and already gained a lot of knowledge about producing. Sakichi started
with inventing manual looms for his family that worked in the cotton sector. He continued with
improving the looms and started Toyoda Automatic Loom Works. Among his inventions was a
special mechanism to automatically stop a loom whenever a thread broke, an invention that
evolved into a broader system that became one of the pillars of the Toyota Production System
called, Jidoka (automation with a human touch) (Liker,J ,2003), which will be discussed in
chapter three. Sakichi became aware that looms would become yesterday’s technology and cars
would become today’s technology so he sold the patent rights of the loom and used the money to
start the Toyota Motor Company. The Japanese government sponsored Sakichi, which gave him
the opportunity to start a stabile company. His son Kiichiro became the president of the company,
because Sakichi wanted to give him also a chance to “change the world”. Production System,
Just-In-Time was Kiichiro Toyoda’s contribution and his vision was at the root of the Kanban
system, which also will be discussed in chapter three.
The name is changed from Toyoda to Toyota because it made pronunciation easier and because
the name Toyota is luckier according to the Japanese language and culture. The first motor was
produced in 1934 and followed by the first car in 1936. By 1936, just after the first successful
Toyoda vehicles were produced, Japan demanded that any automakers selling in the country
needed to have a majority of stockholders from Japan, along with all officers, and stopped nearly
all imports. In the World War II, Toyota produced trucks and army vehicles, however after the
surrender of Japan Toyota was given permission by the United States military to start up
peacetime production. After World War II, Toyota was kept busy making trucks, but by 1947 it
began making the Model SA, called the Toyopet, a name to stay with Toyota for decades, albeit
attached to different cars. The Toyopet was not powerful and had a low top speed – 55 mph from
a 27 horsepower engine – but it was designed to be cheap, and to handle the rough roads of post-
war Japan (Toyoland, 2009).
…
The Toyota has been famous in the manufacturing world for its outstanding vision on the production system. The question that rises is: How does Toyota use supply chain management to make their production process succesful? Sakichi Toyoda was the founder of the Toyota Motors Company and he first motor was produced in 1934 and followed by the first car in 1936. What makes Toyota today one of the best manufacturers in the world is the philosophy that creates an atmosphere and culture of continues measurement and improvement. With this philosophy Toyota realised to grow to a company with a capital of 397.05 billion yen (297.15 billion euro). Manufacturing has gone a long way from self sufficient production till mass consumption production. Traditional manufacturing has been driven by sales forecasts that companies need to produce and stockpile inventory to support because of the main belief: more inventory is “safer”. Adopting Pull Manufacturing Approach was the first step to implement the Just-in-Time (JIT) manufacturing system and Jidoka as pillars as the whole lean management or Toyota Production System (TPS). The TPS is based on the main believe that all waste, like inventory and defaults should be eliminated. JIT scheduling is an operational philosophy that uses instead of keeping large scale of inventories, the synchronization of entire supply chain to meet the goal of having the right materials at the right place at the right time. That means that Toyota keeps there raw material inventory, work-in-process inventory and final product inventory as low as possible by using systems as one-piece flow, Kanban and heijunka. Judoka is a strategy to eliminate all defaults out of the production line by recognizing and solving them immediately. The recognizing is done with the andon system, and a 100% default proof production line is realized with the poka-yoke idea that makes immediately solving the error necessary. The main though is that an error should be solved before it becomes a default and influences the next work cell in the production line. The culture of Toyota is based on improving and all employees are dedicated to lean management and willing to learn by admitting their faults and solving the problems to make the system work better every day.
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