The Toyota Production System (TPS) is a
coordinates socio-technical framework created by Toyota (Automotive Manufacturer)
to proficiently organize fabricating and coordinations, counting the
interaction with providers and clients, to play down taken a toll and squander.
According to Nampachi Hayashi, TPS
ought to have been called the “Toyota
Handle Advancement System.”
The system is also known by
the more generic “Lean Manufacturing”
and “just-in-time production” or “JIT Manufacturing.”
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. In the early 1950s, the company faced bankruptcy. After that major event that transformed the company, they have
recorded steady sales and market-share growth, with hardly any years that have
not been profitable.
The logic is to work intelligently
and eliminate waste so that only minimal inventory is needed. This increases
cash flow and reduces physical space needs, and makes it easier to deliver the
required results smoothly through internal processes one piece at a time (single piece flow) to the end
customer. The larger part of the framework was initially created starting in
1948 through 1975, with major impacts from Taiichi Ohno, Eiji
The purpose is to identify and
reduce three primary obstacles or deviations from optimal allocation of
resources within the system:
·
Overburden (muri)
·
Inconsistency (mura)
TPS is grounded on two main conceptual pillars,
·
Just-in-time –
“Making only what is needed, only when it is needed, and only
in the amount that is needed”
Some of the key tools and concepts
used within TPS include,
·
Heijunka
·
Just-in-time
·
Level loading
·
Supermarket
·
Obeya
·
Value Stream Mapping
·
SMED
·
5 Why’s
Toyota is receiving plenty of criticism now, much of it for
good reason. There is also a large amount of psychology involved. Toyota does
need to improve. But that is the improvement of the existing management system,
not a need to radically change the management of the company.
Toyota is even with the problems is a fantastic example of a
very well-managed company. Yet even with all the study of lean manufacturing, as
we studied, the two main pillars of the Toyota way are “Continuous Improvement” and “Respect
for People”.
- Continuous Improvement means that we never perceive current success as our final achievement. We are never satisfied with where we are and always improve our business by putting forth our best ideas and efforts. we are keen to create better alternatives, question our accomplishments and investigate future definitions of success.
There are three main things our commitment to Continuous
Improvement
- Challenge –
We
form a long term vision, meeting challenges with courage and creativity to
realize our dreams
2. Kaizen –
2. Kaizen –
We improve our business operations
continuously, always driving for innovation and evolution
3. Genchi Genbutsu –
3. Genchi Genbutsu –
We
go to the source to find the facts to make correct decisions build consensus
and achieve goals.
- Respect for People refers to our own staff as well as the communities and stakeholder groups that surround us and we are part of. We respect our people and believe the success of our business is created by individual efforts and good teamwork.
- Respect –
We respect others, make every effort
to understand each other, take responsibility and do our best to build mutual
trust.
We stimulate personal and
professional growth, share the opportunities of development and maximize
individual and team performance.
These elements combined to define the corporate image,
provide a way of operating that is recognized by each and every Toyota-member
around the globe and enable them to sustain success in the future.
References,
