Toyota Production System

Basic Philosophy

Toyota Kirloskar Auto Parts

Goals
of Toyota Production system (TPS)
1. Highest Quality Product
2. Lowest Possible Cost
3. Shortest lead time for Delivery

How to Achieve Goals of TPS ?

The 4 wheels of TPS
1.Elimination of 3 Ms

4. Jidoka

Highest Quality Product

Lowest Possible Cost
Shortest lead time for Delivery

2. Kaizen

3. JIT Just in time

How to Achieve Goals of TPS ?

The 4 wheels of TPS
1.Elimination of 3 Ms

4. Jidoka

Highest Quality Product

Lowest Possible Cost
Shortest lead time for Delivery

2. Kaizen

3. JIT Just in time

1. Elimination of 3 Ms
The way to keep the cost down
Old Economy

New Economy

Cost Plus principle

Cost Reduction principle

Increase
Sales price

Sales
price

Increase
Sales price

Sales
price

Profit
Profit

Profit
Profit

Cost
Price

Increase
profit

Cost
Price

Sales Price = Cost Price + Profit

Cost
Price

Increase
profit

Cost
Price

Profit = Sales price -Cost Price

How to keep Costs Down ?

Elimination

of

3 Ms

1. MUDA

Non Value added / Waste

2. MURI

Overburden

3. MURA -

Unevenness

MUDA =
Any Element in manufacturing process

which does not add value

to Finished product

Value
added
Work

Motion

Muda
(Non Value
Added Work)

Incidental
Muda

Seven Types of MUDA

1. MUDA of OverOver-Production
producing too much or too soon

2. MUDA of Waiting
waiting for parts to arrive of machine to finish cycle

3. MUDA of Coveyance
any conveyance should be kept to minimum

4. MUDA of Processing
over--processing
over

5. MUDA of Inventory
any more than the minimum to get the job done

6. MUDA of Motion
any motion that does not contribute to adding value

7. MUDA of Correction
any repair or rework is Muda

MURI & MURA

MURI (overburden)
= pushing machine or person beyond natural limits
Overburdening people leads to safety & quality problems
Overburdening of machine is a direct cause of breakdowns & defects

MURA (unevevness)
= it is combinations of first 2 Ms
Due to Unevenness in production levels at times there is excess capacity
(MUDA) & at times there is overburden (MURI)

Some Examples of MUDA

Watching a machine run

Waiting for parts
Counting parts
Moving parts over long distances
Storing inventory
Looking for tools
Machine breakdown
Rework

How to Achieve Goals of TPS ?

The 4 wheels of TPS
1.Elimination of 3 Ms

4. Jidoka

Highest Quality Product

Lowest Possible Cost
Shortest lead time for Delivery

2. Kaizen

3. JIT Just in time

2. Kaizen (Continuous Improvement)

-

Continual Improvement,
The constant search for better way
Never ending Job Redesign

Kaizen is the tool for Eliminating the 3 Ms

2. Kaizen (Continuous Improvement)

KAI

ZEN

To modify, to change

make good,
make better

= KAIZEN
Change for the better,
Continual Improvement.
The low-cost / no-cost method for
improvements

Kaizen Tool for Elimination of

Muda
Identify
Muda
Check and
measure results
Implement
Kaizen

Search for
causes

How to Achieve Goals of TPS ?

The 4 wheels of TPS
1.Elimination of 3 Ms

4. Jidoka

Highest Quality Product

Lowest Possible Cost
Shortest lead time for Delivery

2. Kaizen

3. JIT Just in time

3. Just In Time Production

Raw Material  Parts  Assembly  Customer

Produce what is needed

When it is needed
In just the amount needed

Potential Benefits Of JIT

1.
2.
3.
4.

Reduced inventory
Improved quality
Lower costs
Reduced space
requirements
5. Shorter lead time
6. Increased
productivity
7. Greater flexibility

8. Better relations with

suppliers
9. Simplified scheduling
and control activities
10. Increased capacity
11. Better use of human
resources
12. More product variety

Benefits of JIT Reduced Inventory

Inventory Hides Problems

Bad
Design
Lengthy
Setups
Inefficient
Layout

Poor
Quality
Machine
Breakdown

Unreliable
Supplier

To Expose Problems:
Reduce Inventory Levels

Bad
Design
Lengthy
Setups
Inefficient
Layout

Poor
Quality
Machine
Breakdown

Unreliable
Supplier

Remove Sources of Problems and

Repeat the Process

Poor
Quality

Lengthy
Setups
Bad
Design

Inefficient
Layout

Machine
Breakdown

Unreliable
Supplier

The Operating Principles of JIT

The

Pull System

Continuous Flow Processing with
Heijunka

Takt Time

Pull system Production Control

Send more widgets
Information Flow
Material Flow

Here they come

Production
Step 2

Send more widgets

Information Flow
Material Flow

Last Step 3
of
Production

Here they come

Production at Step 2 is controlled by step 3

Pull system Production Control

First Step of
Production

Send more widgets

Send more widgets

Information Flow

Information Flow

Material Flow

Here they come

Production
Step 2

Material Flow

Here they come

Production at Step 1 in controlled by step 2

Continuous Flow processing

Large Lot Production vs Continuous Flow Production
Large Lot Production
Lead time for 1 bearing : 1 sec
Lot Size : 100 nos.
Time
Process

100 sec

200 sec

300 sec

Process 1
100 sec

Process 2
100 sec

Process 3
Lead time300 sec

Total lead time for 1st bearing to come out: 201 sec
Total lead time for 100 bearing to come out: 300 sec

Continuous Flow processing

Large Lot Production vs Continuous Flow Production
Continuous Flow production
Lead time for 1 bearing : 1 sec
Lot Size : 100 nos.
Time
Process

100 sec

Process 1

Process 2
Process 3

1s
1s
1s
3 sec
Lead time 102 sec

Total lead time for 1st bearing to come out: 3 sec

Total lead time for 100 bearing to come out: 102 sec

Continuous flow processing shortens production

lead time through reducing nonnon-processing time

Takt time & Standardised Work

Takt Time = Time required to Produce one part or one vehicle
=

Operating Time per shift

Production requirement per shift

Takt time in Transmission Plant is 85 secs ( Assembly)

If each process makes things according to its Takt time,

production will amount to exactly what is needed & when it is
needed.

Takt time can be consistently maintained following

Standardized Work
It is the Standardized Procedures that
regulates every single work step in entire
process of producing an Automobile
Standardized work is repeated exactly the
same way in each cycle thereby avoiding
unnecessary movements & wasteful
efforts

Standard Documents
1. Production Capability Chart

to establish line capacity

and identify bottleneck m/c and improve capacity
DATE :30/09/2005
Part No.

Model /Type

33336 - 0K010

Part Name

1G

Section

Gear fifth

PRODUCTION CAPABILITY CHART

Soft machining

1
TOOL CHANGE

QUALITY CHECK
SL . NO

OPR NO

10

Internal broaching

20

Hobbing

30

Chamfering & Deburring

40

MACHINE
NO.

OPERATION NAME

SBM 0001

Shaving

Visual check

Bin change RM for every 10 components & FG for

every 10 components

MANUAL
TIME (sec)

AUTO
TIME (sec)

45

TOTAL TIME /
FREQ OF
PART (sec)
INSP/ SHIFT

51

SGC 0005

10

48

58

SCH 0005

34

40

SGC0026

TOTAL

10

42

52

Verified by

GL

GL

NAME
AM

SIGN

NAME
JP

SIGN

NAME
DBA

NAME
RB

40

30

FREQ. OF
CHANGE
(Nos)

TOOL
CHANGE
TIME (sec)

TOOL
CHANGE
TIME/ PART
(sec)

TOTAL TOOL
CHANGE TIME/
PART (sec)

MANUF.
CAPABILITY
AT 100 %/
TOTAL TIME/
SHIFT
PART (sec)

Neck M/c Qty/Hour

62

Nos

QTY/HOUR AT 100 %

Remarks

(Nos )

(Nos )

SBSI-001

12000

180

0.02

0.02

51.4

508.0

70

0.24

SG-005L
TIN

1400

240

0.17

0.17

58.4

446.8

62

SCFC-K005

50000

600

0.01
0.07

40.1

651.3

90

SK-001

10000

600

0.06

SCC-007

3500

240

0.07

0.07

52.2

499.5

69

Bottle neck

4350.0

600

0.4

0.4

0.4

65250.0

9000

38.4

1
Secs

0.36

0.18

of

447

6.0

TOYOTA KIRLOSKAR AUTO PARTS

169

* Bottle neck m/c- Indicate in remarks / Font- 14 & bold

Approved by

AM(Y)
SIGN

60

TIME / PART TOOL NAME/

( sec) *
NO

No.of
units /
shift

58.4

Checked by
AM(W)

TIME FOR
INSP
( sec) *

PAGE

Neck M/c time/part

* 5/ SHIFT QUALITY CHECK IS CARRIED OUT OFFLINE , HENCE THERE IS NO MACHINE WAITING

Prepared By

No.of units
/ vehicle

REV NO

DATE

REASON

NAME

20/10/2005

Supplementary work detail, no of units / vehicle & safety and quality

symbol included

Mohan M

30/09/2005

GM
SIGN

NAME
KGM

SIGN

Format change

Mohan M

SIGN

Standard Documents
2. Standard work combination

to establish relation
between man & machine time by defining work in one cycle
DATE: 10/09/2005

PART
NO :
PART
NAME:

MODEL/
0K070/080/090/100/11
TYPE
0/160/170
Transmission
SECTION
assembly

4X4
Assembly

PROCESS DESCRIPTION:
From: Check kanban and load A/H
in SZY - 0006
To : Pick and assemble 10 bolts to
A/H
TIME in Secs
AUTO
WALK

Process
No

Process description

Check kanban,Pick & load A/H in SZY - 0006

(FIPG M/c), cycle start & walk back to conveyor

Unclamp jig

Pick up big ring pin and fix to I/M Plate

Pick marker pen ,Confirm and mark on snap

rings(Piece - 5 and Ball bearing), R.Retainer
bolts and slotted pin.Ensure neutral position.

Insert protection cap,check,assemble T/F

retainer spring and Walk towards SZY - 0006
and pick up & check FIPG on A/H

20

Walk towards Conveyor and load A/H to assy

and remove protection cap

Assemble shift lever and housing to A/H and

drive in slotted pin

Pick up 10 bolts and clamp(as per kanban) and

insert them into the hsg bolt hole and walk back
to intial position

16

MANUAL

LOOP:

20

30

40

PAGE 1OF 1

Main - 4

MANUAL

TAKT TIME :
CYCLE TIME:

88.5

Sec

AUTOFEED

81

Sec

WALKING

NO OF COMPONENTS /
SHIFT :

295

Nos

STANDARD WORK COMBINATION

CHART
10

12A/ 20

50

60

WAITING
CYCLE START

70

80

90

CT

100

TT

40
2

TOTAL TIME :
SL NO
-

Supplimental work details:

Work details
-

SEC.

58
Time /Part
-

WAIT
20

Prepared by
GL
NAME
SIGN
Madhu

TOYOTA KIRLOSKAR AUTO PARTS

Verified by
GL
NAME
SIGN
Anil

Checked by
AM(W)
AM(Y)
NAME
SIGN
NAME
SIGN
DBA
Bharat

Approved by
GM
NAME
SIGN
TRP

REV No

DATE

REASON

NAME

00

10.09.05

Format change

Joshi

SIGN

Standard Documents
3. Standard work operation

defines standard
sequence of operation including safety and quality points
the member has to follow every cycle
DATE: 22.09.05

Page 1 of 1

STANDARD WORK OPERATION CHART

OKO70 PART NO
OKO180
PART
NAME

TYPE

From

ALL

Fasten four transfer retainer bolts

OPERATION

Transmision
Assembly

SECTION

To

After line

Unload assy on tester pallet

WIP - CLUTCH HSNG SUB ASSY

INLINE

INLINE

TESTER - I

TESTER - II

QTY

AIR LEAK
TESTER

Cc

2~4

6
13

WIP - T/M ASSY FOR LEAK TEST QTY

WIP - T/M ASSY FOR INLINE

TESTER

7 ~ 12
QTY

WIP - T/M ASSY TESTED ASSY.

QTY

``

Quality check

Safety

Standard inprocess
stock

Standard buffer

Bottle neck process

Takt time

Cycle time

85

81

Loop

Number

TOYOTA KIRLOSKAR AUTO PARTS

6
Prepared by

Verified by

GL
NAME
Madhu

GL
SIGN

NAME
Anil

Checked by
AM(W)

SIGN

NAME
DBA

SIGN

Approved by
AM(Y)

NAME
Bharat

SIGN

2
REV No

DATE

16

REASON

NAME

GM
NAME
KGM

SIGN
1

20.02.06

Takt up

Madhu

00

22.09.05

Format change

Joshi

20
SIGN

Standard Documents
Work Elemental Sheet explains all activities element
by element including key points which the member has to follow
DATE :24/11/2005

PART NO

0K070 - 0K0180

PART NAME

Transmission
assembly

OPN NO :

All

TYPE

QUALITY

WORK ELEMENT SHEET

Assembly

SECTION

PROCEDURE

SYMBOL

Time

KEY POINT (OK/NG, SAFETY,EASY TO UNDERSTAND)

WHY

. Push the assy towards leak

tester. And remove covers of
control and transfer retainer.

Remove all the masks from the

leak tested assy and bring the next
assy to leak testing machine.

10

If the machine buzzer on check red light

To ensue previous assembly is leak
showing NG. and call TL If it shows green bring
tested and OK. Also to ensure present
next assy. Ensure yellow light should blink
assy is ready for leak testing.
before cycle start.

Pick up out put shaft oil seal mask.

As per the model (long mask for
4/4 and short for 4/2) and pick up
drain plug hole mask with left and
right hand from its holder.

Ensure dust or burr if any before inserting mask

It may damage oil seal lip.
into oil seal.

3a

Plug the mask by Inserting it into

adaptor/extn housing oil seal with
left hand and fix the drain plug hole
mask with right hand by tightening
the mask fully into the drain plug
hole.

3b

Pick up breather plug mask only for

4/4 A and 4/4 B models and insert
it into breather plug hole.

Pull the control retainer mask and

insert it into the control retainer by
both the hand. And lock it with right
firmly

Pick up meter drive hole mask only

for 4/2 models and insert it into the
housing by right hand and rotate
the lever anti clock wise till it locks.

SYMBOL MARK
SAFETY

PROCESS NAME : After line, Tester Loop 1

SL NO

3c

PAGE __1___ OF __4_

PROBLEM ON VEHICLE

SKETCH

oil leakage.

4/4A
&4/4B
only

3b

Ensure 'O' ring before masking.

To ensure proper masking.

3c

Ensure 'O' ring before masking. And proper

locking

To ensure proper masking.

3a

Ensure 'O' ring before masking and proper

locking of mask by pulling it with right hand.

To ensure proper masking. Mask will

come out while cycle running.

4/2 only
4

If any abnormality found immediately stop the line, call the TL and wait for TL instruction.
PREPARED BY

VERIFIED BY

GL

GL

NAME

Anil

SIGN

NAME

Madhu

CHECKED BY

SIGN

NAME

DBA

APPROVED BY
AM(Y)

AM(W)
SIGN

NAME

Bharath

REV No

DATE

REASON

01

23.01.06

Takt up

24.11.05

Format change

NAME

GM
SIGN

NAME

KGM

SIGN

PC
Sridhar

SIGN

How to Achieve Goals of TPS ?

The 4 wheels of TPS
1.Elimination of 3 Ms

4. Jidoka

Highest Quality Product

Lowest Possible Cost
Shortest lead time for Delivery

2. Kaizen

3. JIT Just in time

Jidoka
Jidoka = Ability of Production line to be
stopped in the event of abnormalities like
Quality Problems,
Equipment Malfunctions,
Work being late either by machines or
members

Types of Jidoka
1. Quality Gates in each process
Gear Checker for identifying Dents

Raw material

Process

Quality Gate
Check for
abnormalitie
s

Not OK

Stop the process,

correct
abnormality &
check

OK
To next Process

Types of Jidoka
2. Pokayoke or Fool Proofing
Torque wrenches linked to Conveyor
Assembly line
ConveyorTorquing of Bolts

OK

Required
Torque
Reached

Not OK
Automatically
Stop the
Conveyor

Continue
Operation

Types of Jidoka
3. Andon
Aid to highlight abnormality by Man / Machine
Team suspects
abnormality

OK
Judgemen
t

Not OK
Stop the line &
Call TL thru

andon

Continue
Operation

Good Practices At TKAP

The Steps Towards Global Quality

2. Maintain

1. Strong Foundation

1. Move towards strong foundation

1.1 Manpower Development

-Good thinking Good Products

TL undergoing training
Train Team
leaders &
Group
leaders
New Plant setup

TL training TM
Create
work
standards

Recruit &
Train
Team
members
by TL/GL

1.2 Work Instruction Sheets

The Toyota Way
Work Instruction Sheet
GEAR COUNTER
Part name
OPN.-50B
Process name SHAPING
Machine SGC- 0018

STANDARD WORK INSTRUCTION

Operation Method

OPEN THE DOOR WITH LEFT HAND

UNLOAD THE MACHINED WORK FROM THE MACHINE

WITH LEFT HAND & KEEP ON THE CHUTE INSIDE THE
MACHINE TO DRAIN THE OIL.

TAKE THE COOLANT GUN & CLEAN THE COLLET FOR

REMOVING CHIPS WITH RIGHT HAND

KEEP THE GUN IN ITS PLACE AFTER USE

TAKE THE OPN-40 COMPLETED WORK

CHUTE

LOAD THE WORK TO THE MACHINE AS SHOWN

CLOSE THE DOOR AND SIMULTANEOUSLY PUSH THE

CHUTE BACK TO END (TO THE UNLOADING POSITION
OF OPN-40)

MOVE THE OPN-50 UNLOADED CHUTE TO THE OPN-60

WHILE MOVING VISUAL CHECK AS PER QCS

10

WHILE MOVING HIT THE STRIKER

PIECE TO START THE CYCLE

REVISION
Revision date
Page

Details
Make date
Maker
GM

Description:

FROM THE

WITH THE WORK

Division SOFT MACHINING

1/12/2003
AM
ANIL KUMAR M KSR
T R PARASHURAMAN

Vital Points
DO NOT APPLY FORCE,
SLIDE GENTLY
WHILE UNLOADING CHECK
VISUALLY FOR OPERATION
COMPLETION

Section

GEARS
GL

KGS

Team

NO.1
TL

AM

Sketch

CLEAN & DRAIN

CHIPS ON SPINDLE & COLLET

WILL AFFECT THE QUALITY
OF WORK PIECE

ENSURE OIL GUN IS NOT

PRESSED
SPLINE TO BE ON TOP SIDE,
AS SHOWN IN THE
PICTURE(PASTED ON THE
BALANCE THE WEIGHT
PROPERLY
PUSH THE CHUTE GENTLY AS
IT SHOULD NOT BOUNCE
BACK OR SHOULD NOT STOP
IN BETWEEN

U N LO AD

CHECK FOR HOLE POSITION

IS ON THE SAME PLANE AS
SHOWN IN ONE POINT
ENSURE CYCLE IS STARTED PLACE
BY HEARING

Revision Matter

2. Door Open left hand

3. Door close Right hand
Note: 1. Always keep Free hand back.
5. YOSH CHECK when emergency switch is pressed.
6. Use safety gears.

AM

PICK

LOAD

GL

TL

4. Work load unload right hand (during tool change)

IT SHOWS THE STANDARDIZED METHOD WITH WHICH WORK HAS TO BE DONE AT

EACH PROCESS
TAKING CARE OF QUALITY
& SAFETY POINTS

1.3 Simplify members job

Make judgment simple & easy

Demark
between
OK & NG

Haizen -

Kitting of
Assemblies
to avoid
missing
operations

1.4 Define Roles &

Responsibilities
ROLE OF TEAM MEMBER
1, STANDARD WORK INSTRUCTION
2, Q.C. CHECK OF INSTRUCTED ITEMS
3, REMOVE CHIPS, 4S AROUND THE THE
MACHINE

4, ENTRY OF PRODUCTION CONTROL

SHEET

ROLE OF TEAM LEADER

1, Q.C CHECK

6, CHECK OF PRODUCTION CONTROL

( LINE GAUGE , OFFLINE GAUGE )

2,
3,
4,
5,

TOOL CHANGE
TROUBLE SHOOTING
PERIODICAL MAINTENANCE
LINE START AND END PREPARATION

SHEET

7, REASON FOR N.G PARTS & COUNTER

MEASURES

8,

PREPARATION OF STANDARD WORK

9, GUIDANCE OF TEAM MEMBER ON

STANDARD WORK

10,

ASSY ( REWORK OF ASSY)

1.5 Learn from the experts

Toyota Japan,
Thailand,
Philippines
Vast Knowledge
& Experience`

Implement Good Practices followed in other plants QC Caravan

Take countermeasures for Past Problems

QA Network

1.6 Quality related TPM QA

Mapping
Process
Variations

Monitor
variation in
machine
elements thru
Jishuhozen

Changes /
Deterioration
in machine
elements

Control Process Variation

ZERO BAD

Zero Break down

Zero Accidents
Zero Defects

2. Maintain Consistency
2.1 Trend Chart
Do not hesitate to stop the line
in case of quality abnormality

2.2 Change point

management Monitor Changes
in man, machine, method & material

2.3 Create Quality Awareness

among members

Daily Quality Oath along with greetings

Morning meetings
Regular awareness sessions on quality problems

2.4 Treat Rejections as

treasure
Yellow Hold Bin System
Hold Rejections till root
cause is found

Cabbage field Display

one weeks rejections
and Review the
rejections

2.5 Rejections & Dent Gallery

Train members about past rejections by
touch & feel technique

2.6 Quality Gates & Goal

Keeping
Rejections should not flow out from the supplier to customer

Soft & hard

100% visual check
Assy Q1 Visual Check of
inhouse parts

Tester 100% testing

of assemblies

3. Continuous Improvement
3.1 Visibility of Abnormality
Distinguish
between
Normal &
Abnormal

Eliminate
abnormality by
taking
countermeasures

Find root
cause for
abnormality
by Why-Why
Analysis

Motor Fan
operation
easy
identification

Floating toy
for easy
oil level
indication
Checking
Detection
of
abnormalit
y

Sorting
Arranging
Cleaning

4S
Pride in
work place

Counterme
asures
Positive
effect

3.2 QA Network
Prevent occurrence & outflow of defects
Plan

Do

Identify all possible

occurrence of
defects in the
process

Take
countermeasures for
occurrence &
outflow of defects

Act
Make the critical
processes foolproof

Check
Check the criticality
of process by giving
ratings

3.3 QC Circle
Identify and eliminate problems at
operational levels by small group activities

3.4 Develop Quality Mind

Quality Symposium
Create awareness on quality requirements by symposiums