TPS Principles and Pillars
Toyota Production System Principles and Pillars ?? ... What are They ?
“Excerpt from the ?Toyota Production System Fundamentals? Course, know more here”
?? Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system
?? A production system based on the philosophy of achieving the complete elimination of all waste in pursuit of the most efficient methods.
?? The Toyota Production System empowers team members to optimize quality by constantly improving processes and eliminating unnecessary waste in natural, human and corporate resources.
?? TPS influences every aspect of Toyota’s organization and includes a common set of values, knowledge and procedures.
?? It entrusts employees with well-defined responsibilities in each production step and encourages every team member to strive for overall improvement.
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?? Toyota Production System #Foundational_Concepts
The Toyota Production System (TPS) was established based on two pillars:
1?? "jidoka" (which can be loosely translated as "automation with a human touch"), as when a problem occurs, the equipment stops immediately, preventing defective products from being produced;
2?? the "Just-in-Time" concept, in which each process produces only what is needed for the next process in a continuous flow.
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?? For the Toyota Production System to function, some foundational capabilities must be secured.
?? The three foundational concepts are Heijunka, Kaizen and Standardization
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??With heijunka a process is designed to switch products easily, producing what is needed when it is needed, and relying on production.
??Any variations in volumes are accommodated by establishing a level-average demand rate.
??A Japanese term meaning "Change for the better" or Continuous Improvement.
?? It implies improvement every day, everywhere by everyone.
?? Moreover, it means continuing improvement in personal life, home life, social life, and working life."
?? KAIZEN is much more than just small, incremental improvements.
?? More important than the actual improvements that individuals contribute, the true value of continuous improvement is in creating an atmosphere of continuous learning and an environment that not only accepts, but actually embraces change.
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?? Standard work is a tool that defines the interaction of people and their environment when processing a repetitive product or service.
?? By detailing the one “best way/process” we currently know and understand.
?? It also highlights what is normal and abnormal—preventing backsliding and giving the necessary standard, or basis, for improvement.
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??Interested to Understand the Complete TPS ?? Check The Toyota Production System Fundamentals Course on Udemy ??