Taiichi it is the production system of Toyota. Taiichi Ohno
Ono, Taichi (1912-1990) Ohno, Taiichi
1. Introduction
2. Biographical information
3. Main contribution
4. Evaluation
5. Conclusion
Brief biographical information
born in February 1912 in Port Arthur, Manchuria, China;
in 1932 he graduated from the mechanical engineering department of the Higher Technical School of the city of Nagoya;
in 1932 he enteredToyoda Spinning and Weaving Company
;
in 1942 moved to Toyota Motor Company;
in 1949 he was appointed head of the machine shop;
appointed executive director in 1964Toyota Motor Company;
in 1975 he became vice president of the company;
retired in 1978 and became chairman of the board of directorsToyoda Gosei, one of the suppliersToyota Motor Company;
passed away in 1990
Main works
Toyota Production System: Beyond Large-Scale Production
(1988)
Just-in-Time For Today and Tomorrow
(1988)
Summary
Taichi Onoconsidered the creatorToyota Production System (TPS) (Company production systemsToyota). This innovative approach to production allows you to simultaneously reduce costs, improve quality and reduce wasted time. He played an important role in the successful developmentToyotamotor companyand became widespread in many countries of the world under the name of the “just in time” production method.
In processTPST. Ono demonstrated a combination of missionary zeal with engineering pragmatism. He had an idealized vision of production as a continuous process of moving products around the plant between different sections and workshops, during which there is no what T. Ohno himself called "unjustified costs". In this concept, he included all activities that do not lead to an increase in the value of the goods (for example, moving products, checking them, and in particular, stockpiling). For thirty years, from 1945 to 1975, T. Ohno systematically sought to exclude any unjustified expenses. The set of methods he developed to achieve this goal formed the basis of his effective and holistic system of measures, calledTPS.
1. Introduction
Transition Taichi Ono in 1942 in Toyota Motor Companyhad surprisingly happy results. There he was the right person who came to the right place at the right time. In post-war Japan, the demand for automobiles was negligible, the cost of raw materials and components was high, and labor productivity was low. However, in 1945 the president of the companyToyotaKiihiro Toyoda launched a campaign under the slogan "Catch America". Such a task seemed completely unrealistic to many, since at that time the productivity of American automakers was about ten times higher than that of Japanese ones. T. Ono himself understood that such a gap in labor efficiency indicators could not be explained only by differences in the applied physical efforts. He came to the conclusion that the reason for the backlog was the use of uneconomical production methods in Japanese enterprises, so the desire to eliminateToyotaany unjustified expenditure of resources became the main goal of his life.
2. Biographical information
Taichi Ohno is born
in 1912 in the Chinese province of Manchuria. In the spring of 1932, he graduated from the mechanical engineering department of the Nagoya Higher Technical School. At that time, it was difficult for graduates to find work, but fortunately, T. Ohno's father knew Kiihiro Toyoda, the president ofToyoda Spinning and Weaving Compan
. Under his patronage, T. Ono was accepted into the company immediately after graduation. He worked as a textile machinery engineer for ten years and gained valuable manufacturing experience at a time when the Japanese textile industry was making significant strides in achieving global competitiveness by improving production methods and reducing costs. In 1942, T. Ono moved to another enterprise of the Toyoda family -Toyota Motorcompany, which received a changed name on the recommendation of one of the marketing consultants.
Ten years of experience in the same place turned out to be extremely useful for T. It is extremely useful, since the automotive industry, including the enterpriseToyota, at that time lagged far behind the textile industry in terms of increasing labor productivity. T. It began to create its ownTPS, while still in the position of foreman of the machine shop. He was deeply impressed by the two concepts (which he called "pillars of wisdom") developed by Kiihiro Toyoda as part of the company he started under the motto "Catch America". The first concept implied the synchronization of the movement of the units of the assembled products: all parts had to arrive at the assembly sites on time and in the required quantity. The second concept implied “autonomization” or automation using human control methods: machines had to be equipped with control devices to ensure compliance technical requirements all manufactured parts. If such a device recorded a deviation of the part from the standard, then it gave a special signal to the operator.
The “pillars of wisdom” created by K. Toyoda helped T. Ono well in realizing his desire to save resources and became the cornerstones of his system of organizing production. System implementationTPScontributed to a significant increase in labor productivity in enterprisesToyota, and its creator quickly climbed the steps of the corporate ladder. In 1954, it became one of the directors of the company, in 1964 - its managing director, and in 1975 - its executive vice president. In 1978, T. Ono left all his posts inToyotaand retired. However, in the same year he was elected chairman of the board of directors in the companyToyoda Goseiincluded in the group of suppliersToyota.
T. Itdied May 28, 1990
3. Main contribution
Figuratively speaking, it can be argued that T. Ono “stood on the shoulders ". Created by G. Ford in the early 1900s, the system of mass production required a decisive rejection of the labor methods prevailing at that time, based on the high individual skill of workers. Eliminated the need for skilled labor by dividing the labor process into simple operations, which made it possible to involve in the production of many unskilled workers, each of whom was responsible for performing an insignificant standardized part of the overall technological process. The emphasis on the in-line nature of production operations was further developed in the creation of assembly conveyor lines.
In the years after the Second World War, the G. Ford system was the standard for ensuring the competitiveness of manufactured cars, but it was necessary to make certain changes in it, taking into account the characteristics of the company.Toyota. The focus on the long-term production of the same model, characteristic of the G. Ford system, was unacceptable for Japan, where the automobile market was extremely small, and, in addition, the limited local resources made it impossible for Japanese firms to create large inventories. Company production systemToyota (TPS) arose as a result of attempts to adapt the mass production system of G. Ford to the economic realities of post-war Japan.
The main difficulty facedT. It, was the need to overcome economies of scale through greater flexibility or “economies of scale”. This goal had to be achieved without creating the large inventories required to keep Ford's assembly lines running smoothly in the face of possible delivery delays, equipment breakdowns, or defective parts. The value of T.'s contribution lies in how he managed to deal with this problem.
By drastically reducing changeover times for machines and assembly linesToyotawas able to continuously produce small batches of cars of various models. This “continuous production of different models” has reduced inventory requirements, enhanced product customization options, and shortened lead times. In order to guarantee the continuity of production without the creation of large reserve stocks, special programs have been developed to support the systemic resolution of production problems (“Total preventive maintenance of equipment”, “Total quality management”, “Continuous improvement”, “Autonomization”, “Supplies of components just in time”).
The innovative solution proposed by T. It made it possible to improve the G. Ford mass production system and achieve an increase in its efficiency and flexibility, which had a positive impact on the production of constantly repeating small batches of various product modifications. Because theTPSallows for inventory reduction and does not require large capital investments, it can also be used by small firms seeking to take advantage of the benefits of continuous production. This is especially important, since 75% of manufacturing firms cannot be classified as mass production.
Philosophy T. OnodevelopmentTPShas changed the way production system designers approach their immediate problems. His relentless pursuit of process improvement, the struggle for the release of “defect-free goods” with the complete exclusion of unjustified expenditure of any kind of resources, is an impressive example of improvement existing methods production. However, on the way to any improvement inevitably there are problems.Philosophy T. Onoallows you to cope with most of them by identifying and eliminating the causes that gave rise to them:
Under the external causes of the problem are hiddenreal reasons
. In each case, we must get to the true cause by asking ourselves again and again,whyshe arose. Otherwise, we will not be able to take any countermeasures and in fact the problem will remain unresolved (1988b: 126).
From the point of view of T. Ono, repeated repetition of the questionwhymay lead to an understandinghowyou can deal with the problem. His focus on finding fundamental solutions contrasts sharply with the prevailing view of the need to overcome short-term symptoms of trouble (“to ensure the continuation of work”). As a result, it led to one of his most famous recommendations - to give workers the right to stop work in the event of a serious problem until it is identified and completely eliminated. T. Ono recognized that "enforcing work to continue" through the use of random resources deprives managers of many incentives to find the real roots of the problem. The suspension of production is very effective way drawing the attention of managers to the problem that has arisen and developing in them a sense of responsibility for finding ways to eliminate it in the long term.
4. Evaluation
Active implementationTPSin industry, it helped set new standards for product quality and production costs, benefiting consumers and raising living standards. New system allowed for a sharp reduction in the inventories needed to carry out the production process, which, in turn, helped to reduce the impact of inventory fluctuations on the amplitude of the business cycle and, thus, strengthen economic stability.Innovative thinking T. Ono
influenced a whole generation of theorists and practitioners of production, providing them with both effective methods for organizing technological processes and a reliable ideological basis for the continuous introduction of improvements.
For workers introductionTPSprovides a reasonable organization of their workplace, relative exemption from negative impact production problems and the opportunity to participate in the continuous process of improving the company's activities. However, this system also has its downside. In particular, there is ample evidence of psychological stress on workers responsible for meeting deadlines, especially in the automotive industry. On the other hand, the establishment of busy schedules in the development and execution of operations by the precisely appointed deadline does not correspond to the fundamental ideas of T. Ono. For example, he always opposed the practice of increasing the speed of the conveyor: “ never intended for workers to work more and more intensively, to feel dependent on the pace of machines and alienated from the results of their activities ... however, the implementation of these ideas was not always carried out as their author wanted” (1988b: 100 ).
Nevertheless, there is evidence of contradictions between T. Ono's enlightened view of the problem of human resources and his passion for minimizing production losses. W. Horsley and R. Buckley argue that the companyToyota“The workers lived in fear of Taichi Ono. ... He presented himself to his subordinates as a person who came into the world with a special mission” (Horsley and Buckley, 1990: 156). Clearly, this mission consciousness led him to use such stressful overload methods as taking a few workers off a slow-moving assembly line to stimulate the search for and implementation of process improvements. It is clear that the methods of completing work orders by a given deadline have the potential to create stressful situations. However, managers implementing such methods should, in accordance with the philosophy proclaimed by T. Ono, proceed from the safety and well-being of workers.
5. Conclusion
Apparently, Taichi Ono will take a place in the history of the organization of production on a par with such giants as and . Like the “mass production” of G. Ford and the “method of scientific management” of F. Taylor, proposed by T. OnoToyota Producton Systemrepresented a significant step forward compared to the then dominant production practices.
According to Thomas Kuhn, the T. system represents a “paradigm shift” - a new standard for organizing production, making it possible to dramatically increase labor productivity and product quality (Kuhn, 1970).
However, like systems and , TPScan have a negative impact on workers. Managers of enterprises, trade unions and workers should take joint care that the introduction of an innovative approach to the problem of ensuring high quality products and low production costs does not harm the well-being and well-being of workers.
Biography
On February 29, 1912, Taiichi was born in Dairen, China. Graduate of the Nagoya Polytechnic Institute.
Taiichi Ohno was an employee of the Toyota Corporation and gradually rose through the ranks to the head of the company. As an engineer, Taiichi Ohno developed the Kanban inventory management and production organization system, lean manufacturing (“Lean” method), “Just-in-time” method (eng. just-in-time). The company still adheres to this system.
In 1932, after graduating from the institute, he began working at Toyota Boshoku, and in 1943 he moved to the Toyota Motor Plant and began to improve the process of manufacturing cars. At Toyota, Taiichi Ohno took on the innovative problem-solving system that became the backbone of the Toyota Production System. He was appointed head of the machine shop in 1946, which later became the laboratory where the kanban system was invented and the flow production system developed.
In 1949, Taiichi Ohno was promoted to machine shop supervisor, director, managing director, senior managing director in 1970, and executive vice president of the company in 1975. He left Toyota in 1978 but continued to work in consulting. In addition, after leaving Toyota, he served as an advisor to Toyoda Gosei and was on the board of directors of Toyoda Boshoku, the company where he started his career.
In the early 1950s, when Kiichiro Toyoda died, Taiichi Ohno conceived and then created a production management system (“kanban”), with which the Japanese were able to eliminate any kind of waste from the production process.
In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS). Scientific developments, both in the field of management and technical re-equipment, have always been highly valued at this enterprise. In the 1950s, Toyota was most active in this area.
(1912-02-29 )Taiichi Ohno was an employee of the Toyota Corporation and gradually rose through the ranks to the head of the company. As an engineer, Taiichi Ohno developed the Kanban cost management system, Lean manufacturing (the Lean method), the Just-in-time method (Eng. just-in-time). The company still adheres to this system.
In the early 1950s, when Kiichiro Toyoda died, Taiichi Ohno conceived and then made a revolutionary production management system (“kanban”) for those years, with the help of which the Japanese managed to eliminate any kind of waste from the production process. In the mid-1950s, he began to build a special production organization system called the Toyota Production System or Toyota Production System (TPS). Scientific developments, both in the field of management and technical re-equipment, have always been highly valued at this enterprise. In the 1950s, Toyota was most active in this area. Thanks to the advanced scientific and industrial policy, the enterprise managed to create the Land Cruiser and Crown off-road vehicles.
Lean
Taiichi Ohno is considered the founder of the Toyota Production System, which is based on the concept of lean manufacturing. A significant contribution to the development of the theory of lean production was made by an associate and assistant of Taiichi Ono - Shigeo Shingo, who created, among other things, the SMED method.
Publications
In the US, Taiichi Ohno wrote several books on the system, the most famous of which is The Toyota Production System. Leaving mass production. Taiichi Ohno presents the thoughts and ideas of three managers of the 20th century - Henry Ford, Sakichi Toyoda and Kiichiro Toyoda.
Notes
Published works
- Ohno, Taiichi (1988) Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0-915299-14-3
- Ohno, Taiichi (1988) Workplace Management, Productivity Press, ISBN 0-915299-19-4
- Taiichi Ohno's Workplace Management by Taiichi Ohno (2007), Translated by Jon Miller, Gemba Press, ISBN 978-0-9786387-5-7 , ISBN 0-9786387-5-1
Categories:
- Personalities in alphabetical order
- February 29
- Born in 1912
- Deceased May 28
- Deceased in 1990
- Japanese businessmen
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- Tunchboyajyan, Onno
- It (mini-series)
See what "It, Taiichi" is in other dictionaries:
Lean- This article or section needs to be revised. Please improve the article in accordance with the rules for writing articles. Lean manufacturing (lean pr ... Wikipedia
Lin thinking- Lean production (lean production, lean manufacturing English lean lean, fat-free, slender; lean translation is more popular in Russia) a logistics management concept focused on optimizing business processes with maximum ... Wikipedia
Right on time- This article should be wikified. Please format it according to the rules for formatting articles ... Wikipedia
five whys- The way Taiichi Ohno approached the search for the cause of any problem, and that in order to find the root cause (deep cause) of the problem (root cause), you need to ask “why” at least five times five times. Only after that you can take on ... ...
seven muda- The number of waste types identified by Taiichi Ohno for physical production. This is the overproduction of goods when the demand for them has not yet arisen, waiting for the next production stage, unnecessary transportation of materials (for example, between ... ... Technical Translator's Handbook
Books
- Management. Management efficiency. Textbook for academic baccalaureate, Staroverova K.O. The textbook covers a wide range of issues related to improving the performance and quality of a modern enterprise. A feature of the publication is the description of the most…
Taiichi Ohno talks about the thirty-year history of the creation of the Japanese method of production, the production system that has allowed Toyota to become a leader not only in Japan, but throughout the world. Originating in the automotive industry in a highly unfavorable market situation, today the Toyota Production System is widely used in many other manufacturing industries.
Taiichi Ohno. Toyota production system: moving away from mass production. - M.:, 2008. - 194 p.
Download abstract ( summary) in the format or
Preface. The concept of the Toyota Production System is to improve production efficiency by carefully and consistently eliminating waste. This concept, together with the idea of respect for the human being, is at the heart of the Toyota Production System.
As a rule, losses appear when we try to produce one type of product in large volumes. As a result, costs rise. It will be much more economical to produce one product at a time. The first method is the Ford production system and the last is the Toyota production system. Manufacturers can no longer base production solely on top down plans and then distribute or "push" the product into the market. Now consumers "pull" out of the proposed assortment the goods they require in the required quantity at the right time.
The multi-stage manufacturing system used in many manufacturing processes includes both "push" and "pull" methods. Both methods have their advantages and disadvantages. The choice of one or another method and its effective application depend on the philosophy and creativity of production managers. The Toyota production system is based on the pull method. To understand its tremendous success, you need to understand the philosophy behind it, without focusing on individual aspects of this system, such as kanban.
Chapter 1
The oil crisis in the autumn of 1973, followed by an economic recession, had a negative impact on business development. It became apparent that business could no longer thrive using the traditional American mass production system that had worked so well for so long. Times have changed. The main goal of the Toyota production system was to produce a wide range of car models in small batches.
Toyota's production system is based on two principles: just-in-time, autonomy, or intelligence-assisted automation. The traditional way of production was to supply materials from the previous process to the next one. So I tried to think about passing stuff in the opposite direction. The later production process at the end of the flow only needs good parts in the right quantity at the right time from the earlier process. Wouldn't it be logical in this case to produce in the earlier process only those parts that are required? As far as interactions between multiple processes, isn't it enough to be clear about how much, what, and when? We will call this means of communication "kanban" (card, pointer).
Toyota's preference for autonomization is for machines that can handle errors on their own, or "standalone" with simple automation. All plants of the company most of equipment is equipped with various safety mechanisms, precise stop systems, quick changeover devices and “fool-proof” (baka-yoke), or, more mildly, “error-proof” (poka-yoke) devices.
I decided to change the organization of work - so that one operator is responsible for several machines instead of one, and for their different types. In other words, the first step was to introduce workflow into the machine shop. I combined various machines into a single technological chain within the same area. This was in stark contrast to the traditional system, in which a large batch of identical parts were made in one production area and then transported to another.
If any part is required to be produced in the amount of 1000 pieces per month, it is necessary to produce 40 parts per day within 25 days. Next, we must clearly calculate the daily productivity. If the working day is 480 minutes, one part should be produced approximately every 12 minutes. These calculations formed the basis of the concept production leveling.
The worst kind of loss in business is overproduction. Our ancestors grew rice for food and stored it in case natural Disasters. It is obvious that modern industry also adheres to this mindset. Business people are afraid of not being able to withstand competition without certain stocks of raw materials, semi-finished products and finished products. However, such accumulation is no longer practical. An industrial society must use common sense to buy what it needs, when it needs it, and how much it needs.
Chapter 2. DEVELOPMENT OF THE TOYOTA PRODUCTION SYSTEM
When faced with a problem, try five times in a row to ask yourself the question: “Why did this happen?” Imagine, for example, that your car stopped working:
- Why did the car stop? Because there was an overload, and the fuse flew.
- Why was there an overload? Because the bearing was badly lubricated.
- Why was the bearing badly lubricated? Because the lubrication pump was not working well.
- Why didn't he work well? Because the piston is worn out and loose.
- Why is the piston worn out? Because they did not put a filter, and metal chips got into the piston.
Five repetitions of the question "Why?" will help you to understand the root cause of the problem and solve it. If you don't go through the whole cycle of questions, then you may decide that simply replacing the fuse or pump piston is enough. Then just a few months later the same problem with the car will arise again.
A preliminary step to using the Toyota Production System is to fully identify waste: overproduction, waiting, unnecessary transportation, unnecessary processing steps, excess inventory, unnecessary movements, defective products.
"Everything starts from the factory." The most productive time for me in terms of the amount of vital information I receive in the field of management is the time that I spend at the plant, and not in the office of the vice president.
Every Toyota Motor Company plant, as well as our cooperating plants using the Toyota Production System, carefully implements visual management. A sheet of standard operations hangs above each workplace. When the worker raises his head, an andon (an electronic scoreboard showing the state of affairs on the production line) appears right in front of his eyes, which immediately reflects all detected problems on the line, their location and nature. In addition, the containers with parts brought to the line are equipped with kanbans - a kind of visual symbol of the Toyota production system.
In the past 40 years, since I was first asked to develop a standard operating procedure sheet for a textile factory, it has changed little. It clearly articulates the three elements of a standard operation: cycle time, sequence of operations, standard stocks.
In a production cycle that involves four or five people, parts are passed from one worker to the next like relay baton. If the worker performing the subsequent process is delayed, the worker from the previous section helps him to set up the machine. When work on the site is getting better, the worker from the previous section immediately passes the baton - the work already started - to the worker of the next section and returns to his original place.
I got the idea of kanban from American supermarkets. A supermarket is a place where a consumer can get, firstly, what he needs, secondly, at the right time, and thirdly, in the right quantity. Supermarket employees must ensure that consumers can buy what they need at any time. Compared to traditional trading methods, supermarkets are more rational. From the seller's point of view, there is no loss of working time that occurs when unsold items are offered. The buyer does not need to worry about the need to buy something in reserve.
The subsequent technological process (consumer) refers to the previous process (supermarket) in order to obtain the necessary parts (goods) at the right time and in the right quantity. The previous process immediately produces new parts to replace those sent to the consumer (replenishes shelves). In 1953, we applied this system in the machine shop at the head office. The main management method of the Toyota production system is kanban (Figure 1).
Rice. 1. Sample kanban
According to the first rule of kanban, parts enter the subsequent process from the previous one in the amount specified in the kanban. For the previous process, this means eliminating the production schedule that has been adhered to for so long. It is psychologically difficult for workers to accept and get used to the idea that the simple production of as many parts as possible has ceased to be their main task. The desire to produce only the number of products required by the subsequent process means more frequent changeovers.
The Toyota system and Kanban are not the same thing. The Toyota Production System is a method of production, and the Kanban system is a way of organizing it.
It took ten years to implement the kanban system at Toyota Motor Company. During this period, the leader of Toyota was a very far-sighted man who, without further ado, gave me carte blanche to conduct this experiment. And when I almost forcibly forced the factory foremen to delve into the operation of the kanban system, the head of the company - my boss - received a lot of complaints. People said that this type of It was doing some nonsense, that it had to be stopped. Probably, at times the leader got into a difficult situation, but even then, apparently, he continued to believe me and did not order me to stop, for which I am very grateful to him.
The Toyota production system is synchronized not only with every production process within the company, but also with the production processes of suppliers. In order to level out fluctuations, the final assembly line of automobiles must avoid sharp ups and downs in production so that the flow functions as evenly as possible. In the Toyota Production System, this is called “production leveling” or “load smoothing.” This approach revealed the need for a quick changeover of equipment.
In the 40s. it took two to three hours to replace a die at the Toyota factory. In the 50s. as production leveling spread throughout the company, changeovers began to take less than an hour, then the time was reduced to 15 minutes. At the end of the 60s. it took no more than 3 minutes.
Toyota's production system was originally designed to produce a wide range of car models in small batches for the Japanese consumer. As a result, based on such a foundation, it gradually emerged as a production system capable of withstanding the test of market diversification.
After the 1973 oil crisis, people began to take Toyota's production system more seriously. I would like to emphasize that the reason for this lies in the unprecedented flexibility with which the system adapts to changing conditions.
One of the rules of kanban dictates the condition that 100% of the products are released without defects (that is, it contains a prohibition on sending defective products to subsequent processes).
Just-in-time production processes do not require additional stocks. Therefore, if defective parts are produced in the previous process, the worker in the next process is forced to stop the production line. Moreover, everyone sees at what point it happens, and the defective part is returned to the previous process. This is a very unpleasant situation, the meaning of which is to prevent the recurrence of such a defect.
Lack of standardization and rationalization creates waste (Japanese for "m at yes"), inconsistency ("m at ra") and inexpediency ("m at ri") in working methods and in the distribution of working hours, resulting in the appearance of defective products.
It should be the responsibility of those who work with kanban to continuously improve kanban in a creative and inventive way so that it does not become a fixed form at any stage.
Chapter 3. FURTHER DEVELOPMENT
Events in the real world do not always develop strictly according to plan, so the latter must change quickly in response to new circumstances. If you are of the opinion that the plan should not be changed after it has been approved, the business will not last long. I think a business should have the same reflexes as a person. Reflexes that allow him to respond quickly and easily to small changes in plan without having to go to the brain.
The larger the business, the more it needs well-oiled reflexes. If a small change in the plan can only be made with the help of a command from the brain (for example, by developing an order and sending amendments to the plan by the production control department), the business will not be able to avoid “burns” and “injuries” and will miss big opportunities.
Like other companies, Toyota develops its production schedules. However, the daily schedule is only sent to the final assembly line. This is a feature information system Toyota. In other companies, schedules are sent out for each stage of the production process. When workers on the assembly line use parts near the line to assemble, they remove the kanban and send it to the auxiliary process. The auxiliary, earlier process produces as many parts as will be used in the later one. This eliminates the need for a special production schedule. In business, information overload should be avoided. Toyota achieves this by allowing the product itself to supply information about itself.
Market forecasts and the concept of car production as a whole dictate a constant change in the number and models of cars produced. The value of kanban is that it allows changes of this order to occur without outside intervention, automatically. If we ignore changes in the market and do not adapt to them in a timely manner, sooner or later we will have to make global adjustments to the production schedule.
I have struggled for a long time to implement a production system that is not the easiest to understand. Looking back at the path traveled with such perseverance, I think I can confidently give advice: “Correct mistakes immediately. If you don't fix the bug right away, it will result in lost work time later."
In manufacturing, wastage refers to all elements of production that increase costs and do not add value, such as excess labor, inventory, and equipment. An excess of labor, equipment and products only increases production costs and creates indirect losses. For example, when there are too many workers, you have to invent extra work for them, which entails an increase in the consumption of energy and materials. This applies to indirect losses.
But the biggest loss is excess inventory. If there are too many stocks and the factory cannot handle them, a warehouse has to be built and workers must be hired to take the products to the warehouse. Each worker may need their own transport cart. The warehouse will require personnel to manage the warehouse as well as to monitor the condition of the stored materials. Despite all this, a certain amount of stored products will rust and deteriorate. Because of this, additional workers will have to be hired to tidy up the products before they leave the warehouse for use. Products placed in the warehouse must undergo regular inventory. This will require additional workers. At some point, some employees will consider buying computers for inventory...
By carefully observing the processes, we can divide all the actions of workers into losses and work:
- Losses are useless repetitive activities that should be eliminated immediately. For example, downtime while waiting or storing nodes.
- Work is divided into two types: non-value-added work and value-added work.
To prevent overproduction and produce the necessary parts one by one, we need to know when they are needed. Thus, there is a need to determine the time step. Tact- the length of time in minutes and seconds, which is required to produce one unit of output. Takt time is determined by dividing the actual time pool by the number of parts to be produced per day.
Does the value of equipment really decrease over time? I would like to stand up for old equipment. In the language of business economics, there are such concepts as "depreciation", "residual value", "book value" - artificial terms that are used in accounting calculations, tax transactions and just for the sake of convenience. Unfortunately, people have forgotten that such terms have nothing to do with the true value of the machine.
For example, we often hear: “The depreciation period of this machine has ended. It paid for itself, and we can throw it away at any time without loss to ourselves, ”or:“ The residual value of this equipment is zero. Why spend money on repairs when you can replace it with a new, more modern model? This way of thinking is fundamentally wrong.
Thanks to its proprietary production system, Toyota is the most profitable and fastest growing company in the world. Maybe that's why the abbreviation TPS received another transcript:
TPS House Scheme (Tools and Principles)
The TPS House was designed by Taiichi Ohno and E. Toyoda specifically to make it easier to explain the Toyota Production System to employees and suppliers. According to the developers, the shape of the house (roof, columns and base) was used deliberately, because it is understandable to everyone and symbolizes stability and solidity.
Foundation of the "TPS building"- 3 principles: Heijunka, Kaizen and Standard work.
Heijunka- organization of "smoothing" of the production plan, in which orders are executed in cycles, and daily fluctuations in the level of orders are brought to their value in the long term. For example, if a customer ordered 200 pieces of product A, 200 pieces of product B, and 400 pieces of product C in a week and wants to receive them in batches of 200, 200, and 400, respectively, after smoothing, these products will go into production in the following sequence: A, C, B, C, A, C, B, C, A, C, and so on. Similarly, if a customer wishes to pick up their weekly order of 800 in batches of 200 on Monday, 400 on Tuesday, none on Wednesday, 100 on Thursday, and 100 on Friday, the plant will produce 100 each after smoothing the production schedule. day in the following order: A, C, A, B, and so on. Some kind of smoothing is inevitable in any type of production, whether mass or lean (unless the firm and all its suppliers have infinite productivity and zero changeover time). Lean manufacturing is focused on creating excess production capacity over time due to the release of resources and reduction of changeover time. At the same time, the resulting discrepancies between heijunka and real demand are minimized, which is greatly facilitated by the process of "smoothing sales" (level selling).
Kaizen— Continuous, continual improvement of performance to increase value and reduce waste.
Standard work (standard work) - an exact description of each activity, including cycle time, takt time, the sequence of performing certain tasks, the minimum amount of stock to complete the work.
Windows "Buildings"- TPS tools. Among them are 5S, Kanban, SMED, TPM, 3P and a system for collecting creative ideas and proposals - the main tool of Lean manufacturing, which provides a process of continuous improvement.
5S- five steps for effective organization of the workspace and standardization of personnel actions based on visual control, these are:
- Sort - separate the necessary tools, parts and documents from unnecessary ones;
- Systematize: arrange and mark parts and tools in the workplace so that it is convenient to work with them;
- Sanitize: keep the workplace clean;
- Standardize: follow the 3 previous rules regularly (for example, every day) to keep the workplace in excellent condition;
- Self-discipline is a special item, since it is no longer an action, but a state that is maintained through habitual performance. first four"FROM".
Typical instructions, templates, best practices for enterprises can be found in practical guide to implementing 5S .
Visual control- such a placement of tools, parts and indicators of the state of production, in which everyone can understand the state of the system at a glance.
Kanban- a simple pull system for managing production with the help of task cards transferred to performers.
Quick Mold Change (SMED - Single Minute Exchange of Dies)- a technique for reducing the time for changeover of production equipment.
Total Productive Maintenance (TPM)- a set of methods that arose at Nippondenso (part of the Toyota group) and aimed at ensuring that each machine is constantly in working condition, and production is never interrupted.
Optimization technology of preparation of production (Production Preparation Process, 3P)— Rapid redesign of the production process and equipment layout in order to ensure guaranteed equipment performance and quality. 3P minimizes the amount of resources required, such as capital, the number of tools and fixtures used, the space and time required to carry out the production process.
System for collecting creative ideas and proposals- the main tool for maintaining the process of continuous improvement (Kaizen). The most popular way to collect suggestions is quality circles.
Determining the value and types of losses
The idea of Lean production is that any action in the enterprise is checked whether it creates value for the Consumer or not. The main goal of Lean manufacturing is to get rid of waste - actions that do not create value. Around the world, losses began to be called the Japanese word muda, which means any activity that consumes resources but does not create value. For this action should be divided into three categories:
- actions that create value;
- actions that do not create value but are unavoidable, for example, due to technological reasons, such as checking the quality of welds (muda of the first kind or losses);
- actions that do not create value that can be immediately excluded from the process, for example, tools that are far and inconveniently placed, details (second-class muda or harm).
For ease of detection, the Japanese divided the losses into seven types, later the Americans added an eighth:
- Overproduction, i.e. premature or excess production of products in excess of those required at the next stage of the process.
- Losses in transit- extra, unnecessary transportation of materials, semi-finished products, finished products.
- Traffic- any movement (movement) of people, tools or equipment that does not add value to the final product.
- Expectation- breaks in work associated with waiting for things such as human resources (labor), materials, equipment or information.
- Additional (excessive) processing- additional effort that does not add value to the consumer.
- Excess inventory- any excess supply of raw materials and materials to the production process.
- defective product— products requiring inspection, sorting, disposal, downgrading, replacement or repair.
- People- incomplete use of human mental, creative abilities and experience, absenteeism.
Even with the American addition, the Japanese classification does not show completeness and logical completeness. Therefore, during the development of a proprietary production system at the KAMAZ Automobile Plant, a classification was proposed based on six fundamental resources, in terms of their deficiency and excess, and the following designations were proposed:
Classification based on six fundamental resources
Method 6S
A similar approach requires adding one more step to the well-known 5S methodology as the fourth stage - “observe dynamic order”, - the embodiment of the well-known rule: “it’s clean not where they sweep, but where they don’t litter”. This is especially true for the tool: do not force to look - put it in its place or leave it in plain sight. An addition to the 5S methodology was made during the seminars for the leaders of KAMAZ-Metallurgy LLC.
The 6C methodology will help you get rid of waste in the workplace
№ | Japanese term | Russian term | English term | English term translation | Activity content |
1 | Seiri | Sort (organization) | Sort | disassemble, classify | Removing unnecessary |
2 | Seyton | Organize (order) | Set in Order (Straighten) | Put in order | Arranging the placement of items |
3 | Seiso | Sanitize (cleanliness) | Shine (Sweep) | clean (sweep) | Cleaning the workplace, eliminating sources of pollution |
4 | ? | Preserve dynamic order | Save | Save | Continuous maintenance of order during work |
5 | Seiketsu | Standardize (tidiness) | standardize | standardize, standardize | Standardization of rules for cleaning, ordering, cleaning |
6 | Shitsuke | self-discipline | Sustain (Selfdiscipline) | Maintain (self-discipline) | Developing habits of cleanliness and order |
Value Stream Mapping (VSM-M)
The key tool in TPS is the value stream mapping (VSM), which, with the use of new designations, becomes more convenient for building the KAMAZ production system.
Value Stream Mapping Rules (VSM-M)
AS IS (Current Status Map)
HOW IT SHOULD BE (Future State Map)
As a result of building a map of the future state, it became clear that the Cycle Time (how often the process “gives out” a part or product) can be reduced by more than 2 times. The share of Value Creation Time (the time of operations or actions, as a result of which the product is actually given properties for which the client is willing to pay), will increase significantly.
To reduce the cycle time, a program is drawn up for restructuring production into a compact, waste-free flow of single products. Convenient tools is " A3 REPORT(See The Illustrated Lean Glossary, eds. Chet Marchvinsky and John Shook), which includes VSM-M and as-is, as-is-should-be layouts, takt, cycle, and time in production calculations, and as well as a Gantt chart with stages of production improvement.
These are all part of the processes of describing Standard Work and smoothing the flow (Heijunka), which will be symbolized by the appearance in the workplace INDIVIDUAL VISUAL WORK INSTRUCTIONS and andons (visual process controls that display current status data and alert you to urgent problems).
Typical instructions, templates and algorithms for starting a LEAN project can be found inpractical guide to implementing lean manufacturing .