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TPS control system. The unity and differences of the Toyota Production System (TPS) and the Theory of Constraints (TOC). Toyota Production System

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1. Toyota production system-TPS

TPS is focused on the complete elimination of losses and is based on two principles:

The “just in time” principle, when on the production line the parts necessary for assembly appear exactly at the right time and in strictly required quantities, using “kanban” information transmission tools;

The principle of autonomy (automation with an element of intelligence).

To minimize inventory of finished goods, Toyota's production system primarily focuses on order-based production. That is why a “pull” system is used, in which subsequent processes turn to previous ones in order to take the necessary products.

The production plan, which identifies the required car models, their quantity and production time, is sent to the final assembly line. The material transfer method is then reversed. To obtain components for final assembly, the final assembly line contacts the assembly line of components, indicating the strictly required name and number of components and their delivery dates. In this reverse way, the production process moves from the finished product stage to the raw material procurement department. Each link in the JIT process chain is connected and synchronized with the others.

This system works great, but in the West, it has become only the basis for the formation of a new concept - this is Lean production - a breakthrough approach to management and quality management, ensuring long-term competitiveness without significant capital investments.

By applying this system, AvtoVAZ will significantly improve its productivity and economic performance.

The essence of lean manufacturing is the elimination of activities that take time but do not create value, as well as the creation of conditions under which the remaining activities (processes) that create value are built into a continuous flow pulled out by the consumer.

Modern “Western” management methods are often criticized, which in most cases is the result of attempts to apply methods without knowledge of the conditions necessary for their operation, which does not provide the opportunity for both the correct choice and correct adaptation to specific conditions. This happens not only in Russia.

Main features of Lean Production.

1. The company is like a big family. You should start with building a system of relationships at Toyota, which has become a key factor in the success of the implementation of Ono’s ideas.

Let's look at an example:

Toyota needed to fire a quarter of its workers, the unions were categorically against it, and then an agreement emerged that formed the basis of employee-employer relations in many Japanese firms and made workers in many respects full members of the company, which essentially became a big family:

* Toyota lays off a quarter of workers

* The remaining employees receive a guarantee of lifetime employment with the right to use all benefits: housing, holiday homes,…

* Remuneration for work becomes constant, increases with experience, and bonuses from profits are added to it.

* The company may hope that the majority of employees will remain with it for the entire duration of work

* Employees agree to perform various jobs required by the company and contribute to the interests of the company by initiating improvements.

The employee’s salary has become part of the fixed costs, which increase over time. Therefore, it was necessary to make the most of their capabilities. That is, it was profitable to organize production in such a way as to make maximum use of the increasing experience of workers. It also made sense to invest in training so that new knowledge and skills would remain within the company.

* Of course, in Russia the lifetime employment system is not applicable, but the general idea is worthy of being taken as a basis by AvtoVAZ, since very specific positive results were obtained.

As a result, the company received employees who were quite specifically interested in the company’s success (that is, the issue of motivation was practically resolved) with a sense of security, ready to proactively look for opportunities to improve work results.

The quality of the work process and the quality of the products have become important for every employee at every stage of work.

The company became interested in expanding the range of professional knowledge and skills of its employees.

It became profitable for the company to invest money in employee training.

An opportunity has emerged to transfer some of the responsibility (rights and obligations) to lower levels.

One of the main differences: Unlike the first companies, in the Toyota company responsibility (rights and obligations) for work results extends far down the hierarchical vertical. And this, on the one hand, makes the work more intense, and on the other hand, stimulates both the development of the employee and his sense of involvement in the common cause.

Another important difference, which appeared as a result of the formation of teams and the expansion of their functions, is as follows.

It is the best team players who advance through the ranks, not the exceptional specialists in a narrow field.

Another important feature of companies in general that have taken the path of Lean Production. Attitudes towards a career in such a company must change. Main reasons:

Salary depends mainly on length of service.

A team member performs more and more functions, becomes more qualified and important to the team.

The number of management personnel is decreasing, and some of the functions of specialists are taken on by lower-level workers.

An employee is associated with the company almost for life.

In such conditions, an employee is needed and possible who is interested not in vertical growth, but in growing together with the team, in improving skills to perform increasingly complex work. The company must provide the employee with the opportunity to realize his potential.

With the introduction of Lean Production, AvtoVAZ will gain an advantage over other factories on the following points:

Introducing a mandatory line stop if the defect is not corrected.

The team itself distributes the work within the allocated stage.

Workers prepare tools and equipment themselves and are responsible for preparing the workplace (cleanliness, order, availability of what is necessary and absence of unnecessary things). That is, the need for auxiliary workers and adjusters is eliminated.

If problems arise, the team should try to independently find the source, cause of the problem and eliminate it.

A team with sufficient qualifications and experience must be fully responsible for the quality of products that leave its area of ​​responsibility.

Thus, the status and role of grassroots workers will be significantly raised. Both the range of responsibilities and the range of rights have been expanded. Those. The problem of transfer of powers has been resolved.

In this regard, we can go directly to the 2nd principle: the process in the form of a continuous flow helps to identify problems.

2. Principle2: process in the form of a continuous flow helps to identifyproblems

Which is based on the following postulates:

* Redesign the process to create a continuous flow that effectively adds value. Minimize the amount of time unfinished work sits idle.

* Create a flow of products or information and establish connections between processes and people so that any problem is identified immediately.

* This flow must become part of the organizational culture, understandable to everyone. This is the key to continuous improvement and development of people.

Based on the above advantages of Lean Production, it can be said that the continuous production process will improve as workers improve and their work is organized.

It should be noted that initially, the development, design and manufacturing technology of a car in mass production were distributed among highly specialized specialists, who usually had little connection with each other and worked in different companies. As a result, problems arose in the configuration, mutual coordination of parts, technologies, deadlines, and quality. It was not a single process, but many separate works, little coordinated with each other, and even competing, which created barriers to the dissemination of better solutions, and simply a better understanding of problems.

The connection process began with the unification of suppliers into a single mechanism, which allowed the idea to further and combine the development and design of new products and technology design into a single process, starting with design and ending with the manufacturing technology of the finished product. In doing so, it became possible to take into account both the possibilities and the existing limitations from the very beginning. And the process itself is launched by marketing, that is, by the needs of the end buyer.

Toyota began to form teams consisting of a full range of specialists necessary to complete this complex task. Their level of training and experience had to be high, since the cost of an error increased significantly, the psychological load increased, but they also received the opportunity from the very beginning to clearly understand the essence of the tasks and the possibility of initial consistency with the work of the rest of the team members. The lack of internal competition allowed for free discussion and exchange of the best solutions. Team members might come from different suppliers in the chain, but they all worked closely together.

Currently, this idea, in my opinion, has reached its peak stage. In other words, I believe that the further development of continuous production will not lead to any global changes, but AvtoVAZ needs to learn from Toyota’s mistakes, study both the positive and negative aspects of production in order to work out bottlenecks and take measures to repair them, improvement or completely replace them with others. This applies in particular to the technology and equipment that is used in the production process, because as you know, new technologies are emerging with which you can increase productivity, minimize the cost of both time and energy,

In this regard, we can move on to consider another principle.

toyota stock lean manufacturing

3. Principle 8: Use only reliable, proven technology

Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.

New technologies are often unreliable and difficult to standardize, jeopardizing flow. Instead of using untested technology, it is better to use a known, proven process.

Before introducing new technology and equipment, testing should be carried out under real-life conditions.

Reject or change technology that conflicts with your culture and may undermine stability, reliability, or predictability.

Still, encourage your people to keep an eye on new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested to improve flow.

Add value to the organization by developing your employees and partners AvtoVAZ needs to focus its production on introducing new technologies and equipment. I believe that the technology that Toyota uses is very competent and thoughtful and our domestic automobile production needs to use the same methods as Toyota, which uses: 1) the method of leveling production by volume, known as “fine-tuning” production using the “ Kanban" is the most important condition for minimizing the loss of worker time and equipment downtime.

To avoid large variations in the quantity of parts required at all stages of production, as well as those obtained from external suppliers, it is necessary to minimize fluctuations in output on the final assembly line. Therefore, minimal quantities of each car model must come off the assembly line, realizing the ideal of piece production and delivery. In other words, different types of cars will be assembled one after another according to the daily production volume of each type. The assembly line will also receive the necessary parts in small batches from previous sections.

The most difficult problem in ensuring smooth production is setting up and retooling equipment in order to reduce production time.

2) For the trouble-free operation of the just-in-time system, 100% of products without defects must be delivered to subsequent production sites, and this flow must be continuous. Automatic quality control must be introduced.

In general, the application of lean manufacturing principles and tools will allow AvtoVAZ to achieve a significant increase in the efficiency of the enterprise’s core activities: reducing the time for design, manufacturing and delivery of new products to the market; growth in labor productivity, increase in resource turnover, reduction in the level of work in progress and inventory, reduction in production space and transportation/warehousing costs; improving the quality of products and increasing competitiveness without significant capital investments. In addition to the above advantages, the matrix-modular organization of the technological process involves the allocation in the TPS structure of functionally (or subject-wise) logically and structurally complete work centers, which are closed cells for group processing of parts and robotic complexes (in the terminology of systems engineering - actuators / control units), which operate as Autonomous modules with their own control programs and provide the ability to completely process parts in one installation.

Rapid equipment changeover is the TPS principle, which will reduce hours of die replacement to just a few minutes.

3) The SMED system will allow you to quickly respond to changes in consumer demand, reduce production cycle times by moving to small production batches, and eliminate overproduction.

The 8 main SMED system methods used to reduce changeover time for each of these functions are discussed:

Method 1 - separation of internal and external adjustment operations. It is necessary to clearly define which setup operations must be performed while the machine is stopped (internal setup, or IED), and which can be performed while the machine is running (external setup, or OED).

Method 2 - transforming internal actions into external ones.

Method 3 - standardize function, not form. Standardizing die shapes and sizes can significantly reduce setup time. However, standardizing the form requires significant costs. On the other hand, standardization of a function only requires uniformity of parts required for setup operations.

Method 4 - use of functional clamps or complete removal of fasteners.

Method 5 - use of additional devices. Some of the delays associated with internal adjustments can be eliminated by using standard fixtures. When a workpiece secured in one fixture is processed, the next workpiece is installed in the second fixture. When the processing of the first workpiece is completed, the second fixture is easily placed on the machine for processing.

Method 6 - use of parallel operations.

Method 7 - eliminating adjustments. Typically, adjustments and test runs take up 50-70% of internal setup time. Eliminating them provides amazing time savings.

Method 8 - mechanization. While replacing small cutters, fixtures, dies and fixtures is not a problem, mechanization is often essential to the efficient use of large dies, casting molds and molds. Mechanization should be considered when all efforts have been made to improve the changeover process in the ways described above.

Over the years, out of several hundred SMED improvements, the most effective for AvtoVAZ will be in:

Clear separation of internal and external adjustments;

Possibility of complete conversion of internal adjustment to external;

Elimination of adjustments;

Fastening without screws.

These methods can reduce installation time by approximately 20 times the initial time.

4) Automation - Autonomation - Pre-automation - Automation with an element of intelligence or taking into account the human factor

Automatically stopping an abnormal production process (for example, stopping a production line or machine) to prevent the production of defective products or overproduction means installing devices on the line that could prevent mass production or failure of equipment.

The word “autonomization” (“jidoka”) should be understood as the organization and autonomous control of violations of the processing process. At Toyota factories, almost all machines are equipped with automatic stops, which makes it possible to prevent defects in mass production and turn off the equipment in the event of a breakdown. The so-called “protection against careless or inept handling” is one such device that prevents defects in operation. If there is any deviation from the norm on the line, the worker stops the entire line by pressing a button. The express scoreboard in the Toyota system plays an important role of visual control. If a worker needs help to eliminate a delay in work, he turns on the yellow light on the display. If he needs to stop the line to troubleshoot a problem, he turns on the red light. Therefore, one operator can serve several machines. If machines are repaired without informing managers, then improvements will never be achieved and costs will not decrease. Stopping the machine when problems occur ensures that everyone is aware of the problem. Improvements can only be made when there is a clear understanding of the problem. For any machine, the distinction between normal and abnormal operation must be clear, and measures to prevent repeated failures must be unconditional. In an autonomous system, “visual guidance,” or “signal guidance,” helps identify production deficiencies.

In general, automation is a mechanism that will allow the AvtoVAZ plant to autonomously detect deviations in the production process.

This is one of the basic principles of the Toyota Production System - TPS. The source of the concept was the Toyota Sakiti self-propelled loom. His invention was equipped with a device that automatically stopped the machine as soon as the thread broke or ran out. In other words, the machine was able to respond to emergency situations.

5) Andon - a device for visual monitoring of the production area, which will warn workers about defects, malfunctions of equipment or other problems using light, sound and similar signals. The TPS system will become an important tool in the AvtoVAZ production system.

This is an indicator of the production line's performance, placed high above the line and providing a visual management tool. The warning lights work as follows. During normal operation, the green light is on. When a worker needs to adjust something on the line and call for help, he turns on the yellow light. If a line stop is required to eliminate a fault, a red signal is turned on. Workers should not be afraid to stop the production line to fully restore the process to normal.

Baka-yoke - Baka-yoke - Fool resistance - Protection from fools.

To completely eliminate defects, tools and equipment must be modernized by equipping them with baka-eke - defect prevention devices. Which will also become an important tool of the AvtoVAZ production system.

Here are some examples of them:

If there is an error in the workflow, the part will not fit into the tool.

If a defect is detected on a part, the machine does not turn on.

If there is an error in the workflow, the machine will not start processing the part.

If errors occur in the workflow or one of the operations is missed, corrections are automatically made and processing continues.

The presence of violations at earlier stages is checked at later stages to prevent defects.

If you skip one operation, the next stage will not begin.

6) Visual control - Management by signals - Visual control - Management by sight

We are talking about visualization, visibility of control methods through appropriate boards, screens, cards, signals on lines, machines and equipment.

Conclusion

The automotive industry is one of the largest sectors of the national economy and therefore, giving a general description of the level of automotive production, it can be noted that in terms of basic parameters (degree of automation, capacity utilization rates and equipment shifts, etc.) it occupies a leading position among other branches of mechanical engineering. Although, when compared with the foreign automotive industry, we are very far behind in many respects.

Japanese cars have always been famous for their incredible quality of parts, assembly, rich equipment, and technical characteristics. It’s not for nothing that automakers from the “land of the rising sun” locate their factories in Europe and America, which are not separated by automakers - even in these regions there is a stable demand for Toyotas and many other brands of Japanese cars.

The Russian automotive industry should learn a lot from the experience of Japan, namely a long-term orientation, rejection of narrow specialization, universal development of the employee and stable employment associated with such development, rotation of personnel within the company, learning on the job, moving towards the set goal, it is necessary to use proven experience in production technology, introduce new capacities, and generally update the entire production system, etc. All this is necessary for every company that wants not only to succeed, but at least to exist.

Bibliography

1) Jeffrey K. Liker. "DAO Toyota 14 principles of management of the world's leading company." book 5.

2) http://www.autoconsulting.ua/article.php? sid=20871

3) http://www.pelta.org/index.php

4) http://www.cfin.ru/management/manufact/manufacturing_sys-02.shtml

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Toyota production system (TPS)

IN 1930s Toyota Motor Corporation primarily manufactured simple trucks. At first, these were low-quality cars with primitive manufacturing technology (for example, body panels were nailed to the frame with a hammer). Toyota was not one of the successful companies.

In the 1930s, Toyota executives studied Henry Ford's book Today and Tomorrow (1926) and went to America to study assembly lines at Ford and GM plants. The conveyor system, precision machines and the idea of ​​economies of scale were tested in factories that made looms.

Already before World War II, Toyota realized that the Japanese market was too small and demand was too heterogeneous to rely on mass production that would be profitable in the United States. A US car production line could produce 9,000 units per month, while Toyota produced only 900 cars per month, meaning Ford's productivity was 10 times greater. Toyota managers realized that in order for the company to continue to exist, it was necessary to adapt the idea of ​​mass production to the Japanese market. But how to do that?

Mass production Ford was designed to produce a limited number of models in huge quantities. That's why all Model Ts were black. Toyota needed to produce many different models in small batches on one assembly line. The demands of consumers in the very limited Japanese automobile market were too diverse to create a separate assembly line for each model.

Ford was flush with money and had a huge American and international market at its disposal. Toyota didn't have funds, and she worked for one small country. With very modest resources and capital, Toyota had to speed up cash flow as much as possible (from the moment an order is received to the sale of a product).

Ford had a well-established supply system, Toyota does not. Toyota couldn't hide behind high volumes and save on scale like Ford. She needed to adapt the production process to different conditions and at the same time achieve high quality, low cost, short development time and maximum flexibility.

When Eiji Toyoda and his managers went on a 12-week study tour of U.S. factories in the 1950s, they thought they would be amazed at the progress in manufacturing.

Unexpectedly, they discovered that mass production technologies had remained virtually unchanged since the 1930s. This production system had many disadvantages. They saw that bulky equipment was used to produce large batches of products, and the parts themselves lay motionless for a long time, waiting to be sent to the next site, where after processing history would repeat itself. They noticed that inconsistencies between individual stages of the process lead to the accumulation of huge stocks of components. They saw that equipment was expensive and that the notorious efficiency of reducing the price of one product forced workers to constantly monitor the smooth operation of the equipment.

Having familiarized themselves with the traditional system of financial rewards, they realized that managers who managed to produce the largest number of parts, without allowing machines and workers to stop, received cash bonuses, although their work led to overproduction, defects that, with huge quantities of finished parts, went unnoticed for a long time , and a very uneven flow. Workplaces were in disarray and no one was monitoring their condition. Forklifts scurried here and there, moving mountains of parts from place to place. The factories resembled warehouses rather than manufacturing plants. To put it mildly, what they saw did not make much of an impression on them. They realized that they could compete with such an opponent.

When Eiji Toyoda returned, he invited plant director Taiichi Ono to his office and set him a new task: to improve Toyota's production process so that the company would not lag behind Ford's in terms of productivity.

IN 1950s It went to production, which he knew like the back of his hand, and began to change the rules of the game. He began his countless raids on Toyota plants, consistently introducing the principles of jidoka and one-piece flow. Many years passed before he was able to gradually create a new production system - the Toyota Production System. Of course, not only Ono and his team took part in its creation.

Along with the lessons of Henry Ford, TPS borrowed many other ideas from the United States. One of the most important was the pull concept, which was based on the operating principle of American supermarkets. In any good supermarket, the stock of goods on the shelves is replenished as customers sort them out, that is, as they are consumed. On the shop floor, this means that the production or replenishment of parts in Stage 1 must occur as the next Stage 2 has used up almost all of the parts produced in Stage 1 (that is, only a small reserve stock remains). In TPS, the next batch of parts from Stage 1 is requested only when the number of parts used in Stage 2 has been reduced to a specified minimum, called “kanban”. It sends a signal to the previous stage that it is time to replenish the stock of parts. It turns out that the parts are “pulled” along the chain - from the final stages of the production cycle to the initial ones.

Without a pull system, the JIT concept, one of the two most important components of TPS, cannot be implemented.

In addition, Toyota enthusiastically embraced the teachings of American quality pioneer Edward Deming. He conducted seminars in Japan on quality and productivity and taught that in any business system the first priority of all employees in the organization is to satisfy and anticipate the desires of the consumer. He expanded the concept of “consumer” to include not only external consumers, but also internal ones. Any person and any stage of the production process must be considered as a consumer who must be provided with everything necessary and at the right time. This is how Deming’s principle “the next process is your consumer” appeared. This is one of the most important principles of the JIT concept. This principle means: the preceding process must always do what the next process requires. Otherwise, the JIT concept and the pull system will not work.

In addition, Deming equipped the Japanese with a systematic approach to problem solving known as the Deming Cycle, or PDCA (Plan-Do-Check-Act) cycle. This approach has become the cornerstone of continuous improvement. In Japanese, continuous improvement is kaizen. The word denotes a process of gradual but continuous improvement to eliminate any waste that increases costs without adding value. In fact, kaizen means “change for the better” and can refer to both fundamental changes and minor, incremental changes. Western firms prefer to rely on innovation, which allows for an immediate revolution, while constant and gradual improvement is their weak point. That is why when training Western entrepreneurs, the emphasis is on small, gradual changes. Sometimes significant, radical transformations are called kaikaku (or kairio). Kaizen teaches you to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team. Kaizen assumes that a decision or proposal must come from the workers, and requires that the implementation of any decision be preceded by open discussion and consensus. Kaizen is a whole philosophy that involves the pursuit of excellence and is the basis of TPS.

IN 1960s TPS turned into detail well-developed system, which could be applied to any type of business and to any process.

Main componentsTPS become:

    concept of “just-in-time” (JIT, “just-in-time”);

    Jidoka - quality built-in, autonomization (intelligent automation), built-in error protection.

Tools TPS includes the following elements(methods):

    determining the value of the future product;

    building a value stream;

    standardization;

    visualization;

    total equipment maintenance (TPM);

    quick changeover (SMED);

    rational organization of workplaces (5S);

    error protection - jidoka (poka-yoke);

    total quality management (TQM);

    continuous improvement - kaizen.

The listed elements formed the basis 14 principles, components of the Toyota approach. The principles are grouped into four categories:

    long-term philosophy;

    the right process produces the right results (this involves using a range of TPS tools);

    add value to the organization by developing your employees and partners;

    Constantly solving fundamental problems stimulates lifelong learning.

Principle 1. Make management decisions with a long-term perspective, even if this is detrimental to short-term financial goals..

    Use systematic and strategic approaches when setting goals, and all operational decisions should be subordinated to this approach. Realize your place in the history of the company and try to take it to a higher level. Work on the organization, improve and rebuild it, moving towards the main goal, which is more important than making a profit. A conceptual understanding of your purpose is the foundation of all other principles.

    Your main task is to create value for the consumer, society and the economy. When assessing any type of activity in a company, consider whether it solves this problem.

    Be responsible. Strive to control your destiny. Believe in your strengths and abilities. Be accountable for what you do, maintain and improve the skills that allow you to produce added value.

Principle 2. A continuous flow process helps identify problems.

    Reengineer your process to create a continuous flow that effectively adds value. Minimize the amount of time unfinished work sits idle.

    Create a flow of products or information and establish connections between processes and people so that any problem is identified immediately.

    This flow must become part of the organizational culture, understandable to everyone. This is the key to continuous improvement and development of people.

Principle 3. Use a pull system to avoid overproduction.

    Make sure that the internal consumer who accepts your work gets what he needs at the right time and in the right quantity. Basic principle: In a just-in-time system, the inventory of items should be replenished only as they are consumed, minimizing work in progress and stockpiling of inventory. Keep a small number of items in stock and replenish these stocks as customers pick them up.

    Be sensitive to daily fluctuations in consumer demand, which provide more information than computer systems and charts. This will help avoid losses due to the accumulation of excess inventory.

Principle 4. Distribute the amount of work evenly(heijunsh):work like a tortoise, not like a hare.

    Eliminating waste is only one of the three conditions for lean manufacturing success. Eliminating overload of people and equipment and smoothing out uneven production schedules are equally important. This is often not understood in companies that try to apply lean manufacturing principles by working to distribute the load evenly across all processes related to production and service. This is an alternative to alternating rush jobs and downtime, characteristic of mass production.

Principle 5. Make stopping production to solve problems part of the production culture if quality requires it.

    Quality for the consumer determines your value proposition. Use all available modern quality assurance methods.

    Create equipment that can independently recognize problems and stop when they are identified. Develop a visual system to notify the team leader and team members that a machine or process requires their attention. Jidoka (machines with elements of human intelligence) - the foundation for “embedding” quality.

    Ensure that the organization has a support system in place to quickly resolve problems and take corrective action.

    The principle of stopping or slowing down the process should ensure that the required quality is obtained “the first time” and become an integral part of the company’s production culture. This will improve process productivity in the long term.

Principle 6. Standard tasks are the basis for continuous improvement and delegation of authority to employees.

    Use stable, repeatable work methods to make results more predictable, improve teamwork, and produce more consistent output. This is the basis of flow and pull.

    Capture the accumulated knowledge about the process, standardizing the best methods at the moment. Do not discourage creative expression aimed at raising the standard; consolidate what you have achieved with a new standard. Then the experience accumulated by one employee can be transferred to the one who replaces him.

Principle 7. Use visual inspection so that no problem goes unnoticed.

    Use simple visual aids to help employees quickly identify where they are meeting the standard and where they have deviated from it.

    You should not use a computer monitor if it distracts the worker from the work area.

    Create simple visual control systems in your workplace that promote flow and pull.

    If possible, reduce the length of reports to one sheet, even when it comes to major financial decisions.

Principle 8. Use only reliable, proven technology.

    Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.

    New technologies are often unreliable and difficult to standardize, jeopardizing flow. Instead of using untested technology, it is better to use a known, proven process.

    Before introducing new technology and equipment, testing should be carried out under real-life conditions.

    Reject or change technology that conflicts with your culture and may undermine stability, reliability, or predictability.

    Still, encourage your people to keep an eye on new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested to improve flow.

Principle 9. Develop leaders who thoroughly know their business, profess the company’s philosophy and can teach this to others.

    It is better to develop your own leaders than to buy them from outside the company.

    A leader must not only complete the tasks assigned to him and have the skills to communicate with people. He must profess the company's philosophy and set a personal example of how to do business.

    A good leader must know the day-to-day work like the back of his hand, only then can he become a true teacher of the company's philosophy.

Principle 10. Develop exceptional people and form teams that adhere to the company's philosophy.

    Create a strong, sustainable work culture with lasting values ​​and beliefs that everyone shares and accepts.

    Train exceptional people and teams to operate with a corporate philosophy that produces exceptional results. Work tirelessly to strengthen your production culture.

    Form cross-functional teams to improve quality, productivity and flow by solving complex technical problems. Arm people with the tools to improve the company.

    Relentlessly train people to work as a team towards a common goal. Everyone should learn to work in a team.

Principle 11.Respect your partners and suppliers, challenge them and help them improve.

    Respect your partners and suppliers, treat them as equal participants in a common cause.

    Create conditions for partners that stimulate their growth and development. Then they will understand that they are valued. Set challenging tasks for them and help them solve them.

Principle 12. To understand the situation, you need to see everything with your own eyes (genchi genbutsu).

    When solving problems and improving processes, you must see what is happening with your own eyes and personally verify the data, and not theorize by listening to other people or looking at a computer monitor.

    Your thoughts and reasoning should be based on data that you have verified yourself.

    Even representatives of the company's senior management and department heads must see the problem with their own eyes, only then the understanding of the situation will be genuine and not superficial.

Principle 13. Make a decision slowly, based on consensus, after weighing all possible options; when implementing it, do not hesitate(nemawashi).

    Do not make a definitive decision on a course of action until you have weighed all the alternatives. When you have decided where to go, follow the chosen path without delay, but be careful.

    Nemawashi - it is a process of collaborative discussion of problems and potential solutions in which everyone participates. His task is to collect all the ideas and develop a common opinion on where to move next. Although this process takes quite a lot of time, it helps to carry out a larger search for solutions and prepare conditions for the prompt implementation of the decision made.

Principle 14. Become a learning structure through relentless self-reflection(hansei) and continuous improvement(kaizen).

    Once the process has stabilized, use continuous improvement tools to identify the root causes of inefficiencies and take effective action. Create a process that requires almost no inventory. This will help identify wastage of time and resources. When waste is obvious to everyone, it can be eliminated through continuous improvement (kaizen).

    Protect the knowledge base about the organization of your company, prevent staff turnover, monitor the gradual promotion of employees and the preservation of accumulated experience.

    When you complete the main stages and complete the entire work, analyze (hansei) its shortcomings and speak openly about them. Develop measures to prevent the repetition of mistakes.

    Instead of reinventing the wheel when you start a new job or when a new manager comes on board, learn to standardize best practices and methods.

According to many experts, the essence of lean manufacturing is not to copy Toyota tools designed for a specific production process. Lean manufacturing means developing and adhering to organizational principles that effectively add value to consumers and society. But it is still possible to identify general steps along this path.

For creating lean manufacturing at a specific enterprise it is necessary to perform the following Steps:

    Determine the value of the product.

    Determine the value stream of this product.

    Ensure the product value stream flows continuously according to takt time.

    Create a pull system for production management.

    Use kaizen to continually eliminate waste, reduce batch sizes, shrink supermarkets, and expand the distribution of continuous flow.

The Toyota Production System is based on the principle of continuous improvement (Kaizen). It is a process of gradual but constant improvement to eliminate any waste. Losses are understood as actions that increase costs and do not bring added value to the product, that is, do not provide value and benefit to the consumer.

There are 8 main types of industrial losses

1. Overproduction
2. Waiting and wasting time
3. Unnecessary transportation and handling
4. Overprocessing
5. Excess inventory
6. Extra movements
7. Defects and defects
8. Unrealized creative potential of employees

The Toyota production system includes many different and important elements. But the most remarkable thing is not that each of them works on its own, but that they all interact with each other within this system. The Toyota Production System is often depicted as a visual diagram. "House of TPS":

The roof of the house is the goals that the company pursues: quality, low costs and the minimum speed of order fulfillment.

Two load-bearing columns:
1. Just-in-time system prevents overproduction.
2. Quality control system (Jidoka) production process minimizes the occurrence of defects, increasing product quality.

The foundation of the house is based on the stability and philosophy of Toyota.

Inside the house there are people, an expert team with high morale and a desire for continuous improvement.

How it works

Thanks to the Just-in-Time concept, excess products are not created and therefore inventory does not accumulate in the production line. When a defect appears on the line, a signal is given - Andon - production stops, and a search for a solution to the problem begins on the spot. Due to lack of supplies, all production stops and the situation becomes critical. This contributes to the need for a quick solution to the problem. All employees take part in finding a solution, thereby improving their skills. As a result, the problem is solved almost immediately, rather than being put off for a long time.

Just in time concept

Even before Taiichi Ohno pioneered TPS in the 1950s, factories were more like warehouses, with forklifts scurrying around moving heaps of parts, components stockpiled in excess right next to machines and work stations, leaving them in constant flux. disorder. And the main reason for this state of affairs was precisely overproduction.

Overproduction- the main source of losses, which leads to loss of time, excess inventory, unnecessary movements and movements. To eliminate overproduction from the production process, Toyota developed the just-in-time concept. Its idea is to have the right parts in the right quantity in the right place. No more no less.

This principle can be clearly observed in supermarkets - goods are put on the shelf when their quantity reaches a certain minimum. It’s the same thing at a factory - there’s no need to store a mountain of parts at the workplace if exactly that number is not needed right here and now.

Jidoka - quality control in the workplace

This is smart production automation. The principle is based on working for quality and immediately stopping production when a defect appears. After this, work immediately begins to eliminate the cause of the defect on site. This eliminates overproduction, the appearance and accumulation of defective products.

Jidoka - smart automation of production processes

At the forefront of TPS is the consumer and the main question is always the same - what does he expect from the production process. It is important to understand that this means not only the final consumer, that is, the buyer, but also the internal one - the one who works with the product in subsequent operations of the production line. It is important to provide the consumer with a high-quality product, without defects. This is what jidoka is for.

The main thing is people

People are always at the center of the Toyota system. Ensuring safety, training and development of personnel, as well as the opportunity for each worker to take part in the life of the entire company. Kaizen teaches you to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team.

People are the main link in the entire Toyota philosophy

The Kaizen philosophy implies that the decision or proposal must come from the workers. The implementation of any decision in the production process is subject to open discussion, the goal of which is to reach a reasonable consensus. These principles were laid down from the very beginning of the Toyota production system. After all, the worker knows the equipment he works with every day better than the plant director. The worker knows exactly what the problems are, and almost always knows what needs to be done to fix them.

TPS then and today

The Toyota Production System began to emerge in the 1950s. Japan was experiencing one of the worst crises in its history: exhaustion from war, the explosion of atomic bombs, and a severe decline in the economy. It was at this time that the management of Toyota Corporation decided to improve production processes. Under such conditions, Taiichi Ohno, the then director of the Toyota plant, began to develop the Toyota Production System.

Taiichi Ono comes up with TPS

As a result, this system became effective not only in the automotive industry, but also took hold in office work, the service sector, sales, etc. After 40 years, elements of the Toyota production system began to be used throughout the world.

Continuous improvement, reduction of losses, improvement of product quality, all this is the result of the Toyota Production System. Its main task is to ensure that the consumer receives a quality product on time. Toyota and all its suppliers are committed to this concept, which ensures a leading position in the global market. Be with the leaders - buy Toyota equipment.

Irina Krokhmal - Head of the Production System Development Department of KAMAZ-Metallurgy OJSC

Basic principles of T - TPS:
. JIDOUKA(Jidoka) - Combined processes, quality (previously they used the definition “Autonomization”)
. JIT (Just in time) - Right on time
. Cost Down- Cost reduction
. Motivation
. KAIZEN- Continuous improvements

T-TPS is an important part of the integrated TMS system, which also includes sales and service of the Toyota concern.
TMS - Toyota Management System
T-TPS -Total Toyota Production System
TDS - Toyota Development System
TSS - Toyota Sales System
TPS - Toyota Production System

Effect of Total Toyota Production System

Until 1980, Toyota was managed according to the “top-down” or Top-dovun Management principle. A top-level manager came to the production site and recommended eliminating the shortcomings; subordinates were given instructions on what exactly to do, and failure to comply entailed punishment. This approach led to overtime work and exhaustion to eliminate comments. Everyone worked ahead of the expectation of the next top check. The workers even created a secret warning system, and where the inspection intended to arrive, the workers scattered. I had to think and change my approach to production management.

Since 1980, the self-study method (Jichuken) has been proposed for production management. This formed the core of the Toyota production system:

  • Independent analysis and ranking of problems;
  • In-depth study of the causes of problems;
  • Independent development of events;
  • Improvement of the production site;
  • High level of motivation.

This approach required the main thing - the activation of the company's personnel. As production personnel expand their scope of activities, Toyota pays great attention to the education and training of workers. Workers are also assigned functions that are very important to the built-in quality process and the continuous improvement process. Therefore, an important condition when building management using the Jichuken method is the training and development of workers.

When creating T-TPS and managing the Jichuken method, the logistics and quality departments became subordinate to production, and workers are trained and perform the functions of controllers and forwarders: they competently work with the parameters of suitable products and manage kanban cards. Currently, there are no quality control posts at Toyota; control is not needed at all during finishing operations, because Built-in quality is created in production, executed and guaranteed by production. And the quality department performs the functions of constant monitoring of parameters for assessing operations, develops, implements and monitors measures to improve product quality. All these changes made it possible to have 5-6 defective units out of the total number of items per 1,000,000 products. Under previous management, there were 3-4 defective units per 1000 units. Toyota's goal is 0 defective units and they are constantly working on this. Production workers at Toyota are the strongest link.

Differences between the old TPS system (Old TPS) and T - TPS

Emphasis on motivation and kaizen

Modeling the operation of lines and flows

Staff activation, continuous process improvement (kaizen)

Interaction between management and workers

Management through the direction of the manager

Management through independent thinking

Promoting management approaches through motivation

Control and direction from above

Everyone participates in kaizen

Guaranteed quality

Autonomation

Combined processes

Significant effect

Any improvements

Think and earn

Cost reduction

Active Flow Simulation

Process engineering from line design

Power of Company

Toyota experts assess the strength of a company by the level of strength of the company's personnel. To do this, use the formula

n
Company success =( P personality)*( A bility)*( M)
i=1 i i i

n= Works+Staff
Where
. P- personal qualities of a company employee (character)
. A- skills, professionalism of the employee
. M- level of employee motivation
This determines Toyota's success as a company, that is, profit and quality.

The role of a leader, a manager at any level of a company, is to constantly work to raise the level of skills and motivation of staff, in other words, to activate workers in sections, departments and office employees. Toyota management does not consider itself outstanding, but this principle that the company implements produces results and distinguishes it by its main strength; Toyota has very skillful and highly motivated people.

Toyota constantly evaluates itself using Global Benchmarking (GBM) with an emphasis on T - TPS in a five-point system. This helps determine the company's place at the global level. Toyota specialists were invited to evaluate other companies around the world using this system in the USA, Korea, China, and Japan. If the score reaches 3 points, the company is considered competitive in the world. Currently, only Toyota has a rating of 5 points. Most companies in the USA and Korea have 2-3 points and do not have 4-5 points; in China there are only 1-2 points so far.

The assessment is built according to a hexagon diagram, each of the corners means an assessment parameter, and the level from the center means points (from one to five).

Production sites and personnel
. standardization
. staff training
. logistics level
. equipment
. quality (how much can quality be guaranteed)

As already said, Toyota is distinguished from other companies by people with multifunctionality. This is an important advantage and is fully provided and supported. Each production site must have a matrix with a list of jobs (operations) and a list of workers in this site, in which the main indicators of the employee (skills) are reflected in the shaded sectors of the circles.
1 - completed training
2 - know how to perform the operation
3 - I can do quality work
4 - I can teach someone else

This way of assessing site workers and visualizing skills is important. If you need to increase the takt time, the volume of work, and the staff is not very trained, then it is unlikely that the work will speed up and the task will be completed. The more developed the multifunctionality, the easier it is to change takt time and production volume. Toyota always changes the takt time once a month. If qualifications allow, it is also useful to rotate employees.

Training at Toyota is systematized. People learn from the moment they enter. As workers undergo training, they are assigned skill ranks. The highest rank is S, very few people have it. Main ranks A, B, C…. The ranks of workers are also visualized and posted in the workshop areas. The training is carried out one-time, the theory is read and then you can begin to implement it. During training, workers have to grasp everything on the fly, because... The theory is taught only once. But during the construction of T-TPS, this knowledge must be applied in practice, so there are trainings, they are carried out several times. During the training, skills are acquired on how to do it correctly in practice. After listening to information once, it is not possible to remember everything. Therefore, the training step is important: to remember with your body the movements for a specific work operation without errors. Not wasting time repeating information is visualization. This method helps both the worker and the manager. Important: convey information and consolidate it.

The main tool for activating working production sites is “Quality Circles”. This form exists on an ongoing basis, its participants are members of the site team. The main goal of the “quality circle” is an independent analysis of identified problems in the production operations of the site, increasing the level of product quality and seeking to reduce production costs.

There is competition between sections of the enterprise (“quality circles”) on the quality of work performed and on solving production problems. The results are summed up once a month at a general meeting of “quality circles”. The best works are awarded. It is important. At the sites, the level of skills increases, the level of knowledge and motivation increases.

In addition to the basic technological requirements for performing work operations, Toyota’s main requirement is requirement not to make a marriage, not to transfer a marriage. In this direction, Toyota uses the ANDON tool in the production process. Any worker is given the right to stop the production line, if the problems are not corrected within 60 seconds of detecting a deviation in workmanship. As a rule, stopping happens extremely rarely.

Andon - warning system

Toyota is never punished for defects. On the contrary, if it happens that for some reason the marriage is made, discovered and presented, this is encouraged. Each work site plays the role of a quality controller. If a worker detects a deviation in the production process and this could lead to a defect, he immediately acts: he gives a signal using a button or cord, after which the signal lamp for the manager lights up. Each precinct has an Andong scoreboard. This is an electronic display that reflects all operational operations of the site. At the same time, it is a warning system for all workers on the site. The site manager immediately approaches the problem area at the signal of the yellow lamp. He has 60 seconds to solve and, as a rule, the problem is solved in 60 seconds. If they don’t decide, then after 60 seconds the red lamp will light up - this is a signal to everyone to stop the line. It is important.

At Toyota, visualization is very important. Visualization is a way to prevent and control an emergency situation. Visualization is a reminder of important information; it is a form of consolidating the acquired knowledge for a specific operation.

JIDOUKA (Dzhidoka) - Combined processes, quality (previously they used the definition “Automation”)
Built-in quality. Principle: only produce what is suitable. Do not produce defects, do not allow defects to appear, do not transmit defects.

Product quality management is a system of stops and warnings in case of defects. The quality control process is supported by inexpensive instruments and cheap control methods. In-process controllers are production workers who perform work operations. The production department bears full responsibility for quality. At each site, a suitable product is made and only suitable products are transferred from site to site. Therefore, it is customary to talk about combined processes or a combination of processes, and not autonomization, as was previously accepted.

A control matrix is ​​available for a thorough assessment of controls. In traditional control schemes, it is difficult to assess where defects occur, a lot of time is lost, and as a result, stocks of defects are created! In most enterprises, defect data is taken from a personal computer and relies too much on unreliable information. The PC reflects only a small part of reality, so it is customary for Toyota to identify defects at every processing stage. If the cause of the defect is discovered, measures (kaizen) are immediately implemented. The first step is to perform an on-site analysis of the problem. Or as they say in Toyota: a crime is investigated at the crime scene, the weapon used to commit the crime.

All useful information on defects is posted in the “Quality Corner” at each site. A marriage sample and documents for this marriage are required. This is supported by the production department, not the quality control department. Built-in quality is created by those who produce, guarantee and ensure quality. The quality control department is assigned the function of supporting the production department. The quality control department performs various timing and time measurements.

There are tools to identify defects:
. In case of marriage STOP!
. Do not accept or transfer marriage!
. Quality check card with 5 levels: poor quality (BACK), slightly better, tolerable, good, very good.

The product defect level is represented by a matrix. This matrix is ​​filled in for each section. There are operations on the site. All of them are recorded in a matrix. Operations are rated on a 5-point scale.

Table for rough example

(a) - assessment that the details of the required parameters and ease of execution
(b) - assessment based on checking the technical conditions of the operation

The parameters and characteristics of the required quality are included in the matrix being developed in relation to a specific site. For all low matrix scores, urgent measures (kaizen) are carried out. This improvement has significantly increased the level of quality.

Now at Toyota, such a quality report is also used in auxiliary production when improving processes at each workplace. People are encouraged to acknowledge the detected defect, the problem is urgently sorted out and the causes are eliminated.

Cost Down - Cost reduction

At Toyota, everyone thinks every day about reducing product costs. It is important not to do anything unnecessary! Do not create excess inventory, do not do work that no one ordered. They are engaged in cost reduction with the involvement of all personnel, starting with the design of new products. Production is actively engaged in cost reduction. Cost control is carried out by a dedicated foreman. He controls the cost of raw materials, energy costs, and labor costs.

Previously, information on cost at Toyota was closed, but today information on cost is transferred to production departments in order to reduce it. Every production department specialist must think about cost and look for ways to reduce it. With the previous approach, management was: heads of departments and workshops controlled work processes and gave instructions. Now, in addition to this, there is a requirement to reduce costs, be in contact with employees, activate workers, instill skills in introducing improvements, train staff, increase productivity and quality.

An important tool in achieving cost reduction is improvement (kaizen)
. 5 S =4 S +1 S (improvement)
. Visualization
. Execution of STANDARD operations
The effect is the activation of employees and a high level of motivation.

5 S assessment: conscious and subconscious

Toyota believes that it is necessary to grade each work site. It is necessary to clearly evaluate the effect of the 5 S - this is the activation of employees and areas. Grades improve skills and motivation. Toita is constantly working to improve workers' skills and motivation. As a rule, a group of people works at each site. The goals that the group sets for itself are achievable. If the group achieves the goal, then the participants are satisfied. It is important to maintain an atmosphere of joy. Scientists have concluded that the brain perceives joy as an addiction and strives to repeat it. The concept of 5 S ratings is built on these dependencies at Toyota. It is important to constantly influence the site group and move the group up to the real goal. There is no need to stabilize grades 2 and 3. This leads to a decrease in results and a decrease in the level of motivation. Any score can be good, but it can also improve. The manager must be well aware of the peculiarities of working with the group and be sure to praise the workers even for minor improvements. Promotion of improvements is especially necessary and important.

Thinking works with theory; it is important to build a transition from planning to action. For what reason do we not take action if we know everything well? It is required to influence the conscious and subconscious mind and, in particular, to increase motivation. Often the subconscious is not ready, even if the conscious mind determines the need for action. In order to transfer information from consciousness to the subconscious, it is necessary to increase motivation. Part of the brain is responsible for motivation. Managers must understand how to influence a person’s spiritual state and be able to increase motivation.

All activities of the previous Toyota production system were aimed at reducing inventories, reducing costs, and improving quality, that is, management did not think about the happiness of employees and the company. Total - TPS sets a goal: to achieve the level of happiness of each employee and thereby increase their level through the 5 S, “quality circles”, TPM and other tools.

If the purpose of TPS was to reduce workers, then today in T - TPS this is not relevant. We need to start building a production system by activating staff and increasing motivation.

Statistics also show that in the course of daily work, workers become more aware and aware of the causes of equipment failure. The workers themselves make proposals for improving the maintenance of equipment and improving the process using the equipment. Essential workers perform maintenance work on operating equipment: know how to perform maintenance and perform inspections, cleaning, and minor repairs. This is done everywhere at Toyota, which is why this practice is called universal TRM equipment maintenance. But major repairs and scheduled maintenance are performed by service departments.

Work site crews regularly participate in meetings to evaluate TRM performance. Such meetings are called Bu-ay. Bu-ay is assessed by all teams (for example, at 2 factories there are 100 teams of 7 people per team). During the assessment, a list of 200 teams is compiled (from best to least good). At Bu-ay meetings, it is revealed which brigades are more active and which are less active. The meetings are attended by workers and plant management. The assessment affects crew salaries starting next month. That is, it can change every month depending on Bu-ay's assessment. Such a system creates healthy competition and a constant desire to work to improve the process. The meetings are very necessary and are a positive tool for Toyota.

JIT (Just in time) - Just in time

An important element of the Toyota production system is organized internal and external logistics.

The movement of diesel forklifts is prohibited in Toyota production buildings. Only electric vehicles with trailed trolleys are allowed. Paths are marked for the movement of electric vehicles and people: red for electric cars and trolleys, green for workers. Marked tape is placed along the supply route as a guide. The “agevi” system works (carts and movable structures, such structures are developed by the workers themselves). All Toyota employees think about reducing costs and impeccably carry out standard work and measures to reduce costs, including in logistics. Workers do not make unnecessary movements and do not perform work that does not bring value. Toyota racks are no more than 1.5 meters high, the level of the racks is tilted, allows you to visually view products, flows, traffic and does not block contact with managers.

An important achievement at Toyota is the elimination of interoperable inventories. In order not to create inventories of work in progress, much attention is paid to logistics and the KANBAN tool with kanban cards (quantity information for the delivery of components to the operation). The layout of the equipment is handled by production workers. They optimally arrange workplaces and create routes for the delivery of components. The logistics department is also part of production. This allows you to optimize logistics schemes.

The entire production process is visualized by an electronic display. It necessarily shows areas and processes, takt time, plan, fact, deviation, % of equipment utilization.

There are markings along the movement of the conveyor that allow you to evaluate the actions being performed in 12 seconds. In preparatory operations, a set of modifications is used for the main process, observing the necessary sequence. Parts assembly diagrams are used. Previously, assembled components lay on racks next to work stations, but now they are constantly delivered. Inventories from wheels are only multiples of the operation takt time. Essentially there are no reserves. The pull system is working. To organize your work this way, you need to constantly work with the plan and make timely adjustments. If production areas do not comply with the rhythm of plan implementation, then problems arise and confusion is created in accounting at processing stages. The KANBAN system works from the last section and does not create inventories, because the previous section does not do anything that is not required by the subsequent one.

KANBAN is also the movement of information. A Kanban card is a record. Toyota doesn't do anything unless there is confirmed information. The plan must be managed. Visual kanban cards are used as a tool at the boundaries of areas. In Toyota production, 90% of operations are organized using kanban cards and the kanban card is considered the most successful tool for adjusting production planning. Each previous section serves the next one. The container has a multiplicity of packaging spaces for the required order quantity. The card received with the container is transferred to a box and sent with information for the previous operation: delivery time, quantity (min, max), and other clarifications if necessary. Red and green cards are used. Red for transportation, green for production order (manufacturing). If manufactured parts are awaiting delivery they have a green card, and before transportation the green card is replaced with a red one. There are also

Kanban, it is used for batch management. If the supplier is in a remote area, then an electronic kanban is used, the supplier prints it, executes it and glues it into the container with the delivery of the ordered cargo.

To implement work with Kanban cards, serious training is required for both workers and managers. If you miss this, then kanban doesn't work.

In 2007, Toyota's profit amounted to $20 billion.

In 2008, Toyota's loss amounted to $5 billion

Toyota concluded that the reason was not the financial crisis, but that the company stopped paying special attention to inventory control. Any company needs to work with inventory management activities on an ongoing basis.

To reduce inventory levels, Toyota uses multiple deliveries: the more often we deliver, the better. Transport delivering goods must be equipped taking into account the production takt time, various necessary inventory items from different suppliers. It is important that inventories do not create excess storage and intermediate warehouses. If we compare the cost of transport and warehouse operations and excess inventory, it is more profitable to transport more often. When ordering to a supplier, the order is delivered in the order in which it is needed for production.

If the level of inventories of components and materials in production drops to a minimum, then the system operates in a similar way to ANDON; after sending an automatic signal to the supply service, it is triggered. This is how the pull system works. As for small parts, there is a place for them next to the operation (warehouse rack with hardware, washers, rivets, plugs...).

As a result, when working with supplies, a matrix for providing components, raw materials and materials is also created.

The level of logistics at Toyota is the highest in the world. And this level is provided by Toyota people. System JIT(Just in time) Just in time works due to high levels of motivation, skillful management of plans and well-trained personnel.

KAIZEN - Continuous Improvements

Kaizen at Toyota is a consequence of any analysis and study of the causes of problems. Staff activation is the main thing. Much attention is paid to production processes, improvement is an endless process. The T-TPS principles take Toyota to a development stage with an emphasis on improvement (kaizen) in the design of new lines before product release. The new approach to Toyota management is all kaizen. Previously, Toyota assessed both the submission and implementation of proposals. Now they only pay for implementation.

ANALYSIS OF TOYOTA PRODUCTION SYSTEM - TPS (Toyota Production System)

System structure and main features

The most outstanding achievement of Toyota, which strives for the heights of excellence, is its production philosophy, which is called the Toyota TPS Production System. Outside of Toyota, TPS is often referred to as Lean production.

Toyota's production management system was developed and refined by Toyota Motor Corporation and was adopted by many other Japanese companies after 1973. Toyota now produces over 45% of all its products at its factories located outside Japan - in almost all parts of the world, including Africa. Moreover, the share of foreign production in the company has doubled over the past 10 years, demonstrating rapid growth. At all factories abroad, mainly local personnel are used, with the involvement of Japanese managers in key positions in management at the first stages. All factories, without exception, have a developed system of continuous training (TPS) (Toyota Production System, the primary source of the Lean production concept that later emerged in the USA), which not a single employee bypasses.

The main goal of the system is to reduce costs. It also helps to increase the capital turnover rate (the ratio of total sales to the total cost of fixed assets) and improves the efficiency of the company as a whole. Even during periods of slow growth, Toyota's production management system made it possible to generate profits by reducing prices in an unusual way: by eliminating excess inventory or labor.

It would not be an exaggeration to say that this is a new revolutionary production management system. It is based on the F. Taylor system (scientific production management) and the G. Ford system (conveyor line production).

Toyota's production management system is attractive because, while aiming to reduce production costs, it eliminates unnecessary elements from production. The basic principle is: “producing the right parts at the right time and in the right quantity.” Jeffrey K Liker “The Toyota Way” 14 principles of management of the world's leading company. Moscow 2005 p.75.

The implementation of this concept makes it possible to eliminate intermediate components and finished products that have become unnecessary. Although reducing production costs is the most important objective at Toyota, it can be achieved by solving three intermediate sub-objectives:

1) operational regulation of the volume and range of production, which helps the system adapt to daily and monthly changes in the quantity and range of demand;

2) quality assurance, which makes it possible to organize the supply of each subsequent operation with parts of the highest quality from subcontractors;

3) activation of workers, which must be carried out as soon as the system uses labor resources on the way to the main goal.

These three subtasks cannot be accomplished in isolation. The main task, which is to reduce production costs, is unattainable without solving subtasks, and vice versa.

Before looking at the Toyota system structure in detail, a general overview of the system would be helpful. Continuity of product flow and adaptation to changes in demand in terms of quantity and product range are achieved using two basic principles: “just in time” and autonomation. These two principles are the pillars of the Toyota system. Just-in-time generally means producing the right type of product in the right quantity at the right time. Autonomy can be simplistically defined as the employee’s independent control over marriage. It supports the accurate delivery of products by eliminating the possibility of defective parts from upstream production processes entering the downstream process and preventing failures.

The other two principles are flexibility in the use of labor, which means changing the number of workers depending on fluctuations in demand, developing creative thinking and introducing constructive ideas. Taking advantage of employee suggestions will result in significant savings.

To implement these four principles, Toyota has developed the following methods:

1. Kanban system to ensure just-in-time production.

2. Continuous production method to accommodate changes in demand.

3. Reduced equipment changeover time to reduce overall production time.

4. Rationing of work to ensure the balance of production operations.

5. Layout of production equipment and the use of workers with several professions to implement the principle of flexibility.

6. Rationalization activities of quality circles and a system for encouraging proposals to reduce the size of the workforce and increase work morale.

7. Visual inspection system to ensure the principle of automatic product quality control at the workplace.

8. “Functional management” system to ensure quality management throughout the company, etc.