Toyota-Producation-System
Toyota Production System And Lean Marketing
Toyota Production System is philosophy that bought revolution in looking at the way of producing goods. The study of this system emphasises on better quality and integration of man and machinery in the organisation. This is the first study focussed on production process and employee satisfaction. Toyota is the first organisation to implement this study which is successful and won world acclaim for its finest products. This theory is implemented in various other organisations. Toyota ruled automobile industry for years with innovative philosophies and always believed in producing quality products. Toyota is also known for timely delivery of automobiles to the customers in the promised time.
Jidoka. Stopping to fix problems is faster, economical; better than keeping the process running, to fix the defects later. There is more to jidoka than meets the eye, from the stand-point of built in quality. There is an emphasis on in-process quality checks instead of end-of-line checks. There is the whole mentality of zero defects that is needed, starting with a blame-free culture that rewards rather than punishes exposing problems, as well as a system to back it up. It is not so hard to understand why jidoka is counterintuitive when you consider this.
Jidoka. Stopping to fix problems is faster, economical; better than keeping the process running, to fix the defects later. There is more to jidoka than meets the eye, from the stand-point of built in quality. There is an emphasis on in-process quality checks instead of end-of-line checks. There is the whole mentality of zero defects that is needed, starting with a blame-free culture that rewards rather than punishes exposing problems, as well as a system to back it up. It is not so hard to understand why jidoka is counterintuitive when you consider this.
One at a time is faster, cheaper, better than batch processing. You wouldn't push a rope if you wanted to make it move, but this is exactly what most systems force us to do. Push requires so much less information, for one thing. Pull, on the other hand, requires you to know who your customer is and to listen to them.
But the focus of continuous improvement is on true root cause countermeasures through the 5 why process, Toyota Producation System was well as the insistence on ending each kaizen with a combination of celebration and dissatisfaction is deeply counterintuitive to most who want to declare victory and move on after corrective action has been taken at the superficial level. Here again, it is harder to do continuous improvement because it takes more information to do it properly at the root cause level, and with an understanding of just how much better things can be (ideal).
Then there is the whole notion of educating, empowering and requiring everyone to solve problems, rather than simply entrusting this to a small group of experts, which can strike many as going against the grain. We have been taught to believe that heroes solve problems, and that fire-fighting is noble. Traditionally, management attention goes toward the solving of big problems, rather than solving of small problems. At Toyota, leaders view problem solving at all levels as a key activity both in terms of improving safety, quality, deliver, cost and morale as well as developing people's skills.
The Toyota Producation Syatem views people as assets rather than liabilities. People increase in value as you educate them, and as they gain experience and capability. Education is giving people information, while training is giving people the opportunity to use this information to build a skill. Everyone solving small problems every day in a standardize way is Lean management.
But the focus of continuous improvement is on true root cause countermeasures through the 5 why process, Toyota Producation System was well as the insistence on ending each kaizen with a combination of celebration and dissatisfaction is deeply counterintuitive to most who want to declare victory and move on after corrective action has been taken at the superficial level. Here again, it is harder to do continuous improvement because it takes more information to do it properly at the root cause level, and with an understanding of just how much better things can be (ideal).
Then there is the whole notion of educating, empowering and requiring everyone to solve problems, rather than simply entrusting this to a small group of experts, which can strike many as going against the grain. We have been taught to believe that heroes solve problems, and that fire-fighting is noble. Traditionally, management attention goes toward the solving of big problems, rather than solving of small problems. At Toyota, leaders view problem solving at all levels as a key activity both in terms of improving safety, quality, deliver, cost and morale as well as developing people's skills.
The Toyota Producation Syatem views people as assets rather than liabilities. People increase in value as you educate them, and as they gain experience and capability. Education is giving people information, while training is giving people the opportunity to use this information to build a skill. Everyone solving small problems every day in a standardize way is Lean management.
