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Lean Manufacturing Pages |
Toyota Production System (TPS)
Several Small Views from a Great Height
From one point of view, the Toyota Production System (TPS) eliminates three problems:
- Overburden
- Inconsistency
- Waste
From another, TPS uses a “Lean Manufacturing” process that requires 5 steps:
- Learn and specify the customer’s “desired value”
- Identify the value stream – how to make the end product – and eliminate non-value-adding processes
- Make a continuous flow for the remaining, value-adding processes
- Make the end-result pull its components forward
- Continuously improve the whole process
Eliminate Overburden
“Overburden” is any ill-advised task. Do not require a person to carry heavy objects or perform repetitive high-speed tasks – these will cause inconsistent performance or injuries. Instead, design the work so that it is possible to perform it.
The same would apply to machines: do not run a drill above its rated speed or with too little lubrication.
Eliminate Inconsistency
This mainly refers to scheduling. Work should be scheduled for a consistent pace. Often the fable of the tortoise racing the hare is used as a reference: the tortoise wins by maintaining a constant pace.
Eliminate Waste
Any process that does not add value to the finished product is “waste”. Inventory or staff who do not contribute to the value stream are “waste”.
Specify the Customer’s “Desired Value”
Determine and document what the customer wants. Deliver the required features – but eliminate unnecessary ones. Meet the quality standards the customer expects. This becomes the goal of the manufacturing process.
The Value Stream
Design the manufacturing process to deliver the desired value to the customer. This is the “value stream”.
Then examine all the steps, asking “Does this step add value”? If not, eliminate that step.
Continuous Flow
Design the manufacturing process as a continuous flow. Avoid transporting “work-in-process” between far-flung locations, or stockpiling incomplete work.
Pull the Work
Design each manufacturing process to request its components to be built and to arrive when needed. This should eliminate warehousing “work-in-process”. This is a means to achieving just-in-time (JIT) manufacturing.
Continuous Improvement
When a process or an improvement is implemented, review it and look for new improvements.
Of course, this also applies to more than just an assembly line or a factory. Consider how the overall “continuous improvement” process itself could be improved.