How to improve Toyota Production System flow
TOCICO 2012 Conference How to improve Toyota Production System flow factory performance in 6 days by 60% increase Presented By: Katsumi Ozeki & Goldratt consulting JAPAN team Date:5th May 2012 © 2012TOCICO. All rights reserved. 1 TOCICO 2012 Conference Acknowledgement First of all, let me express my gratitude to Eli, Yuji, and other GC members for giving me a opportunity to learn TOC body of knowledge. All process including new findings in this presentation are validated by my GC Japan team in the implementation Gemba Thanks to them I could have an honor to present this. 2 © 2012 TOCICO. All rights reserved. The anguish of the Toyota production system introduction in Japan TOCICO 2012 Conference REALITY Less profit PDE More profit Cost is reduced Improve efficiency Strenuously, do the Kaizen every day. More effort for Kaizen Assumption Not enough 3 effort in Gemba © 2012 TOCICO. All rights reserved. TPS is being introduced More effort for TPS (with outside consulting) Assumption We don’t know Proper TPS The anguish of Gemba in Japan Closeout own factory REALITY Less profit KAIZEN is slow down Improve efficiency Assumption Not enough effort in Gemba Own factory produces less volume Efficiency doesn’t increase Cost is reduced More effort for Kaizen TOCICO 2012 Conference Assume own factory is not competitive PDE More profit Strenuously, do the Kaizen every day. Try finding outsourcing Bad Multi Tasking occurs at Gemba by Kaizen TPS is being introduced More effort for TPS (with outside consulting) Assumption We don’t know Proper TPS Try finding other solution （Cell system, 6Σ…） 4 © 2012 TOCICO. All rights reserved. New ASSUMPTION TPS can be done by only TOYOTA Increase BMT due to production transfer Well fine tuned TPS flow lines TOCICO 2012 Conference Identify CCR… But there is no piled-up WIP anywhere… 5 © 2012 TOCICO. All rights reserved. TOC challenge in Japanese company TOCICO 2012 Conference We must improve flow despite of flow lines are super fine tuned by TPS Also, there are 3500 workers in the factory Eli demands us, It is vital to ensure that each of the first substantial actions will result in immediate substantial benefits ・・・・ K 6 © 2012 TOCICO. All rights reserved. Mystery by result of Direct Time Study TOCICO 2012 Conference S EC 50 40 CCR=45sec 30 20 ＰＲ１ ＰＲ２ ＰＲ３ ＰＲ４ ＰＲ５ ＰＲ６ ＰＲ７ ＰＲ８ ＰＲ９ 1. The result of DTS is showing working time variability of each work station. But, there are no piled up WIP in strong interconnected flow line. Where does these time variability disappear? 2. CCR is 45 second Capacity = working time/day ÷45sec = 640/day However, I was told planed capacity is 530/day Why are they different? 7 © 2012 TOCICO. All rights reserved. Check reality of TPS flow line TOCICO 2012 Conference 1. Variability by mixed products in flow line 2．The uncertainty in work itself 3． Work is done by human. 4．Delivery due date is committed by managers (people) 8 © 2012 TOCICO. All rights reserved. Insight of Toyota Production System TOCICO 2012 Conference Henry Ford Flow production High efficiency Mass production with single SKU Low-variety High-volume >> Space management Taiichi Ohno Mixed SKU production High efficiency mass production with high variety with JIT concept in single production line. high-variety high-volume >> Inventory management 9 © 2012 TOCICO. All rights reserved. Working time variability by SKU & work stations Change Over TOCICO 2012 Conference SKU-A SKU-B SKU-C SKU-D SKU-E Time 10 © 2012 TOCICO. All rights reserved. Insight of CCR in mixed production TOCICO 2012 Conference Process１ ２ ３ ４ ５ SKU-B SKU-A SKU-C SKU-E SKU-D Measure the time of all processes by stop watch. And variation of each WS`s are needed to balance thoroughly. However, CCR moves around every SKU as shown. It is difficult to complete balance under this environment. 11 © 2012 TOCICO. All rights reserved. How can you determine production capacity? MAX CAPA= Cycle time→ TOCICO 2012 Conference 1 2 SKU-A 3 45 6 7 8 1 2 SKU-B 12 © 2012 TOCICO. All rights reserved. 3 6 5 4 7 8 TOCICO 2012 Conference Under mixed SKUs environment, the speed of flow production line is subordinated to the slowest work station. 13 © 2012 TOCICO. All rights reserved. The uncertainty in work itself TOCICO 2012 Conference Defective parts! 1st run Assembly error! Machine SKU-E trouble! 2nd run SKU-E 3rd run SKU-E Time measures more than one time and uses the average data. We know the reason why that we need average data. Because of working time are different every time 14 © 2012 TOCICO. All rights reserved. TOCICO 2012 Conference Realizing stable production is difficult, even if it is under single SKU production 15 © 2012 TOCICO. All rights reserved. Work is done by human. TOCICO 2012 Conference Parkinson's law Work expands so as to fill the time available for its completion. The human being has used up all given time. 16 © 2012 TOCICO. All rights reserved. How can we measure idle time properly ? TOCICO 2012 Conference Is it possible to measure the working time of each work station? Idle time (waiting) Working time Process１ Process２ ・・・・ The human being can not run away from the Parkinson's law. 17 © 2012 TOCICO. All rights reserved. TOCICO 2012 Conference Work expands so as to fill the time available for its completion Therefore, identifying CCR is difficult. 18 © 2012 TOCICO. All rights reserved. The anguish of the factory manager TOCICO 2012 Conference Variety of SKU How Gemba can factory manager Uncertain KAIZEN & Cost reduction are a supreme order control GEMBA in such environment？ Delivery due date is strictly kept Be excellent Factory! Commit to plan INJECTION Productivity Buffer on management capacity Maximize Efficiency Assumed No bufferproduction achieve 100% oncan`t capacity 19 © 2012 TOCICO. All rights reserved. productivity Insight of flow line tuned by TPS TOCICO 2012 Conference 1. Variability by mixed products in flow line The speed of flow production line is subordinated to the slowest work station. 2．The uncertainty in work itself Realizing stable production is difficult, even if it is under single SKU production, 3． Work is done by human. Work expands so as to fill the time available for its completion. Therefore, identifying CCR is difficult. 4．Delivery due date is committed by managers (people) Productivity target setting is due that management is assumed production line won`t able to achieve 100% productivity. In order to find production capacity… =The correct time must be pursued. ＊Actually, it isn't possible to measure correct time 20 © 2012 TOCICO. All rights reserved. It is necessary to admit that correct time is impossible to measure. TOCICO 2012 Conference Correct time it is impossible to measure How can we identify CCR? Gemba is living thing 21 © 2012 TOCICO. All rights reserved. The Five Steps of Focusing TOCICO 2012 Conference 1. IDENTIFY the system’s constraint(s) 2. Decide how to EXPLOIT (make the most out of) the constraint(s) 3. SUBORDINATE everything to the above decisions 4. ELEVATE - Find/invest in additional capacity or alternatives 5. If at any time in a previous step a constraint has been broken go back to Step 1. Do not allow INERTIA to become the constraint! 22 © 2012 TOCICO. All rights reserved. Step1 Place buffer in between processes TOCICO 2012 Conference ＝CCR 23 © 2012 TOCICO. All rights reserved. Step1 Place buffer in between processes TOCICO 2012 Conference ＝CCR 24 © 2012 TOCICO. All rights reserved. Identify CCR by cutting flow line TOCICO 2012 Conference CCR CCR CCR 25 © 2012 TOCICO. All rights reserved. Direct Flow Study Correct time It is impossible to measure TOCICO 2012 Conference How can we identify CCR? Correct time is measurable Correct time data ＊Analyze each work station = Direct Time Study Correct time is not measurable Place buffer in line ＊Analyze holistic flow = *Direct Flow Study *I am recognizing and prefer to use DFS which Yuji san invented this naming during our discussion.. Remember? Improving flow (or equivalently lead time) is a primary objective of operations. 26 © 2012 TOCICO. All rights reserved. Experimental approach at OMRON Healthcare factory in China Day to day KAIZEN activity TOCICO 2012 Conference ’86：TPS ’93：TPS ’98：TPS ’05：TPS RTC start at factory in JPN introduction in China factory (KANBAN/JIT) Challenging shortening production LT = 1 week Recognized best TPS and Lean production The special feature article was published in NIKKEI business magazine as a case with the most excellent TPS factory in 2005 The excellent TPS flow line factory!! TPS = Toyota Production System 27 © 2012 TOCICO. All rights reserved. Let`s challenge in the factory! TOCICO 2012 Conference Step-1 Identify CCR Step-2 Exploit CCR by placing buffer before and after CCR Production capacity increases close to 640/day immediate after STEP-2 28 © 2012 TOCICO. All rights reserved. How can we expand experiment? TOCICO 2012 Conference First challenge was that only one line with 9 operator improved capacity. But factory consists of 3500 employees. The following week, another line applied same action and get result. Unavoidable effect is? Another line manager imitated and didmanager the Another line same thing. imitated and did the Another line manager same thing. imitated and did the Another line manager same thing. imitated and did the Another line manager same thing. imitated and did the Another line manager AIR same thing. ACTION doesn’t imitated and did therequire Another line manager Production managements AIR technical skill require same thing. ACTION doesn’t imitated and didmanager the evaluate with performance Another line Production managements AIR technical skill require same thing. ACTION doesn’t imitated and did the evaluate with performance Production managements AIR technical skill require same thing. ACTION doesn’t evaluate with performance Production managements AIR technical skill require ACTION doesn’t evaluate with performance Production Capacity managements up is well AIR technical skill require ACTION doesn’t evaluate appreciated with performance Production Capacity managements up is well AIR technical skill require ACTION doesn’t evaluate appreciated with performance Production Capacity managements up is well AIR technical skill require ACTION doesn’t evaluate appreciated with performance Production Capacity managements up is well technical skill evaluateCapacity with performance appreciated Drastic capacity increase up is well in short periodappreciated Drastic capacity increaseup is well Capacity in short periodappreciated Drastic capacity increaseup is well Capacity in short periodappreciated Drastic capacity increaseup is well Capacity in short periodappreciated Drastic capacity increase in short periodincrease Drastic capacity in short periodincrease Drastic capacity in short periodincrease Drastic capacity in short period Another line manager imitated and did the same thing. AIR Production managements evaluate by productivity ACTION doesn’t require technical skill Capacity up is well appreciated Drastic capacity increase in short period ACTION Identify CCR by placing buffer in production line 29 © 2012 TOCICO. All rights reserved. ACTION Exploit CCR by placing buffer before and after CCR For further capacity increase… 50 45 40 35 S EC S EC TOCICO 2012 Conference 30 20 25 15 ＰＲ１ ＰＲ２ ＰＲ３ ＰＲ４ ＰＲ５ ＰＲ６ ＰＲ７ ＰＲ８ ＰＲ９ ＰＲ１ ＰＲ２ ＰＲ３ ＰＲ４ ＰＲ５ ＰＲ４’ＰＲ５’ ＰＲ６ ＰＲ７ ＰＲ８ ＰＲ９ ＰＲ１０ＰＲ１１ Capacity 530/day by 9 worker Add (4) worker in process for avoid jumping CCR. Capacity increases to 830sets/8h when CCR is controlled to 34sec. Capacity 640/day by 9 worker by focusing CCR Assembly Line layout (~ July/ 23rd) Adjustment Packing Inspection Set LCD Set LCD Line layout(July / 30th ~) Assembly Adjustment 30 © 2012 TOCICO. All rights reserved. Inspection Packing Capacity increase under MTA environment increases TP TOCICO 2012 Conference Capacity up aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample bbbbbbbbbbbbb sample ccccccccccccc sample aaaaaaaaaaaaa sample increase sales Higher priority Red = below target inventory utilize resource Stop produce reduce inventory Lower priority 31 © 2012 TOCICO. All rights reserved. Blue = above target inventory The bright future of the manufacturing that TPS had being introduced TOCICO 2012 Conference In TPS flow line gemba, TOC can deliver results more surely with shorter time Production management compete TOC introduction The result comes out to the short time AIR entity Production managements evaluate by productivity High skill GEMBA Focus all effort on CCR Strenuously, do the Kaizen every day TPS is being introduced It is vital to ensure that each of the first substantial actions will result in immediate substantial benefits INJECTION Introduce TOC 32 © 2012 TOCICO. All rights reserved. TOCICO 2012 Conference Let`s realize on manufacturing GEMBA all over the world！ Let`s deliver immediate substantial results in Japan and world! with TOC armed TPS 33 © 2012 TOCICO. All rights reserved. About Katsumi Ozeki TOCICO 2012 Conference Katsumi Ozeki, Project Director of Goldratt Consulting . In 1998, he was appointed to Sony manufacturing UK and told closing factory. He counter proposed recovering factory competitiveness by realizing RTC within local market. 6 month later, factory got President award as best performance factory. His local boss arranged special present to him. He was invited to the guest house of her majesty Anne and staying 3 nights together with young leaders in UK for debating UK future vision. 34 © 2012 TOCICO. All rights reserved. TOCICO 2012 Conference End of presentation 35 © 2012 TOCICO. All rights reserved.
© Copyright 2024