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Folie 1
Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Production Strategies
Folie 2
Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Adam Smith
Adam Smith (1723 1790)
The division of labour
is limited by the extent of the market.
invisible hand of market exchange value utilization value free market for increasing wealth
Source: Smith, A., Wealth ofNations, 1776
Adam Smith
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Carl von Clausewitz (1780 1831)
Strategy is the use of combat for the
purpose of war.Carl von Clausewitz
Carl von Clausewitz
What is Strategy?
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Frederick Winslow Taylor(1856 1915)
Frederick Winslow Taylor
devised a system he called scientific management,a form of industrial engineering that establishedthe organization of work as in Ford's assemblyline.
pensum system initiative system
Frederick Winslow Taylor
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Henry Ford was the founder ofthe Ford Motor Company. He was
one of the first to apply assembly
line manufacturing to the massproduction of affordableautomobiles. This achievementnot only changed industrialproduction in the United Statesand the rest of the world, but alsohad such big influence overmodern culture that many social
theorists identify this phase ofeconomic and social history as
"Fordism."
Henry Ford (1863-1947)
Henry Ford
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Taiichi Ohno developed the mainobjectives just in time andautonomation after the second worldwar. He was the main developer of theToyota Production System.
Taiichi Ohno (1912 - 1990)
Taiichi Ohno
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
The Total Avoidance of Waste
What is the Toyota Production System?
The main goal of theToyota Production System isto eliminate waste (= muda).
Eliminating of wastecompletely can improve theoperating efficiency by largemargin.
Folie 8
Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Flexible Production
The Total Avoidance of Waste
production in small lot sizes
mixed-Production for
production-levelling
alliance and synchronisation
of assembly and production
The ability to respond to
fluctuation in the market
has first priority, therefore:
Main Elements
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Justin
Time
Flexible Production
The Total Avoidance of Waste
buffer free
store free
kanban (principle of a
Supermarket)
involvement of the supplier in
the kanban-system
Just in Time is delivery of the
needed amount at the righttime:
First Pillar
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Justin
Time
Flexible Production
The Total Avoidance of Waste
Autono-mation
Autonomation (autonomous
automation) is the 100% zero defect
operation:
Apparatuses on every machine,
which can differentiate between a
normal and abnormal production
(Poka-Yoke).
In case any failure occurs (e.g.
defective work piece, wrong position
and navigation) the machine stops
automatically at the end of the work
cycle (Jidoka). This will be shown for
every worker on cards called Andon.
Second Pillar
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Toyota
Production System
Justin
Time
Flexible Production
The Total Avoidance of Waste
Autono-mation
Using one of the main objectives
requires the simultaneous use of
all of the other main objectives.
Ohno says, that the individual
use of only one of the main
elements will not lead to a
successful implementation of
the Toyota Production System.
In contrast, a deterioration of
the production could occur.
Main Elements of the Toyota Production System
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
What is waste?
Rate between work and waste
The Total Avoidance of Waste
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Kinds of Waste(=muda):
Waste of overproduction
Waste of time on hand (waiting)
Waste in transportation
Waste of processing itself
Waste of stock on hand (inventory)
Waste of movement
Waste of making defective products
What is Waste?Source: Ohno, T., ToyotaProduction System, 1988
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Waste: The needless, repetitious movement that mustbe eliminated immediately. For example, waiting for orstacking subassemblies.
Non-value-added work: Waste, because there is noappreciation value, like getting components, opening asending of a supplier, pushing the on-button of engines.You have to change the working conditions if you wantto remove this waste.
Value-added work (under given working conditions):the real processing, which directly contribute to theappreciation value of the product.
Present Capacity = Work + Waste
Source: Ohno, T., ToyotaProduction System, 1988
Relation between Work and Waste
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Mass production of large lot sizes versus ToyotaProduction System with small lot sizes
Mixed production for production-levelling
How to achieve flexible production by selecting theadequate organizational type?
Flexible Production
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Source: Seliger, G.,Wirtschaftliche PlanungautomatisierterFertigungssysteme, 1983
Workpiece
Stationary in all processes Moving between process organisedcapacity units
Complete machiningon one single capacity
unit
Stationary machiningat the workpiece
(location principle)Capacity units combined
according to thecharacteristic of the partfamily (object principle)
Capacity units combinedaccording to the
characteristic of similartechnologies (performance
principle)
Pointproduction
Fixed-siteproduction
Job-shopproduction
Organisational Types of Production(1)
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Source: Seliger, G.,Wirtschaftliche PlanungautomatisierterFertigungssysteme, 1983
Capacity units combined according to thecharacteristic of the part family (object principle)
Different processsequences
Same processsequences
Synchronised flow ofmaterials
Flow of materialwithout
synchronisation
Transfer production
Automaticmaterial and
information flow
Flexible-productionsystem
Manufacturing cell
No bonding of thecapacity units
Capacity unitsinterlinked by feedsystem
Automatic flow ofmaterials, completesystem control
Flow production
Production withintegrated schedule flow
control
Production withintegrated anticipatedflow control
Production island
Serial production
Organisational Types of Production(2)
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
batch delays arerunning towardszero, adjusted tochange, prefersutilisation ratio
balance
mixed flow ofproducts (many
variants)
only one product (fewvariants)
Flow of parts
low batch delays,order relatedproduction
smalllargeBatch size
shorter cycles,reduced
prefabricated-stocks, reduced
cycle time
processing andassembling are
directly connectedonly in assembling
Continuous flow ofmaterials
AdvantageToyotaFordAttribute
Source: Shingo, S., DasErfolgsgeheimnis der ToyotaProduktion, 1992
Difference between Ford- andToyota-System
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Ford produced 200 of type X at thebeginning of the month, 300 of type Y
in mid month and 400 of type Z at theend.
Avoidance of fluctuations at the final assembly line:
Toyota produced repeatedly a mix of X to Yto Z of 2 to 3 to 4. Constantly continuous flowof material in the assembly. No separation of
assembly and manufacture of components.
Mixed-model-Production in final assemblyNon-Mixed-model-Production in final assembly
Mixed production for production-levelling
Folie 20
Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Process1
100 s 200 s 300 s
1 100
Process2
Process3
1 100
1 100100 s
100 s
Cycle time 300 s
Process1
100 s
Process2
Process3
1 2 3 98 99100
1 s
1 2 3 98 99100
1 2 100
1 s
1 s
3 s
Cycle time 102 s
Production in large batches Production in small batches
Short cycle times increase the flexibility to react to fluctuations.
Production in Large or Small Batches
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Process-orientated installation of a machine
Operation of more than one machine
Synchronisation by JIT with the Kanban-Tool
Just in Time
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
The Toyota Production System is geared to the continuous flow process at thefinal assembly line. Through process orientated installation of the machines,every other production step will be adjusted to this continuous flow process.
Process orientated Installation of the Machines
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Turning machine
Milling machine
Planing machine
Drilling machine
A B C D
Versions handling
Turning machine
Milling machine
Planing machine
Drilling machine
A B C D
Versions handling
Multiple-machine operation Multiple-process handling
Parts towork on
Finish part
A worker is handling four variants of one
product in one handling process
A worker is handling four handling
processes involving four machines
Installation of Machines and Organisation
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Prevents overproduction and unnecessary transportNo tool will be produced or transported without kanban.
Provision of information regarding removal or transportSub purchaser cycle takes the amount of work pieces shown on thekanban.
Provision of production informationSub purchaser cycle produces the work pieces shown on the kanban inthe right amount and order.
The Tool Kanban (1)
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Used as a form of work order attached to goodsAlways attach a kanban to goods.
By knowing the cycle that caused the fault, defectiveproducts can be preventedDefective pieces will not be sent to the next cycle. The result are zerodefect products.
Discovers existing problems and allows checking ofstock.Reduction in amount of kanban leads to an advance of sensibility.
The Tool Kanban (2)
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Name of supplier Supplier gate
Assembly area
Number
Identification
Amount
A Kanban Card for a Supplier
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Removal of thekanban during theremoval of the firstcomponent fromthe new box.
The operatordeposits theKanban that he orshe removes fromboxes of parts in aKanban mailbox
nearby.
The team leadercollects all kanbansfrom the mailboxes atfixed points of time.This happens severaltimes a day. A postmanpicks up these
collected kanbans
and brings themto a sorting room.A machine sortsthe kanbans intodesignateddepositions for the
individualsuppliers.
Removal or Transport Information- Kanban(1)
Folie 28
Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
At a delivery ofcomponents adriver of thesupplier picks upthe kanbans fromhis box...
... and sorts theseagain in his factoryinto boxes.
A removal kanban willbe exchanged with aproduction-briefingkanban..
Removal or Transport Information- Kanban(2)
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
100% error free production
SMED method (Single Minute Exchange of Die)
Andon
Poka-Yoke method
Kaizen method
Autonomation
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
SMEDs arenecessary
assumptionsto minimisethe set-uptimes.
Lower set-uptimes reducethe cycletimes.
Source: Shingo, S., DasErfolgsgeheimnis der ToyotaProduktion, 1992 ( translated )
SMED (single minute exchange of die)
Keyholemethod
keyholes
Shaftslotsin here
Insert andremove here
Removed portion ofthread
Method withcountersunk
thread
U-shaped
Washers
Componentforattachment
diechangeunit
spring
Bracket
Lockingmechanism
method
U-slot method
springlock
Semi-circularslot
clamp
Clamp-method usingbolt tension
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Faster set-up times lead to an increase in machinecapacity.
Lower batch production leads to substantial stock reductions.
Fluctuation of demand is managed better because it is easier toreact quickly, e.g. if faster delivery times or a complete changeof a model are required.
The successful adoption of SMED gives the workers trust inconstant change. A special corporate culture leads to a
continuous process improvement (Kaizen).
Advantages of SMED
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
In case of a defect the work piece doesnt fit into the tool.
The engine doesnt start if there is anything wrong with the tool.
In case of a defect the engine doesnt start.
In case of a defect or if a single step was left out the machine willautomatically correct it and continue the processing.
Irregularities will be located in the next cycle. The production ofdefect products can be stopped.
If a step was forgotten the next cycle doesnt start.
Poka-Yoke Method
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
This mechanism is supposed toprevent a wrong orientation.
This mechanism interrupts theprocess if the nut is missing.
Examples for Poka-Yoke Method (1)
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Sensors provethe correct andexactpositioning.
Examples for Poka-Yoke Method (2)
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
green light: business as usual
yellow light: worker needs assistance
red light: assembly line stops, a problem must be solved
It is ok to stop theassembly line becauseit helps to find allproblems.
Andon - Display Panel
Folie 36
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
A standard process sheet has to
describe clearly and precisely these three elements:
Cycle timethe duration (minutes and seconds) in which one unit should beproduced.
Work progressionthe work order over time.
Standard inventorythe minimum of goods to get the flow process alive.
Standard Process Sheet
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Continuous improvement process
that is driven by the workers.
Colleagues construct the standard process sheets themselves.
Poka-Yoke and SMED are a result of kaizen.
Kaizen leads to an increase in motivation because workers can
influence their own conditions of employment.
Kaizen
Folie 38
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Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Ask yourself Why? Five times. That way you'll find the root cause,
and if you get rid of that it'll never happen again."Taichi Ohno
Why has the engine stopped? There was an overload and the fuse is burnt through. Why was there an overload? The bearing wasnt lubricated enough. Why wasnt it lubricated enough? The oil pump hasnt pumped enough. Why hasnt it pumped enough? The shaft knocked out. Why has the shaft knocked out? Because there was no sieve and therefore somesplinters got in the engine.
Ask yourself Five Times Why?
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Production StrategiesProduction Strategies -- Toyota Production SystemToyota Production System
Fachgebiet Montagetechnikund Fabrikbetrieb
Prof. Dr.-Ing. G. Seliger
Literature /
Ford, H.:
Today and Tomorrow: Corporate Leadership, Productivity Press, 1995
Taylor, F. W.:
The Principles of Scientific Management, 1st World Library, 2006
Womack, J. P. et al:
The Machine That Changed the World: The Story of Lean Production, Harper Perennial, 1991Clausewitz, C. von:
On War, Kessinger Publishing, 2002
Smith, A.:
Wealth of Nations, Prometheus Books, 1994
Monden, Y.:
Toyota Production System: An Integrated Approach to Just-In-Time, Engineering & Management Press, 1998
Ohno, T.:
Toyota Production System: Beyond Large-Scale Production, Productivity Press, 1995
Seliger, G.:
Wirtschaftliche Planung automatisierter Produktionssysteme, Hanser Verlag, Mnchen, 1983
Shingo, S.:
A Study of the Toyota Production System, Productivity Press, 1995Toyota Motor Cooperation:
The Toyota Production System, International Public Affairs Division, Toyota City, 1996