Toyota Production System (TPS) was born in Japan after World War II and was founded by Naichi Ono, deputy president of Japan's Toyota Motor Company. After more than 40 years of exploration and improvement, it has formed a complete production management technology and method system including business philosophy, production organization, logistics control, quality management, cost control, inventory management, on-site management and on-site improvement.

Lean production management is the name of Toyota-style production management by MIT in the United States. Toyota production method is therefore also called fine production method or lean production method. In 1985, the International Automotive Program led by Professor Jones of MIT Womack and Professor Jones conducted a comparative analysis of several automobile factories. In 1990, the book "The Machine to Transform the World" was published, naming the Toyota production method as lean production, and Its management ideas are described. In 1996, the author of the book published a sequel, "Lean Thought", which promoted the lean method to areas outside of manufacturing.

Toyota's production method is a production that "to achieve the goal of the company's responsibility to employees, society and products, with the goal of completely eliminating waste, and on the basis of continuous improvement, adopts on-time and automated methods to pursue the rationality of manufacturing products. Way".

The goal of Toyota's production method is to completely eliminate waste, and the goal of business operations is to maximize profits. The traditional view is that selling price = cost profit, while Toyota believes that product prices are determined by consumers, producers should reduce costs and eliminate waste, and profit = selling price - cost.

Toyota breaks down waste at production sites into seven types:

Waste of overproduction: Too much, too early, "just in case" production or delivery leads to unbalanced and concentrated logistics, affecting quality and output, and is the main source of waste.

Waiting waste: Waste caused by the wait of the operator, parts or customers.

Transportation waste: moving parts does not increase value, and repeated handling will cause waste.

Waste of improper processing: waste of processing process caused by unreasonable local design and improper equipment maintenance.

Unnecessary inventory waste: inventory masks problems, adds lead time and storage space requirements.

Waste caused by unnecessary actions: waste caused by inappropriate actions by the operator.

Waste of defective products: It wastes time and money on producing unqualified products, and the longer it hides, the greater the loss.

All Toyota employees will eliminate these seven types of waste as their work goals and implement standardized operations and processes.

On-time production

Conscious production

The cornerstone of Toyota's production method is the on-site continuous improvement activities that all employees participate in, and is implemented through three ways: the quality management team, the rationalization recommendation system and the continuous improvement activities:

Quality Management Team: An informal team composed of staff in the same production site, researching and solving quality problems and improving problems through self-inspiring and mutual inspiring.

Rationalized suggestions system: Toyota's creative thinking system, through the joint thinking and participation of all employees in improving activities, improve product quality, reduce costs, and enhance employee loyalty and sense of belonging.

Continuous improvement activities: It is the creed of Toyota's production and operation. It continues to carry out improvement activities based on the complex and changing production site conditions, continuous improvement of people's abilities, changes in corporate environment and customer needs.

Production starting point: Starting from the needs of the end user as the production starting point.

Production method: emphasizes logistics balance, pursues zero inventory, and transmits information through the board. The rhythm in production can be manually intervened, but the focus is on ensuring logistics balance.

Production unit coordination: The production plan is completed by each production unit, and coordination between units is extremely important.

Quality concept: Emphasizes that quality is produced rather than inspected, and the final quality of the product is ensured by quality management in production.

Quality control: Each process is subject to quality inspection and control, problems are discovered in a timely manner, production is stopped until it is resolved, and unqualified products are avoided.

Employee Role: Employees not only execute orders, but also actively participate in and assist decision-making.

Team organization: Divide team members according to business relationships, emphasizing the versatility of one’s expertise, trust in the work atmosphere, and organizational changes are determined according to different things.

Working method: During product design and development, concept design, structural design, process design, final requirements, etc. are combined to ensure that the quality is completed as required at the fastest speed.

Information feedback: Each member of the project team regularly or at any time, coordinates and solves problems, and uses CIM technology to assist the parallelization process.

Carry out in-depth TPS training

Post-test promotion

Continuous improvement is the bottom line

Top management support

Eliminate all waste

Adhere to dynamic self-improvement

Respect human nature and mobilize enthusiasm

Thinking about inventory issues

Realize rapid equipment replacement and adjustment

Establish a Kanban system

Emphasize real-time inventory (Just In Time)

Complete standard operation

Eliminate waste, inequalities and ambiguity

Repeat why five times

Production balance

Make full use of "living people and living space"

Develop automation habits

Elastic changes in production mode

Work clearly stipulates: The content, order, time and results of all work must be clearly stipulated.

The customer-supplier relationship is clear: Every customer-supplier relationship must be direct and the response method is clear.

The product circulation route is simple: The circulation route of each product and service must be simple and direct.

Improvement scientific progress: All improvements must be carried out under the guidance of teachers, in accordance with scientific methods, at the lowest possible organizational level.

Company Profile Tianjin Aisan Auto Accessories Co., Ltd. is a joint venture jointly funded by Tianjin Carburetor Factory, Japan Aisan Industrial Co., Ltd., and Japan Toyota Trading Co., Ltd. The management system and production model operate according to Japan Aisan Company. The products The quality reaches the level of similar products in Japan, with a pass rate of 100%.

Application

By learning and applying Toyota production methods, the product quality of Tianjin Aisan Company has been significantly improved, with the installation-free adjustment rate of the OEM factory above 99.97%, the passing rate of the factory products reached 100%, the after-sales service rate was below 0.08%, and it has passed the ISO9002 quality system certification.