THE TOYOTA WAY

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THE TOYOTA WAY

• Aruj Thirawat
• www.aruj.org
• 4831243121

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4P pyramid
Genchi Genbutsu
Problem Solving (Continuous Improvement and
Learning)
People and Partners (Respect, Challenge, and Grow
Them)
Kaizen
Process (Eliminate Waste)
Philosophy (Long-Term Thinking)
Challenge
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4P pyramid
-Base management decisions on a long-term
philosophy, even at the expense of short-term
financial goals
Philosophy (Long-Term Thinking)
Challenge
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4P pyramid
-Create process flow to surface problem -Use
pull systems to avoid overproduction -Level out
the workload (heijunka) -Stop when there is a
quality problem (jidoka)
Kaizen
Process (Eliminate Waste)
-Standardize tasks for continuous
improvement -Use visual control so no problems
are hidden -Use only reliable, thoroughly tested
technology
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4P pyramid
People and Partners (Respect, Challenge, and Grow
Them)
Kaizen

• -Grow leaders who live the philosophy
• Respect, develop, and challenge your people and
  teams
• Respect, challenge, and help your suppliers

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4P pyramid
Genchi Genbutsu
Problem Solving (Continuous Improvement and
Learning)
-Continual organizational learning through
Kaizen -Go see for yourself to thoroughly
understand the situation (Genchi Genbutsu) -Make
decisions slowly by consensus, thoroughly
considering all options implement rapidly
Kaizen
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Toyota Production System
Best Quality Lowest Cost Shortest Lead Time
Best Safety High Morale Through shortening the
production flow by eliminating waste
Just-in-Time Right part, right amount, right
time
Jidoka (In-station quality) Make problem
visible

• People Teamwork
• Selection -Ringi decision making
• Common goals -Cross-trained

Continuous Improvement

• Waste Reduction
• Genchi Genbutsu -5 Whys
• Eyes for Waste -Problem Solving

Leveled Production (heijunka)
Stable and Standardized Process
Visual Management
Toyota Way Philosophy
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Back to the Process

• Waste
• overproduction
• Waiting
• Unneccessary transport
• Overprocessing
• Excess inventory
• Unnecessary movement
• Defects
• Unused employee creativity

Kaizen
Process (Eliminate Waste)
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Create process flow to surface problem

• 3 min/case
• Case1 Case2 Case3 Case4 12min
• 2 min/monitor
• Mon1 Mon2 Mon3 Mon4 20min
• 2 min/complete computer
• CM1 CM2 CM3 CM4 28min

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Use pull systems to avoid overproduction

• Zero the inventory
• Sometime having inventory is better

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Level out the workload (heijunka)
Unleveled 15A 8B 4C

• Mon
• AAAAAA
• Tues
• AAAAAA
• Wed
• AAA-B-B-B-B-B
• Thurs
• -B-B-BCCCC

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Level out the workload (heijunka)
Leveled 15A 8B 4C

• Mon
• AAAA-B-BC
• Tues
• AAAA-B-BC
• Wed
• AAAA-B-BC
• Thurs
• AAA-B-BC

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Stop when there is a quality problem (jidoka)

• Everyone in the flow must stop what they are
  doing when a problem occurs and solve the problem
  together.
• Quality comes first!

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Standardize tasks for continuous improvement

• Standardization is the basis for continuous
  improvement and quality.
• Find the balance between providing employees with
  rigid procedures to follow and providing the
  freedom to innovate and be creative to meet
  challenging targets consistently for cost,
  quality, and delivery.

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Use visual control so no problems are hidden

• Clean in up, make it visual. 5S
• Improving value added flow.
• Some device to check the standard.

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Use only reliable, thoroughly tested technology

• Use only reliable technology
• When you live in the logistics world, nothing
  moves without information.
• You can kaizen people process easily, but it is
  hard to kaizen a machine.