Toyota Production System (TPS) and Lean Manufacturing. Structure and principles of building the Toyota system Toyota production system

Lean is a management system in which products are manufactured exactly according to customer requirements and with fewer defects compared to products made using mass production technology. This reduces the cost of labor, space, capital and time.

What exactly is the BP for?

Increase return on capital by reducing inventory and reducing time from order to delivery.

Ensuring business growth by delegating responsibility and releasing the owner or manager from current problems.

decline and providing .

Changing the attitude towards competition through a greater focus on customer requests, and not on comparing your offer with others on the market.

Using the internal potential of employees and the enterprise by involving everyone in the process of solving problems.

Principles

1. Customer orientation

3. Organization of production cells

Live looks like this:

Purpose: to increase labor productivity. One person can achieve such perfection that he can service several pieces of equipment at once.

4. Reducing the duration of the release of the order

All we do is keep track of the time between the customer placing an order and getting paid for the work done. We shorten this period of time by eliminating waste that does not add value ( , 1988).

It is necessary to ensure that as little time as possible passes from the moment a client submits an application to the moment when he receives his order.

In this process, you need to focus on two concepts: cycle time and takt time.

Cycle time(order release time) is the duration of the product through the entire flow from start to finish.

Takt time is the frequency at which finished products leave the line. The target takt time is determined by market demand (for example: we need 2 cars per day).

Mass production has a very short takt time (shoots like a machine gun), but a very long cycle time (each of the units is produced for a long time). in addition to freezing material assets in the form of work in progress, this also greatly reduces the rate of production of rare brands of products.

5. Flexibility

In mass production, equipment readjustment is extremely rare - the equipment produces parts in gigantic batches. Lean manufacturing tends to produce parts in small batches, so the equipment needs to be retooled frequently. That is why it has a very developed tool

6. Elimination of waste

In order to shorten the cycle time, waste is eliminated. Waste is anything that does not add value to the final product. Profit is increased by eliminating losses in production.

Types of losses:

Overproduction- all unsold products cluttering the warehouse finished products;

Excess inventory- Money spent on them, but they lie idle. They spoil, they get lost. Requires inventory. All these are extra costs;

Expectation- people, parts, products. Everything that is idle stands without movement in a queue somewhere;

Transportation- decrease in time and distance;

Extra movements during work operations- not optimized work of people with their hands. Extra work due to the imperfection of the tool.

Overprocessing- when we do what the client does not need;

Defects, marriage;

Unrealized potential of employees.

7. Intra-shop logistics

The value stream, as well as supply flows, should move in the same direction whenever possible, excluding return and crossing flows. The length of travel paths should also be as short as possible. To do this, use the "Spaghetti Diagram" tool, with which we analyze all movements, and then decide how to optimize them.

8. Everyone involved in the improvement process

In order to eliminate 8 types of losses, all employees of the company, headed by the first person, must constantly deal with this. is the key to success.

This is very helpful for getting involved:

This will require a waiver in favor of open acknowledgment of problems. Refusal to solve problems by replacing people or by "finding and punishing those responsible."

Otherwise, your improvement process will break down, causing your employees to .

How it looks in practice:

Or like this:

The key feature of improvement is continuity. You can not rebuild the enterprise, and then do not return to this issue. A project is something that has a beginning and an end. And the process of improvement should be a vector.

How often do you need to train to be an athlete? Constantly. How often do you need to improve your skills to be a professional? Constantly.

Also with production. The Japanese are ahead of the planet in this regard and have a cornerstone: continuous improvement. Non-stop for decades.

How the Japanese think of evil: daily work + improvement

How the Japanese Think Right: Daily Work = Improvement

Improvement must be continuous. You can’t do something healthy once and live to 100 years. The right way of life must be maintained throughout life continuously.

More about improvement:

Cultivation builds up a certain routine:

If you make transformations and do not return to this issue anymore, then this is what will happen:

Also:

9. Go to gemba (come and see)

The most important principle of improvement and involvement. It lies in the fact that the bosses should not be engaged in the development of the enterprise from the offices. They have to go to the workshop and watch how the work is done. Or go and look at the place where the marriage takes place. Look for the cause of it. The Japanese boss always goes to the front. Where value is created.

Arriving at the place of value creation (gembu), you need to look for the root causes of problems. Do not pull the tops, but dig to the very root. To do this, there is a method "5 Why?". 5 times or more in a row by asking the question "why?" to a worker on the site, you can find out "where the legs grow from." And take action. More:

This is about the value stream. In general, problems should be looked for not only in the gemba, but also in the administration.

10. Process Oriented, Not Result Oriented

We can be praised if you somehow deceived the system and got out of a momentary problem. I poked parts from some other order (which will be shipped in 2 days, not today), or manually got into the priority of the work of the metal parts manufacturing site to re-manufacture some parts lost on your order, which is shipped today.

The order was shipped with sin in half, and all such "fuh!" exhaled. Now we need to figure out why this happened on this order. How the manufactured parts were lost, and why the purchased ones did not arrive on time. But wait! We have just picked up parts from an order that will ship the day after tomorrow! Now we need to urgently think about how to ship it. In addition, we interfered with the priority of the metal section, and it is now working with a delay, and something urgently needs to be done about this too! Therefore, there is no time now to investigate why this happened. And then, yes, it did work. The result is there. And this is the most important thing! (No)

In lean manufacturing, it is necessary to constantly improve the process, and then it will already give a stable result.

11. 5S system

5C is a system for organizing the workspace, establishing and maintaining order, cleanliness, discipline and creating safe working conditions. The 5C system helps to quickly get rid of the rubbish accumulated in the workplace and in the office and eliminate its appearance in the future.

The system is needed for everyone's involvement, and 5S is very useful for increasing productivity. When we got rid of everything unnecessary, put all the items in their places, signed their places of storage and monitor cleanliness and order, this greatly rebuilds people's minds. Sets them up for improvement. Also, people who do not want to take part in this become very noticeable.

In Japan, no one has ever shied away from "improvement for the sake of improvement" without direct monetary gain. All this creates a philosophy, creates a spirit. Not everything is measured in money. There is also

12. Refusal of mass control

Refusal to mass check products at the exit, as well as the refusal to put a QCD employee after each machine. Instead, the assignment of duties with verification to the workers themselves in the subsequent stages of the work. This is only possible in a culture of cultivation, where the perpetrators are not punished or fined, but simply try to find out what caused the marriage and eliminate the possibility of marriage in the future. For example, by introducing methods to protect against unintentional errors (Poka-yoke):

Then the workers will not be afraid to report defective parts to each other, and QCD employees will not be needed in such numbers.

This is better than checking all products at the very end, because in the end, much more resources have already been spent on it than if the marriage had been discovered at the earliest stages. Therefore, if a marriage occurs in one of the sections, the conveyor is stopped until they find out what is wrong. In order not to drive the marriage further. The Japanese were even the first to come up with a technology that stops equipment automatically when a marriage occurs.

13. Standardization + on-the-job training + control

Improvements are pointless if there are no standards in the workplace. Because if there is no standard - .

You need to standardize operations like this:

Once the standards are set, best experience should be replicated through training:

Then the implementation of the standards will need to be monitored: (parallel control structure)

14. Visualization

In order for engaged employees to improve processes, processes must be visual, understandable, and standardized. Everything should be visualized and transparent and marked. In muddy water, it is completely incomprehensible what is happening and how everything works, so there are no ideas how to improve it. No loss visible. The goal is for any person, having come to the site, to understand without asking questions how everything works here, how it should work and whether there are any violations.

The visualization looks like this:

15. Statistical Office

Lean manufacturing is based on analysis and facts in its decisions. Facts are statistics. Management must make decisions based on production statistics.

Discussed in detail in the book "7 Tools for Quality Management" by Hitoshi Kume

The main tool for identifying losses. Heavy artillery, so to speak. We can say that this is a huge photo of the working day of the whole process. We sketch everything that is done. We fix time, information flows, number of personnel in operations, downtime, defects and other important information. Based on all this, we make one big map, contemplating which we are looking for opportunities for improvement.

On the wall is an archaic method. It is possible in Excel.

I am sometimes asked which BOOK to read in order to understand Lean from scratch

To be honest, before today I didn't know the right book. That's why I had to write the note "Lean Manufacturing from Scratch" myself. And finally, a good book has appeared! Someone has tried. It has a well-developed structure and cool infographics. It is 100 times better than similar .

I already had a Lean From Scratch post and decided to attach this book to my post because the book says the same thing. Written just as simple, but more detailed. Therefore, who after this note wants to dig deeper, you can download the book from the link.

Toyota production system (TPS)

IN 1930s Toyota Motor Corporation mainly manufactured simple trucks. At first, these were low-quality cars with primitive manufacturing technology (for example, body panels were nailed to the frame with a hammer). Toyota was not among the successful companies.

In the 1930s, Toyota executives read Henry Ford's Today and Tomorrow (1926) and traveled to America, to Ford and GM factories, to study assembly lines. The conveyor system, precision looms and the idea of economies of scale were tested in factories that made looms.

Already before World War II, Toyota realized that the Japanese market was too small and demand too heterogeneous to bet on mass production, profitable in the United States. The US car production line could produce 9,000 units per month, while Toyota produced only 900 vehicles per month, that is, Ford's productivity was 10 times higher. Toyota managers realized that if the company was to continue to exist, the idea of mass production had to be adapted to the Japanese market. But how to do that?

Mass production Ford was designed to produce a limited number of models in huge quantities. That is why all Model Ts were black. Toyota needed to produce many different models in small batches on the same assembly line. The demands of consumers in the very limited Japanese car market were too varied to create a separate assembly line for each model.

Ford was swimming in money, he had a huge American and international market at his disposal. Toyota didn't have funds and she worked for one small country. With very modest resources and capital, Toyota had to accelerate the cash flow as much as possible (from the moment the order was received to the sale of the product).

Ford had an established supply system Toyota doesn't. Toyota couldn't hide behind high volume and economies of scale like Ford. She needed to adapt her manufacturing process to a different environment while achieving high quality, low cost, short development times, and maximum flexibility.

When Eiji Toyoda and his managers went on a 12-week study tour of US factories in the 1950s, they thought they would be amazed at the progress in production.

To their surprise, they found that mass production technology had changed little since the 1930s. Such a production system had many disadvantages. They saw that bulky equipment is used to produce large batches of products, and the parts themselves lie dormant for a long time, waiting to be sent to the next site, where, after processing, history will repeat itself. They noticed that the inconsistency of the individual stages of the process leads to the accumulation of huge stocks of components. They saw that the equipment was expensive and that the notorious efficiency of lowering the price of a unit forced workers to keep an eye on the smooth operation of the equipment.

After familiarizing themselves with the traditional system of financial rewards, they realized that managers who managed to produce the largest number of parts, without letting the machines and workers stop, received cash bonuses, although their work led to overproduction, defects that, with huge batches of finished parts, went unnoticed for a long time. , and very uneven flow. Workplaces were in disarray, and no one followed their condition. Forklifts scurried back and forth, moving mountains of parts from place to place. Factories resembled warehouses, not manufacturing plants. To put it mildly, what they saw did not make much of an impression on them. They realized that they could compete with such an opponent.

When Eiji Toyoda returned, he invited plant manager Taiichi Ono into his office and gave him a new challenge: to improve Toyota's manufacturing process so that the company's productivity level would keep up with Ford's.

IN 1950s Ohno went to production, which he knew like the back of his hand, and began to change the rules of the game. He began his countless raids on Toyota factories, consistently introducing the principles of jidoka and one-piece flow. Many years passed before he managed to gradually create a new production system - the Toyota Production System. Of course, not only Ono and his team took part in its creation.

Along with the lessons of Henry Ford, TPS borrowed many other ideas from the US. One of the most important was the concept of pull, which is based on the principle of the American supermarkets. In any good supermarket stocks of goods on the shelves are replenished as they are taken apart by buyers, that is, as they are consumed. In the shop floor, this means that the production or restocking of parts in Stage 1 should be carried out as the next Stage 2 uses up almost all of the stock of parts manufactured in Stage 1 (that is, there is only a small reserve stock left). In TPS, the next batch of parts from Stage 1 is requested only when the number of parts used in Stage 2 has been reduced to a predetermined minimum, called "kanban". It signals to the previous stage that it is time to replenish the stock of parts. It turns out that the details are "pulled out" along the chain - from the final stages of the production cycle to the initial ones.

Without a pull system, just-in-time, one of the two most important components of TPS, is impossible.

In addition, Toyota was enthusiastic about the teachings of American quality pioneer Edward Deming. He taught seminars in Japan on quality and productivity and taught that in any business system, the first priority of all employees of the organization is the satisfaction and anticipation of the desires of the consumer. He expanded the concept of "consumer" to include not only an external consumer, but also an internal one. Any person and any stage of the production process should be considered as a consumer who must be provided with everything necessary and at the right time. This is how Deming's principle "the next process is your customer" was born. This is one of the most important principles of the just-in-time concept. This principle means that the preceding process must always do what the next process requires. Otherwise, just-in-time and the pull system won't work.

In addition, Deming armed the Japanese with a systematic approach to problem solving known as the Deming Cycle, or the PDCA (Plan-Do-Check-Act) cycle. This approach has become the cornerstone of continuous improvement. In Japanese, continuous improvement is kaizen. This word denotes a process of incremental but continuous improvement to eliminate any waste that increases costs without creating added value. In fact, kaizen means "change for the better" and can refer to both major changes and small incremental changes. Western firms prefer to bet on innovation that allows one to make a one-time revolution, and constant and gradual improvement is their weak point. That is why when training Western entrepreneurs, the emphasis is on small, gradual changes. Sometimes significant, radical transformations are called the word kaikaku (or kairyo). Kaizen teaches how to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team. Kaizen assumes that a decision or proposal must come from the workers and requires that any decision be implemented prior to open discussion and consensus. Kaizen is a whole philosophy that involves the pursuit of excellence and is the basis of TPS.

IN 1960s TPS turned into detail developed system, which could be applied to any kind of business and to any process.

Main componentsTPS become:

the concept of "just-in-time" (JIT, "just-in-time");

jidoka - embedding quality, autonomization (intelligent automation), built-in error protection.

Tools TPS includes the following elements(methods):

determination of the value of the future product;

building a value stream;

standardization;

visualization;

Total Equipment Maintenance (TPM);

quick changeover (SMED);

rational organization of workplaces (5S);

error protection - jidoka (poka-yoke);

total quality management (TQM);

continuous improvement - kaizen.

These elements form the basis 14 principles that make up the Toyota approach. The principles are grouped into four categories:

philosophy of the long term;

the right process produces the right results (we are talking about using a number of TPS tools);

add value to the organization by developing your employees and partners;

Continuously solving fundamental problems stimulates continuous learning.

Principle 1. Make management decisions with a long-term perspective, even if it hurts short-term financial goals.

Use a systematic and strategic approach when setting goals, and all operational decisions must be subordinated to this approach. Realize your place in the history of the company and try to bring it to a higher level. Work on the organization, improve and rebuild it, moving towards the main goal, which is more important than making a profit. A conceptual understanding of one's purpose is the foundation of all other principles.

Your main task is to create value for the consumer, society and economy. When evaluating any type of activity in a company, consider whether it solves this problem.

Be responsible. Strive to control your destiny. Believe in your strengths and abilities. Take responsibility for what you do, maintain and improve the skills that allow you to produce added value.

principle 2. A continuous flow process helps identify problems.

Perestroy technological process so as to create a continuous flow that effectively adds value. Minimize the time that unfinished work is without movement.

Create a flow of products or information and build connections between processes and people so that any problem is identified immediately.

This flow should become part of the organizational culture, understandable to all. This is the key to continuous improvement and development of people.

Principle 3. Use the pull system to avoid overproduction.

Make sure that the internal consumer who accepts your work gets what he needs, in right time and in the right amount. The basic principle is that with a just-in-time system, items should only be replenished as they are consumed, minimizing WIP and stockpiling. Keep a small number of items in stock and replenish these stocks as they are taken by the customer.

Be receptive to daily fluctuations in consumer demand, which provide more information than computer systems and charts. This will help to avoid losses due to the accumulation of excess stocks.

Principle 4. Distribute the amount of work evenly(heijunsh):work like a turtle, not like a hare.

Eliminating waste is only one of the three conditions for the success of lean manufacturing. Eliminating overload of people and equipment and smoothing out uneven production schedules are equally important. This is often not understood in companies that are trying to apply the principles of lean manufacturing, work on even distribution of the load in all processes related to production and service. This is an alternative to the alternation of rush and downtime that is typical for mass production.

Principle 5. Make stopping production to solve problems part of the production culture if quality requires it..

Quality to the consumer determines your value proposition. Use all available modern methods quality assurance.

Build equipment that can recognize problems on its own and stop when they are detected. Develop a visual system for notifying the team leader and team members when a machine or process needs their attention. Jidoka (machines with elements of human intelligence) - the foundation for "embedding" quality.

Ensure that the organization has a support system in place to quickly resolve problems and take corrective action.

The principle of stopping or slowing down the process should ensure that the required quality is obtained “first time” and become an integral part of the company's production culture. This will increase the productivity of processes in the long run.

Principle 6. Standard tasks are the basis for continuous improvement and delegation of authority to employees.

Use stable, reproducible methods of work, this will make the result more predictable, increase the coherence of the work, and the output will be more uniform. This is the basis of flow and pull.

Capture accumulated process knowledge by standardizing current best practices. Do not hinder creative expression aimed at raising the standard; consolidate what has been achieved with a new standard. Then the experience gained by one employee can be transferred to the one who will replace him.

Principle 7. Use visual control so that no problem goes unnoticed.

Use simple visual aids to help employees quickly identify where they are meeting the standard and where they are deviating from it.

Do not use a computer monitor if it distracts the worker from the work area.

Create simple systems visual control in the workplace to help maintain flow and stretch.

Keep reports as short as possible to one sheet, even when it comes to major financial decisions.

Principle 8. Use only reliable, proven technology.

Technology is designed to help people, not replace them. It is often worth doing the process manually first before introducing additional hardware.

New technologies are often unreliable and difficult to standardize, jeopardizing the flow. Instead of untested technology, it is better to use a well-known, proven process.

Before entering new technology and equipment should be tested under real conditions.

Reject or change technology that goes against your culture, that can break stability, reliability, or predictability.

Still, encourage your people to keep up with new technologies when it comes to finding new ways. Quickly implement proven technologies that have been tested and improve the flow.

Principle 9. Cultivate leaders who know their business thoroughly, profess the philosophy of the company and can teach it to others.

It is better to educate your leaders than to buy them outside the company.

The leader must not only perform the tasks assigned to him and have the skills to communicate with people. He must profess the philosophy of the company and set a personal example of attitude to business.

A good leader must know the day-to-day work like the back of his hand, only then can he become a true teacher of the company's philosophy.

Principle 10. Raise extraordinary people and form teams that follow the philosophy of the company.

Build a strong, sustainable work culture with enduring values and beliefs that are shared and accepted by all.

Train extraordinary people and work teams to act according to a corporate philosophy that delivers exceptional results. Work tirelessly to strengthen the production culture.

Form cross-functional teams to improve quality and productivity and improve flow by solving complex technical problems. Equip people with the tools to improve the company.

Relentlessly train people to work as a team common goal. Everyone should learn to work in a team.

Principle 11.Respect your partners and suppliers, challenge them and help them improve.

Respect your partners and suppliers, treat them as equal participants in the common cause.

Create conditions for partners that stimulate their growth and development. Then they will understand that they are valued. Give them challenging tasks and help them solve them.

Principle 12. To understand the situation, you need to see everything with your own eyes (genchi genbutsu).

When solving problems and improving processes, you must see what is happening with your own eyes and personally verify the data, and not theorize by listening to other people or looking at a computer monitor.

Your thoughts and reasoning should be based on data that you yourself have verified.

Even representatives of the company's senior management and department heads must see the problem with their own eyes, only then the understanding of the situation will be genuine, not superficial.

Principle 13. Make a decision slowly, on the basis of consensus, weighing all possible options; implementing it, do not hesitate(non-mawashi).

Don't make a firm decision about a course of action until you've weighed all the alternatives. When you decided where to go, follow the chosen path without delay, but be careful.

Nemawashi - it is a process of collaborative discussion of problems and potential solutions in which everyone participates. His task is to collect all the ideas and develop a consensus on where to go next. Although such a process is quite time-consuming, it helps to carry out a broader search for solutions and prepare the conditions for operational implementation the decision taken.

Principle 14. Become a learning structure through relentless introspection(hansei) and continuous improvement(kaizen).

Once the process has stabilized, use continuous improvement tools to identify the root causes of inefficiencies and take action. Create a process that requires almost no inventory. This will identify wasted time and resources. When losses are obvious to everyone, they can be eliminated through continuous improvement (kaizen).

Protect the knowledge base about the organization of your company, do not allow staff turnover, follow the gradual promotion of employees and the preservation of the accumulated experience.

At the completion of the main stages and the completion of all work, make an analysis (hansei) of her shortcomings and speak openly about them. Develop measures to prevent the repetition of mistakes.

Instead of reinventing the wheel when you start new job or when a new manager comes along, learn to standardize on best practices.

According to many experts, the essence of lean manufacturing is not to copy Toyota tools designed for a particular production process. Lean manufacturing means that you need to develop the principles of operation of a particular organization and adhere to them, effectively creating added value for consumers and society. Nevertheless, it is possible to single out general steps along this path.

For creating lean manufacturing in a particular enterprise, it is necessary to perform the following Steps:

Determine the value of the product.

Determine the value stream of this product.

Ensure the continuous flow of the product value stream in accordance with the takt time.

Create a pull system for production control.

Use kaizen to permanently eliminate wastage, reduce batch volumes, shrink supermarkets, and expand the distribution of continuous flow.

Manufacturing - the process of making goods or providing services to consumers. It is a process that uses intangible resources such as ideas, creativity, research, knowledge, wisdom, etc. Usually, it is manual, mechanical, or chemical process, which converts the material resources received at the input, such as raw materials, semi-finished products or components, into finished products or goods that have value for the consumer.

The production process uses premises, production equipment and tools, human labor, various resources - water, electricity, Consumables. The production process includes the processes of processing orders, purchasing raw materials, warehousing, transport logistics, etc. All these processes can be combined into a production or processing subsystem.

The production process cannot exist without the managing and auxiliary (supporting) processes, which are of value only for the enterprise itself. Auxiliary processes, for example, maintenance of equipment or IT structure of the enterprise, personnel management.

Thus, production system can be defined as:
"A set of methods, procedures and plans that includes all the functions necessary to process information and raw materials at the input into finished goods / services at the output."

If the plans are not fulfilled, the planned goals are not achieved, then the production system is not working.

Toyota Production System

The Toyota Production System (TPS), steeped in the philosophy of "total waste elimination", covers all aspects of production to achieve maximum efficiency. Waste refers to anything that does not add value to the consumer: wastage due to waiting, unnecessary transportation, extra inventory, extra processing steps, overproduction, and scrap. All these losses are intertwined with each other, creating even more losses, which, ultimately, negatively affects the management of the corporation itself.
The Toyota Production System traces its roots back to the automatic loom Sakichi Toyoda (1867-1930), who originated one of the founding concepts of the Jidoka system, the production of high quality products.

TPS has evolved and improved over the years through trial and error. The second of the core principles is the Just-In-Time or JIT concept developed by Kiichiro Toyoda (1894-1952), founder (and second president) of Toyota Motor Corporation.

Jidoka and andon

The revolutionary automatic loom invented by Sakichi Toyoda not only made it possible to automate work that had previously been done by hand, but it also stopped itself if a breakdown was detected to prevent the production of defective products. If the equipment stops on its own, it becomes necessary to draw the attention of the operator to this situation. Therefore, an important part of the production process has become Andon (Andon), a signaling system (light board), which allows you to read information at a glance. This made it possible to observe the operation of a large number of machines with just one operator. As a result, Sakichi has been able to achieve an extraordinary increase in productivity and work efficiency.

The development of the jidoka system was "human automation". Part of the andon signaling system is a special cord, by pulling which each worker can stop the conveyor. The role of the automatic stop of the machine on the conveyor is performed by each worker. I did not have time to wrap the nut - pull the cord. The main thing is that no one will scold and punish this worker. On the contrary, they will praise that they did not pass the marriage further along the assembly line. They will try to establish the cause, and this is called "Hansei" - constant analysis.

Right on time

Kiichiro Toyoda, who inherited this philosophy, implemented his belief that "the ideal conditions for creating a thing are created when machines, equipment and people work together to add value without creating any waste." He came up with techniques and technologies to eliminate waste between operations and processes. As a result, the JIT method was born.

"Just in time" means creating "only what is needed, when needed, and in the right quantity." For example, in order to efficiently produce a large number of cars, which may consist of 30,000 parts, it is necessary to create a detailed production plan, which includes the purchase of spare parts. At the same time, each of the 30 thousand parts must go to a certain workplace on the assembly line "at the moment when it is needed and in the required quantity." As a result, wastage and unreasonable claims are eliminated, resulting in increased productivity.

Kanban

The Toyota Production System has a unique production management method, Kanban, which plays an important role. The kanban system is also called the "Supermarket Method" because the idea of using control cards was borrowed from American supermarkets. Product checklists provide information such as product name, product code, and storage location. At Toyota, when a process calls an upstream process to get parts, it uses kanban to tell you which parts were used.

Kanban allows a process (customer) to call on a previous process (supermarket) to get the parts they need, when they are needed and in the right quantity. In order not to make unnecessary parts at the previous stages and not deliver them to the next stage. The figure illustrates how a kanban system works with two types of kanbans: production order cards (green) and parts order cards (brown).

People

However, original methods and processes are only one side of the Toyota Production System. Here is what Yasuhito Yamauchi, former vice president of Toyota Group, says about the TPS production system: “The essence of TPS is the standardization of processes and a system of continuous improvements (kaizen or kaizen). And both of these concepts are inextricably linked with questions of people's motivation. By the way, in Toyota it is customary to talk about people, not about staff. This reflects our respect for those who work for the company. In addition, the main factors for the effectiveness of the production system are: initiative in the hands of ordinary employees, delegation of authority, delegation of tasks, giving workers freedom to make reasonable decisions, and kaizen. Among these five factors, there is not one that could be considered in isolation from the motivation and involvement of the staff. All five main factors in building a production system directly depend on how willingly people want to work, how close they take what is happening in the company to their hearts. Full text the interview is here.

Dao Toyota

The book of the American professor Jeffrey Liker "Tao of Toyota: 14 principles of management of the leading company of the world" is widely known. The author devoted 20 years to studying the experience of Toyota and formulated his conclusions in this book.

Recently, the "spirit of Toyota to do things" is called the "Tao of Toyota". Tao is a way, but not in the meaning of "road", but in a broader philosophical sense - a matter of life. It has been adopted not only within the Japanese company and the automotive industry, but also in production activities around the world, and continues to develop throughout the world.

The article uses information from the site www.toyota-global.com

The Toyota System is a comprehensive enterprise management system that affects almost all aspects of production (operational) management, which provides for:

elimination of all unnecessary elements of the production process in order to reduce production costs;
reduction in the duration of the production cycle, the size of stocks and backlogs of work in progress;
flexible response to fluctuations in demand for products;
quality assurance at all stages of production;
activation of the "human factor".

Japanese folk wisdom says: a) not the one who earns a lot gets richer, but the one who pays little; b) simplification is the surest way to perfection; c) quality is the only newly created value, everything else is a cost. The Toyota system fully embodied this wisdom. Its goals can be represented as the following diagram:

Decrease in production costs —> Decrease in the rate of profit —> Decrease in the price of products —> Conquest of sales markets —> Growth in sales volume —> Expansion of the scale of production —> Increase in the mass of profit.

Perfection production structure(structural restructuring of production). This method is associated with the transition to the subject specialization of production units. Subject specialization involves the complete manufacture of a group of the same type of parts of the product using a variety of processes and operations at workplaces located along the technological process. At a minimum, this is the organization of subject-closed areas. the best option is production lines with a detailed or subject-group form of organization. This is the first prerequisite for using a JIT system for operational production management. The possibility of its implementation to a decisive extent determines the scope of the Toyota system.

Structural restructuring creates the prerequisites for the organization of precise interaction of fairly autonomous production units based on a system of horizontal connections. Direct horizontal connections between adjacent production lines ensure the integrity of the production system in the most rational way, maintain the continuity and straightness of all processes. In turn, autonomy provides action economic methods management. For example, according to certain standards, craftsmen are allocated resources that they manage.

The developers of the Toyota system distinguish four stages of approaching the structure of the company to the optimum. The first stage is the technological form of specialization of production links. It is characterized by versatility and at the same time complex technological routes, high transportation costs, long equipment changeover time, high costs for wages highly skilled workers. At this level, the JIT system is not implemented. The technological form of specialization is used when an enterprise fulfills one-time or small recurring orders.

The second stage is the organization of the so-called distributed in-line production, which becomes possible when an enterprise receives a large order. Distributed production takes two forms: a) alternating operation of several one-subject production lines in the manufacture of various product modifications; b) the work of one readjustable multi-subject line; production of a batch of products and readjustment of the line for a new batch. At the second stage, all the advantages of in-line production are achieved and conditions are created for using the JIT system. We note the advantages of production lines that are especially important for the JIT system: 1) the use of a single accompanying document per batch for all operations of the line (prototype of the Kanban card); 2) reduction of reserve reserves to a single reserve for the entire line; 3) minimization or complete exclusion of interoperational backlogs.

Rice. 1 The most important components of the Toyota system

The third stage is the organization of multi-subject lines with a continuous launch. The conditions for this are the minimization of time or the complete exclusion of changeovers, as well as a flexible layout of workers. As a result, the possibility of piece-by-piece production of the same type of products opens up, as in multi-subject group flows. The advantages of such an organization of work: the absence of working capital on the lines, ensuring the continuity of the release of each model of the final product and, thereby, high production flexibility, the absence of safety stocks of products. The advantages of continuous run over distributed production are illustrated in Fig. It can be seen from the figure that when organizing distributed production, the supporting lines work rhythmically, but with the maximum permissible rhythm of work. In addition, when the output structure changes (the quantitative ratio of products of different standard sizes), the rhythm of the lines will change, and the problem of synchronizing operations will arise on the lines. On assembly lines, where manual labor, these are not a problem, since manual labor is a fairly flexible factor of production. However, on machining lines, this can cause serious difficulties.

The fourth stage is the convergence in space and, if possible, the unification of heterogeneous technological processes; reduction of transport movement and the corresponding transport backlog, the final creation of the prerequisites for the introduction of kanban cards. Moving equipment within the enterprise, rearranging jobs is a rather complicated and radical step. It is justified, therefore, only if top managers are confident in the favorable market prospects for large-scale production.

Engineering preparation of production. First of all, it involves ensuring operational readjustment of production and the possibility of working in small batches or piece-by-piece production. This is the second necessary condition for using the LT system for the operational management of production. Japanese engineers divide changeover into two parts: internal and external. External changeover is carried out outside the equipment and is combined with its work on the previous batch. Internal changeover is carried out after the processing of the previous batch is completed; her time is sought to be kept to a minimum. A striking example is the readjustment of presses with a force of 40 to 100 te. According to domestic standards, it should take four hours, according to Toyota standards - four minutes. The tasks of engineering support also include grouping products, unifying components or developing a system of modules from which you can assemble a large number of modifications of finished products, resynchronizing operations on streams with changes in the rhythm of their work, organizing and equipping jobs for multi-machine operators, etc. Engineering support involves continuous improvement engineers of elements of the production process directly in the shops, together with workers and foremen.

Rice. 2 Schemes for organizing two types of flows:
a - distributed production of a batch of products B;
b - continuous launch of three standard sizes of products: 1 - supply lines; 2 - assembly line

Training of general workers and a flexible scheme for their placement. These measures are aimed at solving the main problem - ensuring the flexibility of production while observing the condition of rational use work force. Changing the rhythm of work of production lines, organizing distributed production is impossible without the constant transfer of workers to new jobs, without changing the structure of operations and methods for their implementation, without changing the norms of multi-machine maintenance. The indispensable conditions for this are the training of general workers (multi-machine operators), time wages for their labor, rational planning of sites (production lines).

Training of personnel to work at new jobs for them takes place outside the main work time, under the guidance of foremen. Consolidation of the skills of multi-machine operators is carried out during the rotation of personnel within the site. Rotation, i.e., changing jobs, under normal conditions occurs according to a predetermined schedule with a cycle of two hours (in intensive and monotonous work) to two weeks. In addition to improving the skills of multi-machine workers, rotation provides a number of other advantages: changing labor, reducing its monotony and fatigue; departure from the concepts of "profitable" and "unprofitable" work; increasing responsibility for the work of the entire site; acceleration of the transfer of rational methods of work by workers.

A lot of responsibility rests with the foremen. They standardize new operations and revise the norms when introducing new means or methods of labor, while improving the layout of workplaces. To do this, the master must have the skills to work at all workplaces of his site. Masters change the arrangement of workers and the norms of multi-machine maintenance with changes in the rhythm of production lines, necessarily taking into account the level of training of workers. Foremen participate in the development of work process maps, which are especially important for multi-machine operators, train new workers, and organize staff rotation.

It is especially difficult to ensure the rational use of workers when the volume of production fluctuates by more than 10%. In this case, it is necessary to carry out resynchronization, change maps of labor processes, etc. With a reduction in output within the same limits, the freed time is used by workers for Maintenance equipment, mastering work at neighboring workplaces, cleaning production facilities, participating in the work of “quality control circles”. If necessary, additional labor is hired for temporary work. Well-established temporary workers constitute a reserve for recruiting a permanent staff of workers. A permanent increase in labor productivity must create a surplus of workers, which is either absorbed by the growth in output, or fits into the framework natural loss frames.

Toyota attaches great importance to the policy in the field of selection of equipment installed in the workplace. The main trend in this area is the all-round simplification and cheapening of equipment, which allows the main workers to independently monitor it. technical condition hired to quickly master the skills of its operation, the concern does not suffer large losses due to its downtime (which is the price for flexibility). In general, such a technical policy, as well as the fact that the equipment is not overloaded either in terms of use (production standards are strictly 100% met by workers) or in terms of service life, provide conditions when emergency equipment failures are practically absent. This, in turn, creates favorable conditions for maintaining a uniform rhythmic operation of production lines.

Expensive and difficult to operate automated and automatic production lines are used by the concern with great care and only where they undeniably prove their economic or social necessity. An example is complex automation using a system of industrial robots for welding and stamping production of car bodies. Work here is characterized by harmful and hazardous working conditions, so the main criterion for the expediency of automation was the solution social issues. For the convenience of multi-machine operators, not a linear, but a t-shaped layout of production lines is used. It reduces the transitions between individual pieces of equipment, improves its visibility. A more rational, it would seem, variant of the circular arrangement of equipment is rejected due to the psychological pressure of the enclosed space on the worker (the so-called birdcage).

"Alignment" of production. It is a set of control methods by which repetitive production, based on a modular principle, adapts to changes in demand. As already noted, "pull" systems are focused on working with a rhythm that changes in accordance with demand. The scheduling of such production is seen as "leveling" the entire production process in accordance with changing demand. This "alignment" is carried out in terms of the volume and range of products produced. The greatest difficulty is the "leveling" in terms of production, which is carried out in two stages. At the first stage, an adjustment is made to the change in monthly demand throughout the year. This is achieved with the help of monthly enlarged (aggregate) production planning. The enlarged plans set the average daily standard levels of output in each production unit, which are the basis for creating backlogs of work in progress, determining the required number of workers, etc. Calculations at the first stage are based on three-month and monthly demand forecasts made on the basis of information received from sales organizations .

At the second stage, adaptation to daily changes in demand during the month is carried out. Here, the main role in the operational management of production, implementing the principle of "leveling" production, both in terms of volume and range, is played by the "kanban" system. basis operational planning is the assembly schedule of various modifications of products on the main assembly line, built on the basis of daily orders from sales organizations (made in 2 days). The system ensures the rhythmic work of the rest production units and suppliers, and all emerging changes occur due to the transition to a new production rhythm. The "leveling" of production at this stage affects two indicators: the average total volume of production finished products back and the average output of each individual modification of the product. “Levelling” at the second stage is allowed only within +10% of the output volume, the production system is not ready for large volumes in the short term.

Thus, daily production schedules reflecting daily sales demand are only generated for the main assembly line. For other production units such as mechanical restoration, casting or stamping, only the estimated monthly production that will be required to supply the main assembly line is determined. On the basis of these predetermined metrics, plant managers can best place workers for the current month and plan for the use of other production resources at their disposal.

Rice. 3 Scheme of "leveling" the volume of production in the Toyota system

When assembling cars on the main conveyor, workers receive the required quantities of the necessary components that are made at the previous production sites. These sections, in turn, then produce exactly as much product as was “withdrawn” from them by the assembly. Therefore, for any technological stage prior to the final assembly, it is not necessary to draw up a daily production schedule in advance. In other words, the “leveling” system using the kanban information system functions in such a way that production orders “move” from the end of the production process, from the next technological stage to the previous one. The kanban cards themselves with the information on the subject of labor available on them can be used in areas as elements of a shift-daily task.

operational management based on the LT concept. It is based on "pulling" the required number of products from the previous production link when they are needed. Its goals are to minimize stocks and backlogs of all types, the volume of work in progress, the duration of the production cycle; ensuring the "leveling" of production, i.e., a combination of in-line methods with fairly frequent changes in the range and volume of output. Note that the "pull" system of LT is, in essence, only a means of eliminating stocks, equally effective for use both in the internal production sphere and in the field of external relations by companies (in supply and distribution channels). The differences relate only to the complexity of implementing the LT system: in internal environment It is easier for a company to do this than for an external one. It was for the purposes of intra-production use that it was originally developed by Toyota. At the same time, the LT system has not yet been considered as a concept that opens up new possibilities for regulating the output of marketable products in accordance with fluctuations in demand. This possibility has become extremely relevant in the future. Initially, the LT system had a local goal - to eliminate productive reserves, releasing part working capital for the development of production.

The main idea of the LT system is to eliminate stocks by organizing supplies in the technological chain in such a way that materials arrive in the required volume, at the specified place just in time. Thanks to the synchronization of deliveries with the need for them, set by the production schedule, the divisions work "from the wheels" without safety stocks and with minimal working capital. With the development of modern information technologies and telecommunications networks information exchange between suppliers and customers has become an affordable and cost-effective tool that allows companies to effectively manage inventory (and orders) not only in the field of own production but also in procurement and distribution.

As already noted, the LT system has a significant drawback: when demand fluctuates above ± 10% of the aggregate plan, the system begins to fail. To compensate for fluctuations in demand, it is necessary to use safety stocks, which contradicts the JIT ideology and reduces the effectiveness of its use. Therefore, the joint use of the Kanban system with other modern information systems is widely practiced, for example, MRP system. To a large extent, this disadvantage of "kanban" is eliminated in the ORT system.

Total Quality Management. This is one of the most important necessary conditions normal operation of the JIT system. Priority quality assurance is based on the following principles:

responsibility for product quality is transferred "down" to the production personnel who produce it and transfer it "from hand to hand". Special Services controls are not created;
priority is given to methods of preventive control and regulation of production parameters;
“visibility of quality” is ensured due to the fact that the customer or buyer can get acquainted not only with the quality of the finished product, but also with the process of its manufacture;
the worker is obliged to stop the entire technological chain in the event of a marriage that he cannot correct on the spot;
widespread use of automatic control means;
universal struggle for quality. Involvement of all personnel of the enterprise in it - from workers to the director;
serious attitude to cleanliness and order in the workplace.

Taiichi Ono talks about the thirty-year history of the creation of the Japanese production method, the production system that has allowed Toyota to become a leader not only in Japan, but throughout the world. Originating in the automotive industry in a highly unfavorable market situation, today the Toyota Production System is widely used in many other manufacturing industries.

Taiichi Ohno. Toyota production system: moving away from mass production. - M.:, 2008. - 194 p.

Download abstract ( summary) in the format or

Preface. The concept of the Toyota Production System is to improve production efficiency by carefully and consistently eliminating waste. This concept, together with the idea of respect for the human being, is at the heart of the Toyota Production System.

As a rule, losses appear when we try to produce one type of product in large volumes. As a result, costs rise. It will be much more economical to produce one product at a time. The first method is the Ford production system and the last is the Toyota production system. Manufacturers can no longer base production solely on top down plans and then distribute or "push" the product into the market. Now consumers "pull" out of the proposed assortment the goods they require in the required quantity at the right time.

The multi-stage manufacturing system used in many manufacturing processes includes both "push" and "pull" methods. Both methods have their advantages and disadvantages. The choice of one or another method and its effective application depend on the philosophy and creativity of production managers. The Toyota production system is based on the pull method. To understand its tremendous success, you need to understand the philosophy behind it, without focusing on individual aspects of this system, such as kanban.

Chapter 1

The oil crisis in the autumn of 1973, followed by an economic recession, had a negative impact on business development. It became apparent that business could no longer thrive using the traditional American mass production system that had worked so well for so long. Times have changed. The main goal of the Toyota production system was to produce a wide range of car models in small batches.

Toyota's production system is based on two principles: just-in-time, autonomy, or intelligence-assisted automation. The traditional way of production was to supply materials from the previous process to the next one. So I tried to think about passing stuff to reverse direction. The later production process at the end of the flow only needs good parts in the right quantity at the right time from the earlier process. Wouldn't it be logical in this case to produce in the earlier process only those parts that are required? As far as interactions between multiple processes, isn't it enough to be clear about how much, what, and when? We will call this means of communication "kanban" (card, pointer).

Toyota's preference for autonomization is for machines that can handle errors on their own, or "standalone" with simple automation. In all of the company's plants, most of the equipment is equipped with various safety mechanisms, precise stop systems, quick changeover devices and devices for "fool protection" (baka-yoke), or, more gently, "error protection" (poka-yoke).

I decided to change the organization of work - so that one operator is responsible for several machines instead of one, and for their different types. In other words, the first step was to introduce the production flow into machine shop. I combined various machines into a single technological chain within the same area. This was in stark contrast to the traditional system, in which a large batch of identical parts were made in one production area and then transported to another.

If any part is required to be produced in the amount of 1000 pieces per month, it is necessary to produce 40 parts per day within 25 days. Next, we must clearly calculate the daily productivity. If the working day is 480 minutes, one part should be produced approximately every 12 minutes. These calculations formed the basis of the concept production leveling.

The worst kind of loss in business is overproduction. Our ancestors grew rice for food and stored it in case of natural disasters. It is obvious that modern industry also adheres to this mindset. Business people are afraid of not being able to withstand competition without certain stocks of raw materials, semi-finished products and finished products. However, such accumulation is no longer practical. The industrial society must be guided common sense and buy what you need, when you need it, and how much you need.

Chapter 2. DEVELOPMENT OF THE TOYOTA PRODUCTION SYSTEM

When faced with a problem, try five times in a row to ask yourself the question: “Why did this happen?” Imagine, for example, that your car stopped working:

Why did the car stop? Because there was an overload, and the fuse flew.
Why was there an overload? Because the bearing was badly lubricated.
Why was the bearing badly lubricated? Because the lubrication pump was not working well.
Why didn't he work well? Because the piston is worn out and loose.
Why is the piston worn out? Because they did not put a filter, and metal chips got into the piston.

Five repetitions of the question "Why?" will help you to understand the root cause of the problem and solve it. If you don't go through the whole cycle of questions, then you may decide that simply replacing the fuse or pump piston is enough. Then just a few months later the same problem with the car will arise again.

A preliminary step to using the Toyota Production System is to fully identify waste: overproduction, waiting, unnecessary transportation, unnecessary processing steps, excess inventory, unnecessary movements, defective products.

"Everything starts from the factory." The most productive time for me in terms of the amount of vital information I receive in the field of management is the time that I spend at the plant, and not in the office of the vice president.

Every Toyota Motor Company plant, as well as our cooperating plants using the Toyota Production System, carefully implements visual management. A sheet of standard operations hangs above each workplace. When the worker raises his head, an andon (an electronic scoreboard showing the state of affairs on the production line) appears right in front of his eyes, which immediately reflects all detected problems on the line, their location and nature. In addition, the containers with parts brought to the line are equipped with kanbans - a kind of visual symbol of the Toyota production system.

In the past 40 years, since I was first asked to develop a standard operating procedure sheet for a textile factory, it has changed little. It clearly articulates the three elements of a standard operation: cycle time, sequence of operations, standard stocks.

IN production cycle, which involves four or five people, parts are passed from one worker to another, like baton. If the worker performing the subsequent process is delayed, the worker from the previous section helps him to set up the machine. When work on the site is getting better, the worker from the previous section immediately passes the baton - the work already started - to the worker of the next section and returns to his original place.

I got the idea of kanban from American supermarkets. A supermarket is a place where a consumer can get, firstly, what he needs, secondly, at the right time, and thirdly, in the right quantity. Supermarket employees must ensure that consumers can buy what they need at any time. Compared to traditional trading methods, supermarkets are more rational. From the seller's point of view, there is no loss of working time that occurs when unsold items are offered. The buyer does not need to worry about the need to buy something in reserve.

The subsequent technological process (consumer) refers to the previous process (supermarket) in order to obtain the necessary parts (goods) at the right time and in the right quantity. The previous process immediately produces new parts to replace those sent to the consumer (replenishes shelves). In 1953, we applied this system in the machine shop at the head office. The main management method of the Toyota production system is kanban (Figure 1).

Rice. 1. Sample kanban

According to the first rule of kanban, parts enter the subsequent process from the previous one in the amount specified in the kanban. For the previous process, this means eliminating the production schedule that has been adhered to for so long. It is psychologically difficult for workers to accept and get used to the idea that the simple production of as many parts as possible has ceased to be their main task. The desire to produce only the number of products required by the subsequent process means more frequent changeovers.

The Toyota system and Kanban are not the same thing. The Toyota Production System is a method of production, and the Kanban system is a way of organizing it.

It took ten years to implement the kanban system at Toyota Motor Company. During this period, the leader of Toyota was a very far-sighted man who, without further ado, gave me carte blanche to conduct this experiment. And when I almost forcibly forced the factory foremen to delve into the operation of the kanban system, the head of the company - my boss - received a lot of complaints. People said that this type of It was doing some nonsense, that it had to be stopped. Probably, at times the leader got into a difficult situation, but even then, apparently, he continued to believe me and did not order me to stop, for which I am very grateful to him.

The Toyota production system is synchronized not only with every production process within the company, but also with the production processes of suppliers. In order to level out fluctuations, the final assembly line of automobiles must avoid sharp ups and downs in production so that the flow functions as evenly as possible. In the Toyota Production System, this is called “production leveling” or “load smoothing.” This approach revealed the need for a quick changeover of equipment.

In the 40s. it took two to three hours to replace a die at the Toyota factory. In the 50s. as production leveling spread throughout the company, changeovers began to take less than an hour, then the time was reduced to 15 minutes. At the end of the 60s. it took no more than 3 minutes.

Toyota's production system was originally designed to produce a wide range of car models in small batches for the Japanese consumer. As a result, based on such a foundation, it gradually emerged as a production system capable of withstanding the test of market diversification.

After the 1973 oil crisis, people began to take Toyota's production system more seriously. I would like to emphasize that the reason for this lies in the unprecedented flexibility with which the system adapts to changing conditions.

One of the rules of kanban dictates the condition that 100% of the products are released without defects (that is, it contains a prohibition on sending defective products to subsequent processes).

Just-in-time production processes do not require additional stocks. Therefore, if defective parts are produced in the previous process, the worker in the next process is forced to stop production line. Moreover, everyone sees at what point it happens, and the defective part is returned to the previous process. This is a very unpleasant situation, the meaning of which is to prevent the recurrence of such a defect.

Lack of standardization and rationalization creates waste (Japanese for "m at yes"), inconsistency ("m at ra") and inexpediency ("m at ri") in working methods and in the distribution of working hours, resulting in the appearance of defective products.

It should be the responsibility of those who work with kanban to continuously improve kanban in a creative and inventive way so that it does not become a fixed form at any stage.

Chapter 3. FURTHER DEVELOPMENT

Events in real world do not always develop strictly according to plan, so the latter must quickly change in response to new circumstances. If you are of the opinion that the plan should not be changed after it has been approved, the business will not last long. I think a business should have the same reflexes as a person. Reflexes that allow him to respond quickly and easily to small changes in plan without having to go to the brain.

How bigger business, the more he needs well-tuned reflexes. If a small change in the plan can only be made with the help of a command from the brain (for example, by developing an order and sending amendments to the plan by the production control department), the business will not be able to avoid “burns” and “injuries” and will miss big opportunities.

Like other companies, Toyota develops its production schedules. However, the daily schedule is only sent to the final assembly line. This is a feature information system Toyota. In other companies, schedules are sent out for each stage of the production process. When workers on the assembly line use parts near the line to assemble, they remove the kanban and send it to the auxiliary process. The auxiliary, earlier process produces as many parts as will be used in the later one. This eliminates the need for a special production schedule. In business, information overload should be avoided. Toyota achieves this by allowing the product itself to supply information about itself.

Forecasts market conditions and the concept of car production as a whole dictate permanent change number and models of produced cars. The value of kanban is that it allows changes of this order to occur without outside intervention, automatically. If we ignore changes in the market and do not adapt to them in a timely manner, sooner or later we will have to make global adjustments to the production schedule.

I have struggled for a long time to implement a production system that is not the easiest to understand. Looking back at the path traveled with such perseverance, I think I can confidently give advice: “Correct mistakes immediately. If you don't fix the bug right away, it will result in lost work time later."

In manufacturing, wastage refers to all elements of production that increase costs and do not add value, such as excess labor, inventory, and equipment. An excess of labor, equipment and products only increases production costs and creates indirect losses. For example, when there are too many workers, you have to invent extra work for them, which entails an increase in the consumption of energy and materials. This applies to indirect losses.

But the biggest loss is excess inventory. If there are too many stocks and the factory cannot handle them, a warehouse has to be built and workers must be hired to take the products to the warehouse. Each worker may need their own transport cart. The warehouse will require personnel to manage the warehouse as well as to monitor the condition of the stored materials. Despite all this, a certain amount of stored products will rust and deteriorate. Because of this, additional workers will have to be hired to tidy up the products before they leave the warehouse for use. Products placed in the warehouse must undergo regular inventory. This will require additional workers. At some point, some employees will consider buying computers for inventory...

By carefully observing the processes, we can divide all the actions of workers into losses and work:

Losses are useless repetitive activities that should be eliminated immediately. For example, downtime while waiting or storing nodes.
Work is divided into two types: non-value-added work and value-added work.

To prevent overproduction and produce the necessary parts one by one, we need to know when they are needed. Thus, there is a need to determine the time step. Tact- the length of time in minutes and seconds, which is required to produce one unit of output. Takt time is determined by dividing the actual time pool by the number of parts to be produced per day.

Does the value of equipment really decrease over time? I would like to stand up for old equipment. In the language of business economics, there are such concepts as "depreciation", "residual value", "book value" - artificial terms that are used in accounting calculations, tax transactions and just for the sake of convenience. Unfortunately, people have forgotten that such terms have nothing to do with the true value of the machine.

For example, we often hear: “The depreciation period of this machine has ended. It paid for itself, and we can throw it away at any time without loss to ourselves, ”or:“ The residual value of this equipment is zero. Why spend money on repairs when you can replace it with a new, more modern model? This way of thinking is fundamentally wrong.

It might be useful to read: