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Toyota’s kaizen experience

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Toyota’s kaizen experience

  1. 1. Toyota’s Kaizen Experience<br />HISTORY<br />
  2. 2. <ul><li>1897
  3. 3. 1926
  4. 4. 1933
  5. 5. 1935(first passenger car prototype developed)
  6. 6. 1937(Toyota Motor Corporation established)
  7. 7. 1947(launched its first small car)
  8. 8. 1950(Toyota motor sales company was formed)
  9. 9. 1952-1970
  10. 10. 1974-1990’S</li></li></ul><li>Hurdles Faced<br />Acute Labor shortage.(reasons)<br />Workers were overburdened.(reasons)<br />Increased stress for the workers(reasons)<br />Excessive capital spending<br />
  11. 11. Remedies<br />Employed many temporary workers<br />Changed production management(JIT)<br />Changed human resource management<br />Changed working condition<br />
  12. 12. Practices Adopted<br />KANBAN<br />JIDOKA<br />JIT<br />SHOJINKA<br />KAIZEN<br />
  13. 13. Pre-requisites for Kaizen<br />Discard conventional fixed ideas<br />Don’t make excuses.Start by questioning current practices<br />Correct it right away,if u make mistake<br />Wisdom is brought out when faced with hardship<br />Seek the wisdom of ten people rather than the knowledge of one<br />Think of how to do it,not why it cannot be done<br />Don’t seek perfection.do it right away even if for only 50%of target<br />Don’t spend money for Kaizen use your wisdom<br />Ask ‘WHY’five times and seek root causes<br />Kaizen ideas are infinite<br />
  14. 14. Waste identified<br />Overproduction ahead of demand<br />Unnecessary movements of materials and products<br />Excessive inventories<br />Production of defective products<br />Idle time<br />Over processing<br />Unnecessary movement of people<br />
  15. 15. Implementation of Kaizen<br />Implemented by the supervisory staff and engineers<br />Implemented by workers through quality circles and a suggestion system<br />
  16. 16. Other activities<br />Encouraging an active role in quality control<br />Utilizing employee ideas and opinions in production processes<br />Encouraging the practice of Kaizen in every work sphere<br />
  17. 17. THE MODIFICATION<br />Allowed plants to set their own annual production efficiency targets<br />Method of determining production efficiency was changed <br />Best standard time<br />Reduce of long annual working hours<br />Method of calculating the production allowance was altered for blue collor workers and removed for white collor workers<br />
  18. 18. Reconstruction of the assembly line<br />Construct an assembly line where workers could work easily and execute their operations<br />Organizing a ‘human-centered’TPS<br />Form a Kaizen mind in everyone so that he/she willingly does Kaizen<br />
  19. 19. TARGETS<br />The absence of any operations difficult to execute<br />Quality and worker security assurance <br />Efficiency in logistics <br />Assembling a vehicle in the shortest time possible with minimum cost<br />High investment returns<br />

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