Question

talk about pull manufacturing system in toyota company in full details.

production from start to finish

material handling

kanban

Automation

Answer 1

PULL MANUFACTURING SYSTEM IN TOYOTA COMPANY

Basic Idea and Framework :

The Toyota production system is a technology of comprehensive production management the
Japanese invented a hundred years after opening up to the modern world. The basic idea of this
system is to maintain a continuous flow of products in factories in order to flexibly adapt to demandchanges. The realization of such production flow is called Just-in-time production, which means producing only necessary units in a necessary quantity at a necessary time. As a result, the excess inventories and the excess work force will be naturally diminished, thereby achieving the purposes of increased productivity and cost reduction.
The basic principle of Just-in-time production is rational; that is, the Toyota production system
has been developed by steadily pursuing the orthodox way of production management. With the realization of this concept, unnecessary intermediate and finished product inventories would be eliminated, However, although cost reduction is the system's most important goal, it must achieve three other sub-goals in order to achieve its primary objective. They include:

.Quality control, which enables the system to adapt to daily and monthly fluctuations in
demand in terms of quantities and variety;

• Quality assurance, which assures that each process, will supply only good units to the
subsequent processes.

Respect-for-humanity, which must be cultivated while the system utilizes the human resource
to attain its cost objectives. It should be emphasized here that these three goals cannot exist independently or be achieved independentlv without influencing each other or the primary goal of cost reduction. All goals are output of the same systerm; with productivity as the ultimate purpose and guiding concept, the Toyola production system strives to realize each of the goals for which it has been designed. Before discussing the contents of the Toyota production system in detail,an Overview of this system is in order. The outputs or result side as well as the inputs or constituent side of the production system are depicted.
A continuous flow of production, or adapting to demand changes in quantities and variety, is
created by achieving two key concepts: Just-in-time and Automation. These two concepts are the pillars of the Toyota production system.

Just-in-time basically means to produce the units in the necessary quantities at the necessary time. Automation ("Jidoka" in Japanese) may be loosely interpreted as autonomous defects
control. It supports Just-in-time by never allowing defective units from the preceding process to flow into and disrupt a subsequent process. Two concepts also key to the Toyota production system include Flexible work force ("Shojinka" in Japanese) which means varying the number of workers to demand changes, and Creative thinking or inventive ideas ("soikufu"), or capitalizing on workers. suggestions
To realize these four concepts, Toyota has established the following systems and methods:

• Kanban system to maintain Just-in-time production
- Production smoothing method to adapt to demand changes
- Shortening of set-up time for reducing the production lead time
• Standardization of operations to attain line balancing
. Machine layout and the multi-function worker for flexible work force
. Improvement activities by small groups and the suggestion system to reduce the work force
and increase the worker's morale.
- Visual control system to achieve, the Automation concept
• Functional Management system to promote company-wide quality control.

MATERIAL HANDLING

Just-in-Time Production

The idea of producing the necessary units in the necessary quantities at the necessary time is described by the short term Just-in-time. Just-in-time means, for example, that in the process of assembling the parts to build a car, the necessary kind of sub-assemblies of the preceding processes should arrive at the product line at the time needed in the necessary quantities. If Just-in-time is realized in
the entire firm, then unnecessary inventories in the factory will be completely eliminated, making
stores or warehouses unnecessary. The inventory carrying costs will be diminished, and the ratio of capital turnover will be increased.

However, to rely solely on the central planning approach, which instructs the production schedules to all processes simultaneously, it is very difficult to realize Just-in-time in all the processes for a product like an automobile, which consists of thousands of parts. Therefore, in Toyota system, it is necessary to look at the production flow conversely, in other words, the people of a certain process go to the preceding process to withdraw the necessary units in the necessary quantities at the necessary time. Then what the preceding process has to do is produce only enough quantities of units to replace those that have been withdrawn.

KANBAN SYSTEM

Many people think the Toyota production system a Kanban system: this is incorrect. The Toyota
production system is a way to make products, whereas the Kanban system is the way to manage the Just-in-time production method. In short, the kanban system is an information system to harmoniously control the production quantities in every procesą. It is a tool to achieve just-in-time production. In this system what kind of units and how many units needed are written on a tag-like card called Kanban. The Kanban is sent to the people of the preceding process from the subsequent process. As a result, many processes in a plant are connected with each other. This connecting of processes in a
factory allows for better control ofnecessary quantities for various products. The following supports the Kanban system:
• Smoothing of production
• Reduction of set-up time design of machine layout
• Standardization of jobs
. Improvement activities
. Autonamation

A kanban is usually a card put in a rectangular vinyl envelope. Two kinds are mainly used:
Withdrawal Kanban and Production-ordering Kanban. A Withdrawal Kanban details the kind and quantity of product, which the subsequent process should withdraw from the preceding process, while a Production-ordering Kanban specifies the kind and quantity of the product, which preceding process must produce.
The Withdrawal kanban shows that the preceding process which makes this part is forging ,and the carrier of the subsequent part must go to position B-2 of the forging department to withdraw drive pinions. The subsequent process is machining. The Kanban shows that the machining process
SB-8 must produce the crankshaft for the car type. The crankshaft produced should be placed at store F26-18. These cards circulate within Toyota factories, between Toyota and its many co-operative companies, and within the factories of co-operative companies.

In this manner, the Kanban can contribute information on withdrawal and production quantities in order to achieve Just-in-time production.

Suppose we are making products A, B, and C in an assembly line. The parts necessary to produce these products are a and b which are produced by the preceding machining line. Parts a and b produced by the machining line are stored behind this line, and the production-ordering Kanbans of the line are attached to these parts. The carrier from the assembly line making product A will go to the machining line to withdraw the necessary part a with a withdrawal kanban. Then, at store, he picks up
as many boxes of this part as his withdrawal kanbans and he detaches the production-
ordering kanban attached to these boxes. He then brings these boxes back to his assembly line, againwith withdrawal kanbans. At this time, the production-ordering Kanbans are left at store of themachining line showing the number of units withdrawn, These Kanbans will be the dispatching information to the machining line. Part a is then produced in the quantity directed by that number of Kanbans. In this machining line, actually, parts a and b are both withdrawn, but these parts are produced according to the detached order of the production-ordering Kanbans.

AUTONAMATION

In order to realize Just-in-time perfectly, 100 per cent good units must flow to the prior process, and this flow must be rhythmic without interruption. Therefore, quality control is so important that it must coexist with the Just-in-time operation throughout the Kanban system. Autonamation means to build in a mechanism a means to prevent mass-production of defective work in machines or product lines. Autonamation is not automation, but the autonomous check if abnormality in the process.

The autonomous machine is a machine to which an automatic stopping device is attached. In
Toyota factories, almost all the machines are autonomous, so that mass-production of defects can be prevented and machine breakdowns are automatically checked. The idea of Autonamation is also expanded to the product lines of manual work If something abnormal happens in a product line, the worker pushes stop button, thereby stopping his whole line. For the purpose of detecting troubles in each process, an electric light board, called Andon, indicating a line stop, is hung so high
in a factory that it can easily be seen by everyone. The Andon in the Toyota system has an important role in helping this autonomous check, and is a typical example of Toyota's "Visual Control System."

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