{"id":412,"date":"2018-02-26T23:41:22","date_gmt":"2018-02-27T04:41:22","guid":{"rendered":"http:\/\/blog.richmond.edu\/mgmt340-05\/?p=412"},"modified":"2018-02-26T23:41:22","modified_gmt":"2018-02-27T04:41:22","slug":"the-toyota-production-system","status":"publish","type":"post","link":"https:\/\/blog.richmond.edu\/mgmt340-05\/2018\/02\/26\/the-toyota-production-system\/","title":{"rendered":"The Toyota Production System"},"content":{"rendered":"

<\/strong><\/p>\n

Toyota is an automotive manufacturer based out of Japan, specifically headquartered in the Aichi Prefecture. It was founded in 1937 by Kiichiro Toyoda and has grown rapidly since that day. It is now the world\u2019s fifth largest company by revenue. How have they achieved this? Their production system that they developed played a large part in doing that.<\/p>\n

The Toyota Production System (TPS) is Toyota\u2019s spin on the lean manufacturing system, or a JIT (just in time) system. The system all started with Sakichi Toyoda, who invented the automatic loom which automated work that was done manually. This invention greatly increased productivity and work efficiency. Kiichiro then followed along with this precedent, and continued to create methodologies and techniques to eliminate waste. The result was the JIT system and later, the TPS.<\/p>\n

The TPS is based off of two concepts, one called \u201cjidoka\u201d and the second is the concept of \u201cJust-in-Time.\u201d \u201cJidoka\u201d can be loosely translated as automation with a human touch. The machinery will process what it needs to do then safely stop once it is complete. However, if the machine detects a defective part or has an equipment malfunction, it will immediately shut down. This prevents defective products from being produced and therefore leads to only products that satisfy quality standards moving on to the following processes along the production line. The machine will then communicate with an operating room whether it has finished its process or has shut down due to a problem. The operators can continue working with other machines as well as identify the machine\u2019s problem with ease, allowing the operator to be in charge of many machines which improves productivity. Since the operator can easily find the problem in the machine, they can fix it and prevent it from occurring again, allowing for greater processing capacity in the future.<\/p>\n

The second concept of \u201cJust-in-Time\u201d for Toyota in a nutshell is \u201cmaking only what is needed, when it is needed, and in the amount needed.” By utilizing the concept of \u201cjidoka\u201d the products will always meet quality standards which in turn allows \u201cjust-in-time\u201d to function. From there, \u201cJust-in-Time\u201d focuses on the complete elimination of waste, unreasonable requirements, and inconsistencies in the production line. Toyota\u2019s \u201cJust-in-Time\u201d follows these steps. When a vehicle order is received, an instruction to produce is issued to the beginning of the vehicle production line as soon as possible. The assembly line must have the required number of needed parts stocked so that any type of vehicle ordered can be assembled. The assembly must replace the parts used in the order from the parts-producing process. The last step is that the parts-producing process must be stocked with a small number of all types of parts and produce only what was taken from the assembly process for the order. By this system Toyota is able to efficiently build a vehicle in the shortest possible period of time.<\/p>\n

Due to how effective their processes have been, the TPS has been studied by others worldwide. They have done everything they can to eliminate muda<\/em> (waste) in their assembly lines and inventory, and because of this still deliver quality products to people all over the world.<\/p>\n

 <\/p>\n

R<\/span><\/span>eference: www.toyota-global.com\/company\/vision_philosophy\/toyota_production_system\/<\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Toyota is an automotive manufacturer based out of Japan, specifically headquartered in the Aichi Prefecture. It was founded in 1937<\/p>\n","protected":false},"author":3736,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"colormag_page_layout":"default_layout","footnotes":""},"categories":[71878],"tags":[],"class_list":["post-412","post","type-post","status-publish","format-standard","hentry","category-manging-constraints-implementing-lean-systems-jit"],"jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/posts\/412","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/users\/3736"}],"replies":[{"embeddable":true,"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/comments?post=412"}],"version-history":[{"count":0,"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/posts\/412\/revisions"}],"wp:attachment":[{"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/media?parent=412"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/categories?post=412"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blog.richmond.edu\/mgmt340-05\/wp-json\/wp\/v2\/tags?post=412"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}