Tóm tắt về lịch sử hoạt động quản lý sản xuất của Toyota, sự ra đời của hệ thống sản xuất đáng học hỏi trên toàn thế giới và gợi ý trả lời 1 số câu hỏi quan trọng: cốt lõi trong hoạt động của Toyota là gì? Sự khác biệt giữa tự động hoá và tự động hoá có giám sát? hay tạo ra luồng hoạt động trong hoạt động kinh doanh?
Toyota production system starting from need Nguyen thi thuy linh STUDENT ID: 17pv911 outline • Toyota overview • Mr Taiichi Ohno • Maxcy-Silberston Curve • Slow growth is scary? • Great events • Catch up with America • Cost reduction is the goal • Ohno’s principles • Q&A Toyota overview • Toyota Motor Corporation ( トトトトトトトトトト ) • Founded: August 28, 1937 • Founder: Kiichiro Toyoda • Headquarter: Toyota, Aichi, Japan • Products: Automobiles, luxury vehicles, commercial vehicles, engines • Employees: 364,445 (2017) • Subsidiaries: 545 • Total equity: 17.22 trillion yen (2016) • Network: worldwide mr taiichi ohno • トトトト Ōno Taiichi, February 29, 1912 (Dalien, China) – May 28, 1990 • A Japanese industrial engineer and businessman • He is considered to be the father of the Toyota Production System , which became Lean Manufacturing in the U.S • Graduated from the Nagoya Technical High School • he joined the Toyoda Spinning in 1932 during the Great Depression • He moved to the Toyota motor company in 1943 where he worked as a shop-floor supervisor in the engine manufacturing shop of the plant called Koromo Marxcy-silberston curve Marxcy-silberston curve Slow growth is scary? • The thought of “if you make it, you can sell it” lead to many business managers aim for quatity • The Maxcy-Silberston curve was popular and pinned in mind of people in the automotive industry • Time to downplay the merits of mass production Great events fall,1945 – wwII ended • The Great Depression from 1929 – early 1940s and lessons • In 1937, the ratio between Japanese and American work forces is 1-to-9 • August 15, 1945, Toyoda Kiichiro, then president of Toyota Motor Company (TMC), said, “Catch up with America in three years…” • It meant a job then being done by 100 workers had to be done by 10 workers • Came up the idea: if TMC could eliminate the waste, productivity should rise by a factor of ten Marked the start of the present Toyota production system (TPS) Great events fall, 1973 – oil crisis • By 1974, Japan’s economy growth was zero • But in TMC, the profit is sustained in 1975 to 1977 Catch up with america • Based on pillars supported TPS: • Just-in-time (JIT): in perfect JIT model, the inventory is zero dramatically cut cost • Autonomation or automation with a human touch: give the machine intelligence – it changes the meaning of management: an operator is not needed while the machine is working normally Only when the machine stops because of an abnormal situation does it get human attention As the result, one worker can attend several machines • synergy effect of pillars to make a better individual skill and teamwork • Kanban (card) method: to control the amount of production based on the idea of the communication between many processes Kanban conveys information about picking up or receiving the production order • From the time the industry acquired mass production of American system until 1973 oil crisis, Japan had the illusion a system fit their needs Cost reduction is the goal • Before: Selling price = profit + actual cost And consumer responsible for every cost • Now: Cost reduction must be the goal to survive • Establishing a production flow: • Then: one operator, one machine • Now: one operator many machines in different processes • Production leveling: need a big warehouse to store part or materials (however, they did foresee the big problem if the production increased); dealing with the suppliers’ cooperation in terms of manpower, material, and money • A successful result in TPS lies in history and culture: in American system, a lathe operator is always a lathe operator and welder is a welder to the end But in Japanese system, an operator has a broad spectrum of skills • There is no waste in business more terrible than overproduction But it happened because of farming society before This type of hoarding is no longer practical in industry society > The need of revolution in Consciousness Ohno’s principles seven wastes • Waste (Muda)? • Delay, waiting or time spent in a queue with no value being added Producing more than you need Over processing or undertaking non-value added activity Transportation Unnecessary movement or motion Inventory Reduction of Defects references • https://en.wikipedia.org/wiki/Toyota • https://en.wikipedia.org/wiki/Taiichi_Ohno • http://www.bobemiliani.com/goodies/emiliani_eos_slides pdf • http://www.toyotaglobal.com/company/history_of_toyota/75years/data/aut omotive_business/sales/sales_volume/japan/1950.html • (*) https://en.wikipedia.org/wiki/Satoshi_Nakamoto • Taiichi Ohno, 1978, Toyota Production System Beyond Large-Scale Production Q&a • Q1: What are the two pillars of TPS? • Answer: • Two pillars are: • Just-in-time • Autonomation, or automation with a human touch Q&a • Q2: How are automation and autonomation different? • Answer: • The automation is the machine operates by itself once the switch is turned on However, autonomation is an automation with a human touch According to the text, human intelligence is given to the machines Q&a • Q3: Do you know someone came from different business field and made a big innovation? • Answer: • As far as I know, Bitcoin is a virtual currency that has caused a lot of controversy recently But no one can deny that it is a great innovation in the 4.0 era, and bitcoin will effect to many industries, especially in banking and finance Furthermore, the father of the coin is unknown and named as Satoshi Nakamoto (*) is thought to be an expert in scientific computer Q&a • Q4: What does it mean: making a flow in a business process • Answer: • Making a flow in a business process (or production flow) means a range of various machines is managed in the sequence of machining processes, therefore many parts of a product would be assembled in a flow from the earlier processes toward the later one, forming the unit parts then the body of products, and then a operator can take care for many machines Q&a • Q5: What is your opinion about what Mr.Ohno said: “Need cannot be found if you just try to wait for and see it In order to find Need, you should go into such a troublesome situation and try to see the source of complexity…” • Answer: • In my opinion, what Mr Ohno said means if you are in need of something, you must be experienced or suffered from the real situtation, then you’ll have motivation to improve or change it becomes more efficient, more convinience or higher performance This motivation is from your internal need by enthusiasm or under pressure And I totally agree with such kind of thought Thank you ... (*) https://en.wikipedia.org/wiki/Satoshi_Nakamoto • Taiichi Ohno, 1978, Toyota Production System Beyond Large-Scale Production Q&a • Q1: What are the two pillars of TPS? • Answer: • Two pillars... the waste, productivity should rise by a factor of ten Marked the start of the present Toyota production system (TPS) Great events fall, 1973 – oil crisis • By 1974, Japan’s economy growth was... production order • From the time the industry acquired mass production of American system until 1973 oil crisis, Japan had the illusion a system fit their needs Cost reduction is the goal • Before: