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Althoughmuch of the learning comes in the form of specific nuggets of knowledge andsubtle points and hints, a major theme throughout the book is the focus on the“gemba” or real place. The message is that you can’t effectively lead, manage,solve problems or improve without a relentless focus on the gemba.
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This meansnot only is this where you spend your time, where the work is done, but also itis what you seek to understand. He asks you to put aside your assumptions and seewhat is really occurring.
Page/Link:Page URL:HTML link:The Free Library. Retrieved Aug 19 2019 fromTaiichi Ohno (1912-1990) was responsible for much of the backgroundwork and thinking that created the now widely recognised and much-copiedToyota Production System.
Early car productionHenry Ford provided the early inspiration for the development ofToyota's manufacturing systems. Kiichiro travelled widely in hissearch for the best infrastructure for his company and Detroit was aplace where he learnt a great deal. Ford's assembly line systemprovided the framework upon which Kiichiro based his early carproduction, but he recognised the need to adapt it to the particularmarket conditions in Japan. Toyota was producing cars solely for theinternal market, which meant supplying small numbers with high variety.This contrasted with the Ford approach of large numbers 'in anycolour you like as long as it is black'. Operating with onlylimited funds, Toyota was forced to work with supplier partners togenerate the necessary capital investment.It was under these conditions that Taiichi Ohno was brought intothe company and one of his initial assignments was to increase theproductivity of the Japanese company, which was behind that of Ford by afactor of ten. It was the end of the Second World War and Kiichiro haddecreed that the company must 'catch up with America in threeyears'.
In analysing the problem Ohno realised that Japaneseworkers could not realistically be working ten times less effectivelythan their American counterparts. Waste and inefficiency must beprevalent and if this could be eliminated from the system productivitycould increase by a factor of ten-or even more! The elimination ofwaste marked the start of the Toyota Production System and remains thebasis from which it has evolved to this day.Ohno's early experiments in waste elimination were basedwithin the manufacturing machine shops of which he was in charge. The'one man one machine' approach was seen as the onlycost-effective system that a heavily unionised American industry couldadopt. The production of large quantities of parts on high-speed,expensive machines creates the potential for an abundance of waste. Ohnoexperimented with different machine layouts, encouraging workers tobecome multiskilled and stopping machines when a job was finished. Heencountered many problems during these early stages and learnt the needfor patience to allow workers to adapt to change.Later he travelled widely in America looking at automobile plants.The knowledge he gained about Ford's assembly line was later to beapplied in his ideas on continuously flowing processes.
However,according to company lore, his 'most important discovery in the USwas the supermarket'. This has been explained by the fact that hecame from a country that, at the time, was unused to self-service. Theway customers chose exactly what they wanted impressed Ohno, as did theway stores supplied goods in a simple, efficient and timely manner. Inhis later years Ohno often described his production system in terms of asupermarket. Like a supermarket, each production line sets out itsproduce for the next line to choose from. Each line becomes the customerfor the preceding one and a 'supermarket' for the followingone.
Such an approach represents a radical rethink of the productionsystems of the time. These were primarily 'push' systems wherethe rate of output of the preceding line governs the running rate of thefactory. Ohno's ideas amount to a 'pull' system wherebydemand pulls through resources from the previous line. The Toyota Production System was developed between 1945 and 1973and is still evolving today.The elements of the Toyota Production System1.
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Muda, waste controlAs explained earlier, the philosophy of the Toyota ProductionSystem is the attaining of cost reduction through the elimination ofwasteful operations. Ohno divides waste into the following sevencategories:. Overproduction. Transporting.
Unnecessary stock on hand. Producing defective goods.
Waiting (idle/non-productive time). Processing itself.
Unnecessary motionThe key to eliminating waste is first of all to find it andsecondly to ensure that it is recognised as waste by all.2. Just-in-timeThe concept of just-in-time (often shortened to JIT) was inventedby Kiichiro Toyoda, but it was Ohno who developed it to the fullpotential we recognise today.
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JIT constitutes one of the two mainpillars of the Toyota Production System and it means supplying to eachprocess what is needed at the time that it is needed and in the quantityit is needed.Ohno's ideas about just-in-time implementation flowed onceagain from his experience of the supermarket. Customers visit thesupermarket to buy what they want in the quantity they need.
When hearrived at Toyota he found that, as in most assembly production at thetime, lines producing an item usually pushed their output on to the nextstage, whether the next stage needed it or not. Ohno proposed turningthis around so that the 'process that needed the parts go to getwhat is needed, when it is needed and in the quantity needed'.Thus, the output of a process is replaced as it is transported andconsumed by the next process. Storage (inventory) becomes theresponsibility of the producer, not the user. Thus workers and theirsupervisors can clearly see whether they are working too fast or tooslow and can take actions to reduce the waste.3. Ninben no tsuita jidoka-Autonomation, automation with a humantouchAutonomation is the second pillar of the Toyota Production Systemand results from Sakichi Toyoda's earlier invention of theauto-activated weaving machine. The machine that Sakichi developed wouldautomatically stop if a problem occurred. This was done with the aim ofpreventing the production of defective products.
At Toyota the sameprinciple was carried forward so that all machines were equipped withvarious safety devices, fixed-position stopping, and poka-yokefoolproofing systems to prevent defective products.The concept, however, is applied not only to machinery, but also tothe production line and workers. It basically allows workers to stop theproduction line if a problem occurs, an approach which was activelyavoided on Ford's assembly line.
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It allows each problem to be fullyexplored, using Ohno's 'five whys' (asking the questionwhy five times to get to the heart of a problem), and making sure thateveryone understands the reasons. In the long-term this creates a moreefficient, problem-free production line.4. Jidoka, automation becomes the quality principleJidoka means building quality into the process itself and is anatural extension of autonomation. Inspection teams were the traditionalanswer to quality in most manufacturing systems. Ohno believed thatquality must flow from production and not inspection. He achieved thisby developing the most efficient and safest method of doing every taskand training each team member to carry it out in this manner.
Thepractice of Standardised Work guarantees quality by making it a basicpart of the production process.5. Heijunka, production levellingWork levelling or load smoothing is the major premise for theelimination of waste. Peaks and troughs in demand create waste incapacity and it should be possible to rearrange the production plan andschedule to level out its effects. In this way a process with less workcan help out another process which has excess work. In the complexproduction systems of the automobile industry the only viable solution,which most manufacturers adopted, was to maintain inventory, itself awaste.A production line may have cars with different engine sizes, ofdifferent colours and with a mix of left- and right-hand drives.Toyota's solution was to equalise not only the quantities but alsothe types of parts used. This creates an even demand for the differenttypes of components throughout the production cycle. Peaks and troughsare avoided, even in the most minute parts of the process.6.
KanbanThe kanban system evolved at the same time that Toyota wasexperimenting with just-in-time and is the method by which the systemruns smoothly. Ohno recognised the need for a method of exchanginginformation between processes in a pull manufacturing environment. Bytaking the finished product as the starting point, Ohno developed asystem of tags or sign boards for controlling the transportation of afinished assembly and the production of replacement parts.A kanban is used for managing and assuring just-in-time production.It is a simple and direct form of communication that is always locatedat the point where it is needed.
Kanbans can be of various shapes asdesigned by the particular plant. Normally they are a small piece ofpaper on which is recorded how many of what part to pick up or whichparts to manufacture.Ohno built the Toyota kanban system around six rules:. Do not send defective products to the next process. Subsequent processes come to withdraw only what is needed. Produce only the exact quantity withdrawn by the subsequentprocess. Equalise production (load smoothing).
Use Kanban as a means of fine tuning. Stabilise and rationalise the process.In perspectiveTaiichi Ohno was an excellent originator of new ideas with his ownunique management style. His ability to identify the best of acompetitor's systems and to adapt them to the unique situation ofthe Japanese business environment gave Toyota an unrivalled advantage.The Toyota Production System is unique and unparalleled, havingbeen developed and perfected through long years of trial and error.
Itis remarkable because it opposed traditional ways of thinking aboutproduction at the time. It is a system based on the philosophy of thetotal elimination of waste and on producing products one at a time. Ohnowas able to build in the quality and the flexibility required in a smallbut demanding home marketplace by developing a 'pull'manufacturing system. The combination of the early example set by hissenior managers, his own conscientious research and study of the best ofAmerica's assembly line production systems, and his Japanesepatience and logic enabled the fledgling Toyota motor company tosurvive, against its large American competitors.
His approach offers anearly example of benchmarking and of the benefits to be gained fromcontinuous improvement.Key works by OhnoToyota production system: beyond large-scale production, TaiichiOhno Cambridge, Mass: Productivity Press, 1988Just-in-Time for today and tomorrow, Taiichi Ohno with Setsuo MitoCambridge Mass: Productivity Press, 1988Workplace management, Taiichi Ohno. Translated by Andrew P DillonCambridge, Mass: Productivity Press, 1982Further readingKanban just-in-time at Toyota: management begins at the workplace,Japanese Management Association.
Translated by David J LuStamford, Conn: Productivity Press, 1986Toyota production system: an integrated approach to just-in-time,2nd ed., Yashuhiro MondenNorcross, Ga: Industrial Engineering and Management Press, 1993How Toyota stays in front, Roger Trapp Human Resources UK, Mar/Aprno 23 1996, pp34-38,40.