丰田生产管理模式研究报告.pptVIP

Author : Jeffrey K. Liker Ph.D. University of Michigan, Ann Arbor OverviewToyota Production System (TPS) Borrowed many ideas from US: Benchmark Fords mass production/ manufacturing process à High  quality, low cost (Lean), short lead times  (eliminate waste, End to End) , and flexibility Pull system (American Supermarkets) à Flow,? Kanban , JIT Quality – PDCA – Plan Do Check Act  – Edwards Deming à Continuous  Improvement (Kaizen) Toyota Story 1 Build a culture of stopping to fix problems, to get quality right the first time Russ Scaffede worked decades for General Motor and had an excellent reputation as manufacturing guy who could get things done and worked well with people. He is excited about the opportunity to work for Toyota and to help start up a new brand-new plant following the state of the art TPS (Toyota Production System) principles. At General Motor, managers are judged: Ability to deliver the numbers Get the Job Done no matter what Keep the plant running Many engines, you are fine but too few sent you to the unemployment line 1st month at Toyota, Russ Scaffede reported his accomplishment For the whole month – there is no shutdown at the assembly line – Breakthrough! for Toyota Message from his manager (Fujio Cho) Russ-san, You do not understand. If you are not shutting down the assembly line, it means that you have no problems. All manufacturing plants has problems, so you are hiding your problems. Please take out some inventory so the problem surface. You will shutdown the assembly line but you will also continue to solve your problem and make even better quality engines more efficiently Toyota Story 1 (Cont’d)Build a culture of stopping to fix problems, to get quality right the first time Toyota Story 2Building in Quality is a principle, not a technology A plant manager has a Toyota mentor who was teaching him TPS. The Toyota mentor suggested they need an Andon system to immediatel