VENKAT TOYO

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Transcript of VENKAT TOYO

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    Vision:

    Delight our customers through innovative products, byutilising advanced technologies and services.

    Mission: Practise ethics and transparency in all our businessoperations. Touch the hearts of our customers by providingproducts and services of superior quality at a competitive

    price. Cultivate a lean and flexible business model throughoutthe value chain by continuous improvement.

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    Facts: Toyota

    Toyota has annual sales of $120 Billion

    Produces ~5.5 million vehicles per year

    From 56 manufacturing plants across6 continents

    Employs ~200,000 people

    3rd

    largest automotive manufacturer

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    Company History

    Established in 1937 out of Sakichi Toyodasweaving machine company

    Launched first car in 1947

    Toyota Production System formed in 1950based on Just-In-Time principle

    First global expansion in 1959 at Brazil

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    The Toyota WayTOYOTA SUMMARIZES ITS VALUES AND CONDUCT

    GUIDELINES WITH THE FOLLOWING FIVE KEYPRINCIPLES:

    Challenge

    Kaizen (improvement)

    Genchi Genbutsu (go and see)

    Respect

    Teamwork

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    What is Toyota lean?

    End result of applying the TPS to all areas of business. A five-step process:

    Defining customer value

    Defining value stream

    Making it flow

    Pulling from the customer and back

    Striving for excellence.

    Taiichi Ohno (founder of TPS) All we are doing is looking atthe time line from the moment the customer gives us an orderto the point when we collect the cash. And we are reducingthat time line by removing the non-value-added waste.

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    Because of demand uncertainty and lead-times, in many casesinventory is necessary to allow for smooth production.

    Hence TPS follows the supermarket model or keeping a smallamount in stock. As soon as customers take products away,they are replenished.

    Each demand instance triggers a part being pulled fromupstream.

    The triggering mechanism is called Kanban.

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    We need a method to detect defects when they occur andautomatically stop production so an employee can fix theproblem before the defect continues downstream.

    Jidoka is also referred to as autonomationequipment

    endowed with human intelligence to stop itself when it has aproblem. Lean manufacturing dramatically increases the importance of

    building things right the first time.

    9

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    Andon system

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    Conclusion

    Incredible consistency comes from operational excellence.

    The operational excellence is based on the qualityimprovement tools and methods developed by Toyota (underthe TPS): such as JIT, kaizen, one-piece-flow,jidoka.

    These technique triggered a lean revolution in themanufacturing sector.

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