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Book Overview : The Toyota Means

Book Overview : The Toyota Means

"Never be glad with inaction. Query and redefine your objective to achieve progress."
"The Toyota approach" talks a couple of manufacturing philosophy "The Toyota Production System" (TPS) also known as "Lean Manufacturing", which made it the world’s most revenueable automaker. TPS is a complicated system of manufacturing through which all of the components contribute to a whole. Jeffrey K. Liker describes 14 management principles an organization should embrace. These 14 rules are divided and discussed utilizing a 4P model: Philosophy, Course of, People & Partners and Drawback Solving.
Philosophy
It states that the mission of a company ought to give attention to factors that contribute to the growth of the corporate and wellbeing of the employees.
Sustainable development can only be achieved by doing the precise thing for the company, its staff, the client and the society as a whole.
The Process
It focuses on the Lean manufacturing course of: implementation of Lean .
Individuals and Companions
Individuals are essentially the most valuable asset, all workers have to be empowered and take part in continuous improvement and the organization ought to challenge and work along with its suppliers and companions to optimize the availability chain .
Drawback Fixing
It is important to have consensus in the implementation part of the process. All problems must be solved with the consensus of all the crew members.
For the reason that starting, submit battle Japan in 1980’s, Toyota’s key to operation was flexibility (creating steady materials circulation all through the manufacturing course of). It targeted on making lead time brief and keeping manufacturing strains flexible. Eliminating waste materials and time in each step of the production course of result in highest quality, whereas bettering safety and morale.
The way in which Toyota engineered and manufactured the autos resulted in faster designing of autos, with extra reliability, yet at competitive worth which made it the third largest auto producer on the planet behind General motors and https://thetoyotaway.org/product/toyota-culture/ Ford with international autos gross sales of over six million per yr in 170 countries.
Synopsis
Gary Convis, The managing officer and president of Toyota Motor Manufacturing in Kentucky, joined Toyota after working in the U.S. auto trade for 18 years; there he noticed the transformation of the worst workforce the Normal Motors to the very best US Manufacturing Facility at NUMMI (The Toyota/GM three way partnership plant in Fremont, California).All of it happened due to the lean production approach i.e. Toyota Production System. The Toyota Production System was designed using various ideas starting from the shop flooring to the engineering and business service operations.
The First Half: Utilizing Operational Excellence as a strategic weapon
It all started in 1950’s, when to create a learning enterprise, Toyota followed the concept of "Pull System" at the shop floor where step 1 acknowledged not making the components until the next process after it uses up its unique supply of parts.
Step 2 utilized small amount of security stock that triggers a sign for new parts to be made.The pull system helped in evolution of the 2 pillars of Lean manufacturing (TPS) i.e. JIT (Just in Time) and In-built High quality (Jidoka).
Just in Time is a set of ideas, tools, methods that allows a company to produce and deliver merchandise in small portions, with quick lead instances to satisfy specific buyer needs. JIT adopted the Japanese phrase "atokotei wa a-kyakusama" from the teachings of American high quality pioneer, W. Edwards Deming, which suggests the subsequent course of is the customer as for the pull system to work correctly the continuing process must always do what the subsequent process says.
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