Get Lean, Not Mean - Secrets of the Toyota Production System

Duration: 60 Minutes
The Toyota production system (TPS) originated at the Ford Motor Company during the first part of the 20th century was implemented and improved in Japan by Taiichi Ohno. Its focus is the elimination of waste (muda) from all aspects of manufacturing, and its principles extend into service operations (such as health care) as well. Deployment of the TPS has been proven to allow the simultaneous reduction of prices, increase in wages, and increase in profits, and therefore a win-win outcome for all supply chain stakeholders (relevant interested parties in ISO 9001).
Toyota Production System
Product ID: 503735
Objectives of the Presentation
  • Know the origins, and more importantly the bottom line results, of the TPS at the Ford Motor Company during the first three decades of the 20th century. This equips the attendee to explain the TPS's benefits to stakeholders in the language of money
  • Know the TPS's Seven Wastes and how to recognize them:
    • Overproduction
    • Waiting
    • Transportation
    • Inventory
    • Over-processing
    • Waste motion
    • Poor quality (the only waste that makes its presence known)
  • Recognize that, with the exception of poor quality, these wastes are asymptomatic; they do nothing to announce their presence and can therefore hide in plain view for years or even thousands of years (the latter in brick laying, one of the world's oldest trades). They are also present 100 percent of the time until they are removed, and they can also be far more costly than poor quality. This is a particularly vital take away from the webinar
  • Know that all seven TPS wastes can be expressed in terms of Henry Ford's four key performance indicators: waste of the time of people, waste of the time of things (cycle time), waste of materials, and waste of energy. These are easily understandable by front-line workers who are in the best position to identify and eliminate the wastes in question. As an example, Ford workers took immediate exception to machining waste even though most organizations take metal chips for granted as part of the process
  • Know the benefits of TPS-related practices such as standard work, production leveling (heijunka), kanban, and autonomation
  • Know that it is impossible for any material or energy waste to hide from a material and energy balance, and that wasted cycle time cannot hide from cycle time accounting; a practice that quantifies the time the work spends on (1) transformation, (2) setup and handling, (3) inspection (4) transportation, and (5) delays. Transformation is the only activity that adds value
Why Should you Attend
The Ford Motor Company proved by 1915 that what we now call the TPS can increase productivity fifty-fold or even more. This underscores the value of this webinar's information in the language of money. Taiichi Ohno acknowledged Henry Ford's role in creating the Toyota system, which Ohno then improved with additional techniques that are now generally accepted practices.

Comprehension of the TPS is particularly important even for organizations that have implemented ISO 9001 because ISO 9001's focus is still heavily, albeit not exclusively, on quality. Poor quality is however only one of the TPS's Seven Wastes. It is the only waste that makes its presence known, while the others are asymptomatic; they do nothing to announce their presence. They are also present 100 percent of the time because they are built into the job. An understanding of the TPS provides the perspective that is necessary to recognize and address the other six TPS wastes to deliver world-class bottom line performance.

Who will Benefit
  • Manufacturing and quality professionals (manager, engineer, technician)
  • Production and operations control professionals (APICS community)
  • Quality Departments
  • Process Improvement Departments
  • Organizational Development Departments
  • Manufacturing Departments
  • Process Engineers
  • Operations Departments
  • Supply Chain & Materials Management Departments
  • New Lean practitioners wanting to ensure an upfront culture change to drive their efforts
  • Those that are already further on their Lean journey and not seeing the sustaining results they'd hoped for
  • Those looking for a systematic approach to improvement within their organization - even if you don't call it Lean
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Instructor Profile:
William Levinson is the principal of Levinson Productivity Systems, P.C. He is an ASQ Fellow, Certified Quality Engineer, Quality Auditor, Quality Manager, Reliability Engineer, and Six Sigma Black Belt. He holds degrees in chemistry and chemical engineering from Penn State and Cornell Universities, and night school degrees in business administration and applied statistics from Union College, and he has given presentations at the ASQ World Conference, ISO/Lean Six Sigma World Conference, and others.


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