Lean Production Introduction Training Meeting



Training time: July 13, 2016

Training location: multi-function hall on the third floor

Training Topic: Introduction to Lean Production

Training content:

Introduction to Lean Production


• Value added and waste

• Production mode development process

• Understanding Lean Production

Four guidelines for TPS

• How to implement lean production

What businesses are doing

• In fact, the only thing we need to do is to study the time it takes from the customer to place the order to receive the payment, and then eliminate any non-value-added activities in the process.

Naiyi Ohno (one of the founders of Toyota's TPS production method)

What is waste

• Any activity that does not add value

• Factors leading to increased costs

-Excessive resource consumption despite value addition

Value is directly related to customer requirements.

• Valuable activities: For us, it can be understood as processing, assembling water pumps, motors, insulation detectors and other products!!!

The ability to spot waste and recognize waste is important

The Seven Great Wastes

1. Waste of defective products 2. Waste of excessive production

3. Handling waste 4. Excessive processing waste

5. Waste of inventory 6. Waste of action

2. Unbalanced waste

Question 1

Is today's training a waste?

I. Single-piece production dominated by Europe (Britain and France) before the 20th century

1. Low yield

2. Decentralized organizational structure

3. No standardization

4. High production cost

5. Workforce skilled in design, machining and assembly

2. scientific management

In 1911, Taylor published "Principles of Scientific Management" (later renamed Industrial Engineering), marking the official birth of industrial engineering.

1. Emphasize scientific management, thereby increasing productivity;

2. Established the "time study" and improved the operation method;

3. A series of scientific management principles and methods are proposed.

3 Ford's assembly line

After the First World War, Ford of Ford Motor Company adopted mass production instead of manual single-piece production, represented by the Model T produced by Ford in 1908, which reached the heyday of mass production in 1955.

1. Uniform measurement

2. Interchangeable/simple, easy to assemble

3. Division of labor

4. Large demand

toyota production mode

In the 1950 s, Japan's Toyota began to explore the use of JIT production methods. Its originators were Toyoda Yingji and Ono Naiichi; Xinxiang Saifu's rapid mold change and error prevention played a vital role.

1. Fast technology popularization/low product profit

2. Demand diversification/personalization

3. Management tends to be humanized

In 1985, the Massachusetts Institute of Technology spent $5 million to set up the "International Automobile Program" to study Toyota's production mode. The concept of lean production mode (Lean Productiong) was put forward by American Daniel and Jones.

Dissemination of TPS

Naiichi Ono and FAW

• Xinlian Factory

•  SVW 与 SGM

Question 2

• What stage is the Chinese factory in?

From the generated background

Lean Manufacturing (TPS)

= Industrial Engineering (IE) Dai Minghuan (PDCA) Japanese national professionalism; is the application of American industrial engineering in Japanese business management.

Industrial engineering: it is the science that takes people, raw materials and equipment as a whole to perform their functions. With ergonomics, action time research, production layout planning, etc.; Originated from Taylor and produced in the United States; TWI(Training within Industry) is a very important cornerstone of TPS.

Deming Cycle

The meaning of PDCA is as follows: P(PLAN)-plan; D(Do)-execution; C(CHECK)-inspection; A(Action)-action.

Initially, P was changed to S(STANDARDIZE)-standardized SDCA.

It was first proposed by American quality management expert Deming, so it is called "Deming cycle".

It is the foundation of ISO9000 and TS16949.

5 Why?

1) Problem: CNC machine tools in a workshop often fail, and maintenance personnel solve the failure by replacing spare parts

2) Problem analysis: Equipment failure occurs about once a month, mainly due to the failure of the main control board. The spare parts price of this board is 1,500 yuan, and the annual spare parts cost is 18,000 yuan. The improvement activity analyzed the cause of the main control board failure, and the results are as follows:

Why does the fault circuit board burn out?

Why does the circuit board burn out and cool down badly?

Why is the cooling not good and the air circulation is not smooth

Why can't the air outside the CNC machine tool get in due to poor air circulation?

Why can't the air get in and dust on the filter screen?

By asking questions, the crux of the problem was found and the cause of the failure was confirmed: there is a filter screen under the CNC machine tool, which is dust-proof. Dust on the filter so that the outside air can not enter the machine, so that the machine inside the air heat dissipation is poor, the temperature rises, causing the circuit board to burn out.

3) Improvement measures: clean the filter once every half month

4) Improvement results: 10 spare parts are saved every year, and the equipment failure rate is reduced by 83%.

Question 3

What is TPS?

Formed naturally by more than half a century of Toyota's development, it was never written down.

The four guidelines explain what TPS implies and show its essence.

Three articles on design show how Toyota has unfolded its entire operation as an experiment.

Another article on improvement illustrates how Toyota teaches the scientific method to the company. employees at all levels.

Guideline 1

-Guideline 1: All work should be specified in detail: content, sequence, timing, and results.

• In a particular order, there are specific people to complete each task.

How Toyota's employees learn the guidelines:

teaching interaction

At the work site, ask the employees engaged in the work the following questions:

1. How do you do this work??

How do you know what you did was right??

How do you know that the result is not defective??

4. What if there is a problem?

Rule 2: How do individuals relate to each other

Rule 2: Each customer-supplier relationship must be standardized and direct;

The relationship between sending a request and receiving feedback must be unambiguous (yes or no).

• There are no gray areas;;

• The first time to seek help;;

• There must be feedback on requirements within a certain period of time.

Guideline 3: How the production line is structured

Guideline 3: The path to each product and service must be simple and clearly detailed.

The path must not be changed unless the line has been specifically redesigned.

Every time you want to use a new path, you have to experiment.

Products and services do not flow to the next available person or machine, but to a specific person or machine.

The supplier of each connected path is necessary, and the unconnected are unnecessary.

Rule 4: How to improve

• Principle 4: Any improvement must be based on a scientific method, guided by a teacher, and carried out at the lowest possible level within the organization.

• A front-line employee makes improvements to his or her own work, while his or her supervisor acts as a teacher, providing guidance and assistance.

Toyota's ideal state

• Zero defects (with the characteristics and quality customers expect)?

• Can one demand be delivered at a time (batch size)?

Can you supply the required version?

• Can it be delivered immediately?

-Can it be produced without waste, such as materials, personnel, energy or other resources (e. g. costs related to inventory)?

• Can each employee work in a safe (physically, emotionally, professionally) environment?


Important concepts of lean production

Present condition of site (GO AND SEE FOR YOURSELF)

Let the problem be exposed (SURFACE THE PROBLEM)

Relationship between TPS and TS16949

TPS is the best practice in the global automotive industry. Everyone is learning, but no one surpasses it;

ISO/TS16949 was first developed by the International Automotive Working Group (IATF) and later supported by the Japan Automobile Manufacturers Association (JAMA);

The Task Force (IATF), the International Automotive of the International Automotive Working Group, includes the following nine vehicle manufacturers: BMW (BMWGroup), Chrysler (ChryslerLLC), Daimler (DaimlerAG), Fiat (FiatGroupAutomobiles), Ford (FordMotorCompany), General Motors (GeneralMotorsCorporation), Peugeot (PSAPeugeotCitroen), Renault (Renault) and Volkswagen (VolkswagenAG), as well as five national supervisory agencies: the United States International Automotive Supervision Agency (

IAOB), Italian Automobile Manufacturers Association (ANFIA), French Vehicle Equipment Industry Alliance (FIEV), British Automobile Manufacturers and Traders Association (SMMT) and German Automobile Manufacturers Association-Quality Management Center (VDA-QMC) TS16949 = QS9000 VDA6.1,APQP comes from QS9000; The latter two have similar basic concepts and technologies, but the difference mainly lies in the cooperative relationship between suppliers and OEMs.

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