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1. 1
Lean-Insight.com
Lean Six Sigma Training
Part 9
Training Centers: Bangalore, Chennai and Hyderabad

2. 2
Toyota Production System
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3. 3
“The key to the Toyota Way and what makes Toyota stand
out is not any of the individual elements… But what is
important is having all the elements together as a system. It
must be practiced every day in a very consistent manner ---
not in spurts.”
Fujio Cho, President, Toyota Motor
Corporation (excerpt from “The Toyota Way” by
Jeffrey Liker)
What is unique about Toyota?
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4. 4
JIT DeliveryBuilt-in Quality Leveling, Sequencing
•“Pull” system
• Takt time
•Stop at any
abnormality
•Standard work
•Single piece flow
•Multiple products
•Automation
Toyota Production System
Continuous Improvement
•Waste elimination
•Simplification
•Improve Flexibility
“The shop floor is where value is created. At Toyota, a leader’s # 1 job is to support
the team members.” - Kent Bowen, Harvard Business School
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5. 5
Fundamentals in Action…The House of Toyota
Defect = STOP !
Never pass defects to
the next process
Autonomation …
Incorporate human
intelligence into
automated processes
Single piece flow…
Check each part before
it’s passed (Do, Check)
Pull …
Establish Supermarkets.
Consume material before
ordering more
TAKT time ...
Build at the rate the
customer demands (PSI)
JIT Jidoka
Heijunka
Lean Enterprise
JIT Quality
Balancing
Lean Enterprise
(TPS)
Level load production …
Build the same amount everyday
to maintain a steady supply chain
(no part shortages!)
Sequence production…
Produce a high variety, low quantity
and touch each product everyday
WASTE
Lean-Insight.com

6. 6
Heijunka…Foundation of TPS
A methodology to establish stability in a System where Customer
Demand is erratic…2 key elements:
1. Leveling: leveling of a process to reduce
variation in output
2. Sequencing: Defining the Sequence which
work is processed
Heijunka
Demand
Effects of Leveling & Sequence
Lean-Insight.com

7. 7
Heijunka
•Heijunka is not just “level loading”
•Sequencing Product or information varieties in small time
increments is what makes it work
•Requires extraordinary system flexibility
•In Product Flow flexibility is enabled by fast machine change
over time. In Knowledge Flow, flexibility may enable passing
smaller amounts of data more frequently
Lean-Insight.com

8. 8
Just-In-Time
Just-in-Time provides the Customer what is needed, when needed, in the
amount needed without excess
3 Main Elements…must work together to achieve JIT. Concepts can apply
to Product & Knowledge Flow
1. Single Piece Flow – Process 1 task at a time and check at
the end of process. Ensures defects are detected and not
passed on…the basis for Jidoka
2. Pull – A system where each process step takes product or
knowledge it needs from the process when needed, in the
proper amount
3. Takt Time – Derived from Heijunka plan…establishes the
“pace” the system will operate at
Takt Time=Available Time/Cust Demand
Lean-Insight.com

9. 9
Standard Work
TAKT Time
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10. 10
Available time
Demand or fcstTAKT TIME =
TAKT TIME is just Math, but is Fundamental to Lean
AVAILABLE TIME: Total amount of TIME allocated for production
DEMAND: qty of scheduled parts for a given time frame
EXAMPLE
Your shop works 2 shifts per day (7.2 hours per per shift)
Your customer demand is 1000 pcs per week
4320 min/wk
1000 pcs/wk
= 4.32 min/pcTAKT Time =
Takt Time – The Heartbeat
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11. 11
Classification: GE Internal
Time
Person
T / T
A B D
60”
C
Time
Person
T / T
A B D
60”
C
Bottleneck
Takt Time
Time
T / T
A B C D
60”
Time
T / T
A B C D
60” Wasted Capacity / Waiting
Takt Time
Analysis of TAKT Time
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12. 12
TAKT
A B C
60”
Balanced Operations
We are striving for…
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13. 13
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If you are looking for Six Sigma training along with certification in Bangalore visit:
http://lean-insight.com/six-sigma-training-bangalore/