The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation.
In 1978, the year of his retirement from Toyota, Executive Vice President Taiichi Ohno published a book describing the Toyota Production System (TPS).
TPS is steeped in the philosophy of “the complete elimination of all waste” imbuing all aspects of production in pursuit of the most efficient methods. Toyota Motor Corporation’s vehicle production system is a way of “making things” that is sometimes referred to as a “lean manufacturing system” or a “Just-in-Time (JIT) system,” and has come to be well known and studied worldwide.
This production control system has been established based on many years of continuous improvements, with the objective of “making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as quickly as possible.”
The TPS was established based on two concepts:
- Jidoka: This is nothing but Automation with a Human Touch which means that when a problem occurs, the equipment. This means that when a problem occurs, the equipment stops immediately, preventing defective products from being produced.
- Just-in-Time: Based on this concept, each process produces only what is needed by the next process in a continuous flow.
Based on the basic philosophies of jidoka and Just-in-Time, the TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
The tool used to operate the System is Kanban. In other words, kanban is fundamental to the kaizen (“Continuous Improvement”) process used at Toyota. It is the mechanism that makes it work. Kanban is the card-based system by just-in-time production is managed.
Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.
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