miércoles, 26 de febrero de 2014
Lectura Sistema de producción TOYOTA
TPS
The Toyota Production System is an integrated socio-technical system,
developed by Toyota that comprises its management philosophy and practices. The
TPS organizes manufacturing and logistics for the automobile manufacturer,
including interaction with suppliers and customers. The system is a major
precursor of the more generic "lean manufacturing." Taiichi Ohno,
Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.
Originally called "just-in-time production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
Goals
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are seven kinds of muda that are addressed in the TPS:
Waste of over production (largest waste)
Waste of time on hand (waiting)
Waste of transportation
Waste of processing itself
Waste of stock at hand
Waste of movement
Waste of making defective products
The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction.
Origins
This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. Toyota has long been recognized as a leader in the automotive manufacturing, and production industry.
Industrial Engineering is the wider science behind TPS. 'IE' comes under Mechanical Engineering.
It is a myth that "Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket." The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new products to fill up the shelf space. Similarly, a work-center that needed parts would go to a 'store shelf' (the inventory storage point) for the particular part and 'buy' (withdraw) the quantity it needed, and the 'shelf' would be 'restocked' by the work-center that produced the part, making only enough to replace the inventory that had been withdrawn.
While low inventory levels are a key outcome of the Toyota Production System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed. Many American businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible. The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.
Principles
The underlying principles, called the Toyota Way, have been outlined by Toyota as follows:
Continuous Improvement
Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
Originally called "just-in-time production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
Goals
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are seven kinds of muda that are addressed in the TPS:
Waste of over production (largest waste)
Waste of time on hand (waiting)
Waste of transportation
Waste of processing itself
Waste of stock at hand
Waste of movement
Waste of making defective products
The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction.
Origins
This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. Toyota has long been recognized as a leader in the automotive manufacturing, and production industry.
Industrial Engineering is the wider science behind TPS. 'IE' comes under Mechanical Engineering.
It is a myth that "Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket." The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new products to fill up the shelf space. Similarly, a work-center that needed parts would go to a 'store shelf' (the inventory storage point) for the particular part and 'buy' (withdraw) the quantity it needed, and the 'shelf' would be 'restocked' by the work-center that produced the part, making only enough to replace the inventory that had been withdrawn.
While low inventory levels are a key outcome of the Toyota Production System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed. Many American businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible. The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.
Principles
The underlying principles, called the Toyota Way, have been outlined by Toyota as follows:
Continuous Improvement
Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
martes, 25 de febrero de 2014
video autodidacta del uso de la voz pasiva
2.- Comenta que fue lo que más te gusto de la explicación.
3.- Da una calificación al recurso.
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