There are number of websites on internet that explain the concept of 5S Housekeeing. I have collected and uploaded selected images here so that concept could be understood easily. Here they are: (more…)
March 23, 2010
April 19, 2009
Credit: Special thanks to Mr.Salman Raja and his TQM group for sending me these lovely images that remind me of my wounderful days in Toyota Motor Corporation when I stayed in Tokyo, Nagoya and Osaka on my training assignment.
March 18, 2009
Standardized work and KAIZEN are the means by which people make the Toyota Production System work. People are by far the most important element of the entire system. Without the support of everyone involved, no part of the system will work. No matter how ingenious the method of production or service may be, for example, if the workers do not follow rules, the entire system of production control will fall apart. (more…)
The foundation of the everyday operation in Toyota Production System is Standardized Work, standardized procedures that regulate every single work step in the entire process of producing an automobile. Concentrating on human movements, Standardized Work sets up the best work sequence for each manufacturing and assembling process. Once the most efficient sequence has been determined, it is always repeated in exactly the same way, thereby avoiding unnecessary motion and wasted effort, maintaining quality, assuring safety, and preventing damage. (more…)
March 16, 2009
Jidoka is Japanese word which is usually translated to English as automation. But at Toyota, Jidoka refers to as the ability of production lines to be stopped in the eventuality of such problems as equipment malfunctions, quality problems or work being late, either by machines which have the ability to sense abnormalities or by employees. (more…)
December 1, 2008
Kaizen is a Japanese word. It is basically composed of two words “KAI” means change and “ZEN” means better. In other words it means change for betterment or improvement.
Kaizen is a philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of continuous improvement in small increments that make the process more efficient, effective, under control, and adaptable.
Improvements are usually accomplished at little or no expense, without sophisticated techniques or expensive equipments.
It focuses on simplification by breaking down complex processes into their sub-processes and then improving them.
The Kaizen improvement focuses on the use of:
- Value-added and non-value-added work activities.
- Muda, which refers to seven classes of waste-overproduction, delay, transportation, processing,inventory, wasted motion, and defective parts.
- Principles of motion study and use of cell technology.
- Principles of material handling and use of one-piece flow.
- Documentation of standard operating procedures.
- The five S’s for workplace organization. (Already explained in Lean Production Post)
- Visual management by means of visual displays that everyone in the plant can use for better communications.
- Just-in-time principles to produce only the units in the right quantities, at the right time, and with right resources.
- Poka-yoke to prevent or detect errors.
- Team dynamics, which include problem solving, communication skills, and conflict resolution.
Kaizen relies heavily on a culture that encourages suggestions by operators who continually try to incrementally improve their job or process.