VIET NAM NATIONAL UNIVERSITY HO CHI MINH CITY

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY

INDUSTRIAL MANAGEMENT

MANUFACTURING SYSTEM
Name
CHAPTER 4: Student
AUTOMATION
ID Email

1 Huỳnh Thị Phương Thảo (Leader) TOYOTA

2052710 [email protected]

2 Huỳnh Minh Thư 2053475 [email protected]

3 Nguyễn Hiếu Thảo 2152288 [email protected]

4 Trịnh Thị Hồng Thúy 2053473 [email protected]

5 Trương Anh Thư 1752532 [email protected]

6 Liêu Lâm Thanh Thảo 2152977 [email protected]

7 Nguyễn Vũ Nhất Tin 2052747 [email protected]

INSTRUCTOR: Lê Phước Luông

Table of Contents

I. INTRODUCTION 3

A. BASIC ELEMENTS OF AN AUTOMATED SYSTEM 3

1. Power to Accomplish the Automated Process 3

2. Program instruction 4

3. Control system 4
II. OVERVIEW 3

A. THE STRENGTHS AND WEAKNESSES OF THE ABOVE SYSTEMS

5

B. THE SIMILARITIES AND DIFFERENCES BETWEEN THE SYSTEMS

IN PRACTICE 7

C. THEORIES MENTIONED IN THE CHOSEN CHAPTER 8

III. ANALYSIS 14

1. ANDON 7. MUDA, 10. POKA –

2. GEMBA MURA, YOKE
3. JIDOKA MURI 11. 5S
4. KAIZEN 8. OBEYA 12. SMED
5. HEIJUNKA 9. UNIFORM
6. KANBAN PLANT
LOADING

IV. RECOMMEND POSSIBLE SOLUTION 14

V. CONCLUSION 16

VI. REFERENCES 17
 I. INTRODUCTION
In 1933 company was founded by Kiichiro Toyoda, a visionary business man that took a bold
decision at the right time .Toyota bought some other companies also and own and operates
Lexus, Scion, Daihatsu and Hino Motors and shareholdings in Fuji heavy industry, Isuzu,
Yamaha, and Mitsubishi Aircraft Corporation. All these and some other in total includes around
522 subsidiaries.
Toyota is headquartered in Toyota City, Aichi and in Tokyo. Instead of automobile Toyota also
provides financial services through its division Toyota Financial Services and also builds robots
for different industries. Toyota Motor Corporation its financial services and Toyota Industries all
together form the bulk of the Toyota Group and one of the largest conglomerates in the world.
However, in this report, we will only mention about Toyota automation system and Toyota
production system (TPS).
Toyota is worldwide famous and well known company because of their high quality
manufactured cars, Toyota is doing very well and growing very fast globally they have their
operations, manufacturing facilities and valuable loyal customers all over the world. The new
technology Hybird in Toyota cars gave a new pride to Toyota and the sales of Toyota going up
day by day. In last few years Toyota became number one in automotive industry and became a
number one in mostly selling their cars worldwide.

A. BASIC ELEMENTS OF AN AUTOMATED SYSTEM

1. Power to Accomplish the Automated Process
In an era in which automation is everything, Toyota needed tailored software created specifically
for the company’s JIT inventory management and assembly line process to help reach its goals.
The leading forklift manufacturer is the perfect example of what happens when automation is not
helping but instead hurting a company.
Toyota’s internal IT team was single-handedly supporting the whole organization. Their core
talents were spent on a daily basis fixing malfunctioning and outdated scanners and the
supporting process. This meant critical time was being taken away from their critical roles in
support of operations.
Just like that, key employees were losing over 3 hours of work a week waiting on these scanners
to be fixed so they could resume their tasks. Something as simple as a poorly designed scanning
solution was causing employees in multiple departments to lose important time, waste resources,
and exhaust their creative power.
Everything in a business is interconnected, which is why resolving the problem at its root is key.
This is the mindset we had for Toyota Materials Handling when we created a custom software
solution to support our now implemented scanner hardware.
Something so simple - and yet so powerful - helped the company reap unique benefits, including:
● Decreased labor force time, redirecting the talent of their internal IT team
● Decreased time waste and increased employee efficiency by 10-15%
● Better allocated labor of FTE (full-time employees)
Automated inventory management process to keep the assembly lines running the entire time of
their one shift model
Scalable software solution that can be expanded into other company departments
Flexibility to move onto a better, revised business and assembly process
The Benefits of Automating Your Core Functions
For Toyota, the autokey software created by Van Ausdall and Farrar brought many benefits,
from streamlining internal operations to reducing spending.
But every business is unique, and pinpointing the automation that can help your business thrive
is vital.
In the manufacturing industry, using robots, artificial intelligence, and remote communication
can increase productivity by almost 1.5% annually and help businesses save almost 800 billion
hours of manual labor.
In vital industries such as healthcare, automating processes can improve the patient’s journey and
make its care more efficient.
Regardless of your industry, smart automation can:
● Decrease time used by labor and processes
● Decrease overhead costs and minimize waste of material, labor, and energy
● Increase flexibility and efficacy by allowing any business to scale up and change internal
processes as needed
Alternative power sources include fossil fuels, solar energy, water, and wind. However, their
exclusive use is rare in automated systems. In many cases when alternative power sources are
used to drive the process itself, electrical power is used for the controls that automated the
operation. For example, in casting or heat treatment, the furnace may be heated by fossil
fuels. but the control system to regulate temperature and time cycle is electrical.
2. Program instruction – Toyota production system (TPS)
The Toyota Production System (TPS) was founded on two concepts: "jidoka" (loosely translated
as "automation with a human touch"), in which when a problem arises, the equipment
immediately stops, preventing the production of defective products; and the "Just-in-Time"
concept, in which each process produces only what is required for the next process in a
continuous flow.
a. JIT Manufacturing
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. The technique of arranging regular, small
deliveries of exactly the correct amount required was pioneered by Toyota.

Making only "what is needed, when it is needed, and in the amount needed"
Producing quality products efficiently through the complete elimination of waste,
inconsistencies, and unreasonable requirements on the production line (known respectively in
Japanese as muda, mura, muri). In order to fulfill an order from a customer as quickly as
possible, the vehicle is efficiently built within the shortest possible period of time by adhering to
the following:
● When a vehicle order is received, production instructions must be issued to the beginning
of the vehicle production line as soon as possible.
● The assembly line must be stocked with the required number of all necessary parts so that
any kind of ordered vehicle can be assembled.
● The assembly line must replace the parts used by retrieving the same number of parts
from the parts-producing process (the preceding process).
● The preceding process must be stocked with small numbers of all types of parts and
produce only the numbers of parts that were retrieved by an operator from the next
process.
The key goals of just-in-time manufacturing are to save warehouse space and wasteful cost-
carrying while also increasing productivity. This entails scheduling component part deliveries to
particular work stations just before they are physically required.
To use this flow effectively, you'll need to rely on ordering signals from Kanban boards or
estimate components consumption ahead of time, however the latter technique requires
consistent production statistics.
Individual automobiles may be made to order using JIT under the Toyota Production System,
and every component must fit correctly the first time since there are no alternatives. As a result,
it is difficult to conceal pre-existing manufacturing flaws; they must be rectified right once.

b. Jidoka - automation with a human touch

The concept of Jidoka was developed by Sakichi Toyoda, founder of the Toyota Group, in the
early 1900’s. He invented a textile loom that stopped automatically when any thread broke.
Previously, if a thread broke the loom would produce defective fabric, so each machine needed
to be watched by an individual operator. First, human engineers meticulously build each new line
component by hand to exacting standards, then, through incremental kaizen (continuous
improvement), steadily simplify its operations. Jidoka was designed with an Andon cord in mind
when it was originally implemented. This was merely a rope that could be pulled by an employee
to halt a procedure. Toyota believed that employees not only had the right but also the need to
halt a process if they noticed a problem.
It provides machines and operators the ability to detect when an abnormal condition has occurred
and immediately stop work when a problem first occurs. This enables operations to build in
quality at each process by eliminating the root causes of defects. It also increases work efficiency
by separating workers and machines, which eliminates the need for operators to continuously
watch machines, as they can handle several machines at once.
Jidoka is one of the two pillars of the Toyota Production System, along with just-in-time (JIT).
It is considered a key element in successful lean Manufacturing implementations.
It is a quality control process that applies the following four principles:
1. Detect the abnormality
2. Stop
3. Fix or correct the immediate condition
4. Investigate the root cause and install a countermeasure

Using Jidoka offers the authority to solve an issue to the individuals who are most suited to do
so. It also reduces the requirement for supervisors to be present at all times while tasks are being
completed. It's a potent mix of cutting-edge technology and human intuition.
Toyota places a high value on the human element. While machines may be programmed to detect
problems, people must work "by hand" to improve systems until they attain a consistent level of
safety and dependability. Toyota engineers create manufacturing lines based on careful
blueprints, which they then enhance over time.
Jidoka incorporates self-monitoring technology that recognizes an issue and safely stops on a
contemporary factory floor. After that, employees can perform an inspection and make any
required modifications or improvements. Employees can continue working in other areas while
the shutdown is in effect, thanks to a board that displays information about the shutdown for all
to see.
Eventually, the value added by the line's human operators disappears, meaning any operator can
use the line to produce the same result. Only then is the jidoka mechanism incorporated into
actual production lines. Through the repetition of this process, machinery becomes simpler and
less expensive, while maintenance becomes less time consuming and less costly, enabling the
creation of simple, slim, flexible lines that are adaptable to fluctuations in production volume.
3. Control system
A production system based on the philosophy of achieving the complete elimination of all waste
in pursuit of the most efficient methods.
This production control system was 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 swiftly as possible
Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly
produce vehicles of sound quality, one at a time, that fully satisfy customer requirements.
TPS and its approach to cost reduction are the wellsprings of competitive strength and unique
advantages for Toyota. Thoroughly honing these strengths is essential for Toyota's future
survival.
Electronic control system
• The electronic control system consists of various engine sensors, Electronic Control Unit
(ECU), fuel injector assemblies, and related wiring.
• The ECU determines precisely how much fuel needs to be delivered by the injector by
monitoring the engine sensors.
• The ECU turns the injectors on for a precise amount of time, referred to as injection pulse
width or injection duration, to deliver the proper air/fuel ratio to the engine.
 Engine Control System
 Coolant Temp Sensor
 Throttle Position Sensor
 Throttle Position Sensor
 Oxygen Sensor
 Oxygen Sensor
 II. OVERVIEW
A. THE STRENGTHS AND WEAKNESS OF THE ABOVE
SYSTEM
List Strengths Weaknesses

1 The most valuable and one of the most recognizable Plenty of products are mistake:
automotive brands in the world:  The case of nearly 9,000 Toyota cars is faulty:
 Toyota Motor Corporation was founded in 1937 Immediately after TMV officially admitted to
and has since become one of the world's most producing low-quality vehicles, on many
well-known brands. forums about automobiles and motorcycles,
 According to Interbrand[5] and Forbes[6], many comments appeared concerned about
Toyota’s brand is the world’s 7th and 9th most
consumers' interests being affected when using
valuable brand worth US$50.291 billion and
these cars. of TMV, there have even been
US$44.7 billion, accordingly. In both lists, it is
the most valuable brand out of all automotive many opinions calling for "boycott" of TMV if
companies. it refuses to overcome the consequences.
 Toyota is the leader in production models when  Toyota recalls 752 Innova, Fortuner because of
it self-introduces the Toyota Production System technical error
(Toyota Production System)  Toyota recalls more than 110,000 vehicles with
software errors that need to be changed

2 Impressive design, keeping up with the trends of the Products are not diverse:
times is the second factor that helps Toyota cars make a  Compare with other cars in the same segment.
name: Equipment of Toyota cars is poorer, less
 Focusing on customer-oriented safety technology attractive and more comfortable, errors cause
 Towards a green future: Hybrid - This green inconvenience to users.
technology has been associated with Toyota's + for example: the Halogen headlight
name in the market in the past year. The engine system is a bit dark, affecting night
that combines a gasoline engine and an electric vision (Toyota Camry line).
+ Poverty of smart features. Makes the
motor offers many benefits such as smooth
 operation, fuel savings and reduced emissions to driver feel boring, not really interesting
the environment. when experiencing the car.
Continuously improve after-sales service:
 Toyota's most important finishing step lies in
after-sales service. Toyota with the philosophy
of Omotenashi, "customer is the center of all
activities", has always served wholeheartedly to
bring the most satisfying service experience to
customers.

3 Stable car sales and price retention are important factors Due to the high specialization, only a small delay in
that help Toyota create a competitive advantage. the production line will affect the whole chain.

4 Team, officers and workers have a lot of experience in It's easy to get damaged goods without being detected
production and business in time.
 Building a talented and enthusiastic young
generation: Besides internal training, Toyota
Vietnam also implements many activities to
contribute to the development of human
resources in Vietnam. Recently, the company
has awarded 115 Toyota scholarships to talented
students in the field of engineering and
environment from 16 universities across the
country.

5 Strong distributive system: Poor allocation of resources as compared to peers:

 Toyota always has a network of suppliers within In comparison to its peers, Toyota has a low return on
100 km around its factory. Suppliers are always equity (ROE) and return on assets (ROA). When
compared to Toyota, competitors such as Honda
provided with a "minimum production" level to
Motor and Nissan Motor have a higher return on
provide the Toyota factory with input materials investment (ROI). In FY2012, Honda Motor had a
with the best price and quality. ROE of 4.8 percent, while Nissan Motor had a ROE of
 Regarding the dealer system, Toyota applies 8%. Toyota, on the other hand, had a ROE of 2.7
"Toyota style" to manage dealers based on 3 percent in FY2012. Lower ROE and ROA compared
main principles: to peers implies that the company is not efficiently
+ Agents have full authority to decide on utilizing the money of its shareholders and is not
products. creating high returns for them. As a result, inefficient
 + Toyota will develop together with the dealer resource allocation could harm shareholder value and
as two partners. confidence in the long run.
+ Competition is the most important factor for
development.
 Toyota's supply chain has helped it become
number one in the world.

B. THE SIMILARITIES AND DIFFERENCES BETWEEN THE

SYSTEMS IN PRACTICE

 The differences between multi arm and jidoki systems

Multi arm ( manual ) control system Jidoki ( automated control system )

a machine will be operated by a person machine will do the operation automatically.

Manual control System is less efficient and Automatic Control System is more accurate
effective than automated system . than manual system. It takes less time to solve
the problem

the process operator observes the process The automatic control system uses any one of
condition and controls the system by doing continuous controller to control the process
manual adjustments. based on the measurement and input

Manual controls are applicable when Automated controls are more suitable for
judgment and discretion are required. environments with high volumes of similar
transactions

 The similarities between multi arm and jidoki systems:

 - Both systems use machine to operate

C. THEORIES MENTIONED IN THE CHOSEN CHAPTER

 AUTOMATION:
 It is a combination of a program of instructions and a control system.
 Toyota was applied two concepts of automation to production system:

- Jidoka concept which can be loosely translated as automation with a human touch, as
when a problem occurs, the equipment stops immediately, preventing defective products
from being produced.

- When an irregularity occurs, a machine must come to a safe halt, according to Toyota. As
a result, achieving Jidoka necessitates hand-building and improving systems until they
are trustworthy and safe. Human engineers meticulously build each new line component
by hand to stringent specifications, then gradually simplify its operations through
incremental kaizen (continuous improvement).
- Just-in-Time concept, in which each process produces only what is needed for the next
process in a continuous flow.
Making only "what is required, when required, and in the quantity required"
Producing high-quality products in a cost-effective manner by eliminating waste,
inconsistency, and unreasonable demands on the manufacturing line (known respectively
in Japanese as muda, mura, muri).
III. ANALYSIS
1. ADON SYSTEM
Andon is a manufacturing term that refers to a system for notifying management,
maintenance, and other workers about a quality or process problem. The hub is a device
that incorporates signal lights to indicate which workstation has a problem.

BENEFITS DRAWBACKS

1. All industries can apply Andon system depending on 1. The Andon production
the large or small scale alert system can report an
error, but cannot resolve
the error itself.

2. Can be applied in Lean Manufacturing to: 2. The Andon system cannot by

 Reduce costs and downtime. itself eliminate existing defects
 Increase value for customers because of better on the line as well as on the
quality products. product, but must be eliminated
 The operator has a responsibility to keep the flow by humans.
running as efficiently and effectively as possible –
empowering them to take action when something
goes wrong, instead of waiting for management and
so on.
 Long-lasting improvements to the manufacturing
process

3. Better communication: The industry of the future is 3. The Andon system cannot
characterized by the interconnection of disparate guarantee that the goods
actors who exchange information and data in real produced meet the needs of
time. As a result, visual or audio displays allow for a customers
better internal communication flow between
different stakeholders.
4. Information collection: To develop an effective
management system, information about the function
of the production chain must go from the lowest
level in the organization's hierarchy to decision-
making positions. This way they will have a better
vision and understanding of the function of the
production chain
  Functions:
- Detailed control of events at each important stage
- The system works in real time (Realtime) capable of immediately warning of process
interruption problems such as: equipment failure, shortage of raw materials, semi-
finished products, detection of defects on products by human resources. members -
workers involved in production

2. GEMBA WALK:
is part of the “TEST” operation in the P-D-C-A cycle. It is a process of observing
whether operations are going on normally. Gemba Walk is performed by managers, team leaders,
supervisors… in which they personally observe how processes are being carried out in the
workplace.

 There are 3 important elements of this tool:

 Go and see: The main idea of Gemba walk is that managers and leaders of all levels
regularly walk around the workshop and engage in the search for wasteful activities.
 Ask why?: The main goal of the Gemba walk is to explore the value stream in detail and
locate its problematic parts through active communication. Good leaders are always willing to
listen rather than talk.
 Respect everyone: Pointing fingers and blaming everyone is exactly what you can't do.
You are there to collaborate with the team and figure out the problem together.
3. KAIZEN (ongoing improvement):
- is the continuous improvement of the working process, productivity improvement, ... as a
business philosophy. It often starts with small-scale ideas but delivers impressive results
over a long period of time.

Benefits of being aware of Kaizen: 

(1) Don't let a day go by without improvements proposed and implemented in the company.
(2) Kaizen is applied in the customer-oriented strategy, while ensuring all management activities
and increasing customer satisfaction.
(3) What is of primary importance is quality, not profit, a business will prosper if and only when
customers buy products and services with which they are satisfied.
(4) Acknowledging that every company has shortcomings, it is necessary to build a company
culture so that all employees are freely self-aware of their shortcomings, ready to offer ideas for
improvement.
(5) Solve work in the direction of coordination and cross-functional systems.
(6) Emphasize process and establish a thinking method oriented to process improvement.
(7) Establish a system to manage, encourage and reward everyone's efforts to contribute ideas for
improvement.
4. KAIZEN
KAIZEN means improvement. Moreover, it means continuing improvement in personal
life, home life, social life, and working life. When applied to the workplace KAIZEN means
continuing improvement involving everyone – managers and workers alike.
Advantages:
 Worthy targets: Kaizen is a process of continuous improvement that benefits both the
organization and the individual. Employees, customers, and the company as a whole
benefit from it as well. Most types of enterprises can benefit from this management
strategy.
 Improve teamwork: Improved teamwork is one of the primary kaizen benefits. Kaizen is
a team-based quality improvement tool. It benefits everyone participating in the business
process, not just a chosen few. As the kaizen team works together to solve problems, they
form bonds and foster team spirit. Employees can operate with a fresh viewpoint, an
unbiased mind, and without prejudice as a result of this.
 Kaizen builds leadership skills: A team leader is required for every kaizen team. The
team leader is in charge of coordinating implementation and organizing the kaizen team.
The kaizen team leader ensures that everyone is fulfilling their responsibilities. When
extra resources are needed, the team leader is also in charge of finding them.
Nonetheless, he or she does not need to be in a management position to be a team leader.
As a result, another kaizen benefit is that it allows people to take on leadership
responsibilities.
 Improved efficiency: Improved efficiency is a major kaizen benefit. Improvements in
kaizen increase service quality. It assists companies in implementing new process
innovations, increasing efficiency, and improving time management. Toyota
Manufacturing Company, for example, uses kaizen in its manufacturing process. To
begin with, they use muscle-memory training to teach their personnel how to put an
automobile together. Muscle memory training aids them in obtaining precise results. As a
result, their staff are able to work precisely.
 Improved Standard Work Document: During kaizen, improvements are implemented,
resulting in a new and improved Standard Work Document. The Standard Work
Document, often known as standardized work, is a tool used to implement kaizen
improvements. It contains the most up-to-date corporate best practices.
 Improved employee satisfaction: Another benefit of kaizen is that it boosts employee
satisfaction. When making changes for the better, Kaizen involves the workforce.
Through a recommendation system, such as team meetings, employees can provide
proposals and creative feedback for modifications. It provides employees a sense of
belonging and worth when they are participating in decision-making.
 Better safety: Improving workplace safety is a kaizen benefit for businesses. Businesses
that employ cleaning and organizing concepts boost workplace safety. Employees have
better control over business process equipment as a result of this.
  Waste reduction: Kaizen is a technique for reducing waste in commercial processes. This
is another significant kaizen benefit. Everyone has a role to play in kaizen. As a result, it
is the responsibility of management and staff to detect waste in the business process.
They can pinpoint the fundamental source of wastage and address it by adopting constant
modifications.

Disadvantage:
 Difficult to implement in existing systems: Kaizen requires a complete overhaul of
present management systems. It is extremely difficult to revert to traditional management
systems once kaizen has been introduced in an organization. As a result, kaizen may be
easier to implement in companies that lack well-established management systems.
 Change is difficult: One of the most significant kaizen drawbacks is people's aversion to
change. As a result, when firms wish to implement kaizen, they must face some
opposition. Employees may not be ready to embrace a system that is different from what
they are used to.
 Could cause frictions: Some organizations may find it challenging to adapt their current
work practices when implementing kaizen. As a result, if a company is not ready for
change when implementing kaizen, it may cause friction.
 Training requirement: Another downside of kaizen is the training technique. The kaizen
technique necessitates employee and management training in order to comprehend and
apply the kaizen philosophy. This may necessitate a change in the regular work method.
Employees may be required to take time off work for training.
 Enthusiasm could wane easily: Employees may be enthusiastic about making changes at
first. However, their enthusiasm may fade as the changes become more difficult to adjust
to. As a result, people may revert to old habits and conduct business as normal.
 Few bad eggs could ruin the whole batch: Even if some departments adhere to the
modifications that have been adopted, the overall performance of the company may
suffer. True, kaizen will benefit departments that are willing to change. Nonetheless, if
other departments do not embrace the modifications, the overall output will be harmed.

5. HEIJUKA
Heijunka is defined as a technique for reducing unevenness in a production cycle, which
in turn reduces waste. It's a Japanese term that means "leveling" and is a key lean manufacturing
method first used by the Toyota Production System (TPS) to develop production efficiency.
Toyota realized that batching isn't sustainable and that production systems can't continuously
respond to sporadic orders without suffering from uneven productivity levels, inconsistent
quality, and overburdening of machines and employees, all of which results in waste.
 Advantage:
 Ensures process consistency.
 Provides suppliers with consistent demand.
 Creates predictability in processes.
Disadvantage:
 Exchange stability for inventory or lead time.
 Restricts quick changes.
 Industrial discipline is required for Heijunka.
 Heijunka can only handle minor demand fluctuations

6. KANBAN
The Japanese word “kanban”, meaning “visual board” or a “sign”, has been used in the sense of
a process definition since the 1950s. It was first developed and applied by Toyota as a scheduling
system for just-in-time manufacturing. On the other hand, the capitalized term “Kanban” is
known and associated with the emergence of the “Kanban Method.

Advantages:
 Simple and easy to understand system that makes it practical for the management of a
company to apply this system effectively.
 A direct reduction in the costs and wastage of the company. Kanban system improves the
flow and management of inventory by directly assisting the company to pursue the
company’s existing systems i.e. just in time (JIT) and make to order etc. which reduces
carrying or holding costs and makes sure smoother running of inventories.
 Kanban system advocates continuous and sustainable improvements in the production
systems of the company. Kanban not only consists of manual guidelines or cards but also
visualizations of the process outputs which makes the review of work easier. This could
also highlight other potential problematic areas where additional attention is needed.
 The Kanban system is a very responsive system and does not promote any lags or delays.
As the tasks are continuously shifted between the columns of the kanban cards, it
automatically highlights the areas where any limiting factors are raised that could hold up
the overall output which can be responded to as soon as possible by shifting and
switching the resources from the other tasks.
 Kanban enhances the effectiveness of human resources in a company. As the system
requires on-going training, learning and improvement in the competency levels of the
employees. The employees are likely to retain their experiences in the long run.
Additionally, the kanban system is usually applied in team situations which harbor a
sense of shared responsibility and harmony among the employees. This enhances their
decision making capabilities and raises prospects of innovation.
  Disadvantages:
 In situations when there are shared resources, it is less effective.
The kanban procedure may be rendered ineffective due to infrequent orders. For
example, if your upward production line produced a large number of parts, your demands
for more parts required by the downstream line will necessitate the use of a buffer to
prevent the downstream line from running out. This is due to the fact that each production
line requires its own signaling card.
 Changes in product mix or demand may cause issues.
The kanban method is based on predictable, repeatable production schedules. The
kanban principle states that components should be sent to the production line as and when
they are needed by the warehouse or supplier. Demand and product fluctuations may
have an impact on the kanban system's operation. As a result, the method is less suited to
sectors with varying product volumes and mixtures.
 Variability is not eliminated by the Kanban system.
If production is disturbed with long and unplanned downtimes, the kanban system
may create low-quality objects that must be revised or destroyed. Kanban is designed to
control traffic flow in order to meet customer needs by indicating when to start, stop, or
slow down production. Any variation or unpredictability will have an impact on the
system's operation, causing it to deliver mixed, erroneous signals about the optimal
production levels.
 Problems with Production Flow
Kanban is not appropriate for manufacturing environments with low-quality
products, short production runs, a wide variety of product kinds, or extremely changeable
product demands. The Kanban system necessitates weekly and monthly production
schedules that are flexible on a daily basis.
 Quality Errors
The kanban system reduces inventory quality to near-zero levels. Inventory
buffers are required in times of high uncertainty and disruptions in the transportation
network to protect poor quality from both internal operations and suppliers. Your
production process will be slowed as a result of this.

7. MUDA, MURA, MURI

From the Toyota production system, and later to the concept of
Lean Manufacturing, three types of deviations that indicate
inefficient resource allocation in production have been
discovered. They are Muda (waste), Mura (async) and Muri
(overload
a. Muda
Muda means waste, futile, hindrance to the process of adding value to a product or service that
customers are willing to pay for.
Currently, there are two main types of waste as follows:
Muda type 1 includes activities that do not create value in the processes needed for the end
customer.
For example, safety testing and monitoring does not directly add value to the final product;
however, they are activities necessary to ensure a safe product for customers.
Muda type 2 includes activities that do not create value in the processes, nor are they necessary
for the customer. Therefore, Muda type 2 should be discarded.
There are seven types of waste in Muda type 2 which are abbreviated to the first letter
TIMWOOD. Those seven wastes are:
1 Transport
2 Inventory
3 Motion
4 Waiting
5 Overproduction
6 Overprocessing
7 Defects
Mura
Mura means asynchronous, this is the cause of one of the seven types of waste in business. In
other words, Mura is the root cause of Muda.
For example, in a production line, products need to pass through several production stations
during the assembly operation. When the capacity of one station is greater than the others, you
will see faster production times in that station and more finished products. However, with
stations with less capacity, the production of the next stage of the product will take longer, even
causing a backlog of semi-finished products due to insufficient production capacity.
The goal of the Lean manufacturing system is to level the workload so that there is no
unevenness or accumulation of waste. Mura asynchrony can be limited through the JIT-Kanban
method, and other pull strategies to limit overproduction and excess inventory.
Muri
Muri means overload, beyond the capacity of a certain machine, device, or process. Muri can be
a result of Mura and in some cases from removing too much Muda (waste) from the process.
Muri also exists when machines or operators are used with more than 100% capacity to complete
a task in an unsustainable manner. Muri for a long period of time can cause machine breakdown
or overwork of employees. Workflow standardization can help avoid Muri overload by designing
workflows to evenly distribute workloads and not overload any particular employee or device.
8. Obeya
Obeya is a dedicated space for team-based work designed to remove the barriers that prevent the knowledge-
sharing and collaboration that enables effective planning, problem-solving, and decision-making. A well-
designed Obeya room contains everything that the team needs to complete a task efficiently and effectively.
While every Obeya room is different, one of its defining features is a visual display that acts as the focal point
for your team’s project.
When challenges arise, visual information can display proposed solutions. The idea is to have all information
available to everyone at all times.
It is also a tool to debate and discuss big picture issues. It creates a shared understanding of how the
departments involved can work together towards a single goal. Participants think deeply about customer needs,
key performance indicators and goals.
Obeya also helps develop teamwork at the management level and keep everyone focused on accomplishing
strategy. It gives leaders a clear view of what everyone is working on, as well as why and how. They also can
see how their own department’s efforts support or hinder those of their colleagues.

9. Uniform plant loading

Smoothening the production flow to dampen the reaction waves that normally occurs in response to schedule
variations is called UPL When a change is made in a final assembly , the changes are magnified through the
line and the supply chain .
The only way to eliminate the problem is to make adjustments as small as possible by setting a firm monthly
production plan for which the output rate is frozen .

10. POKA – YOKA

Poka-yoke, which means "mistake-proofing" in Japanese, refers to any tool or system that prevents a
person from performing an action incorrectly. Poka-yoke is a waste-reduction technique that
eliminates or reduces quality errors that lead to rework and scrap, as well as potential safety hazards.
Poka-yoke is particularly beneficial when attempting to reduce the cost of quality, which is the
idea that the longer it takes to notice an error, the more expensive it is to correct it. The truth of
being human is that we will never achieve 100% success in any given endeavour, regardless of
how simple or difficult it is. Poka-yoke does not change human nature, but it does reduce the
chances of failure, which helps push quality higher and reduces workplace stress. For example,
when parking a car, one of the steps is to place the gear into the park. If the driver forgets this
step and turns the engine off, the car sends out an alarm reminding you to put the car in the
proper gear. This is a feature that early cars did not have, and if left in the wrong gear, unsafe
consequences could occur. If in neutral and parked on an incline, the car could drift out of the
parking space and into traffic. Also, the driver could damage their transmissions if they
attempted to start the car while not in the correct gear.
11. 5S

Seiri Meaning: This means “sort”. Sort through the resources and keep only the stuff that
is required to perform the job. (This procedure is going through all of the items in a
workplace to see which are necessary and which may be deleted.) Everything that isn't
required to execute a task should be removed from the work area.)

Seiton

Meaning: This means “Set in order”. Ensure that all items are organized and that each
item has a designated place. Organize all of the items left in the workplace in a logical
manner so that workers can complete tasks more easily. This frequently entails placing
items in ergonomic locations where people will not have to bend or make extra
movements to reach them.

Seiso

Meaning: This means “Shine”. To ensure purpose-driven work, proactive efforts should
be made to keep workplaces clean and orderly. This includes cleaning and keeping the
newly organized workspace in good condition. It can include routine tasks like mopping,
dusting, and so on, as well as performing maintenance on machinery, tools, and other
equipment.

Seiketsu

Meaning: This means “ Standardize”.Create a set of standards for the company as well as
the processes. In essence, here is where you take the first three S's and establish
guidelines for how and when these tasks will be completed. These standards may include
schedules, charts, and lists, among other things.

Shitsuke

Meaning: This means “ Sustain”.Maintain discipline by sticking to new habits and

conducting audits. This implies that the previous four S's must be maintained over time.
This is accomplished by instilling in employees who will participate in 5S a sense of self-
discipline.
12. Smed Meaning: “ Single-Minute Exchange of Die
SMED (Single-Minute Exchange of Die) is a technology that substantially reduces the time
required to execute equipment changeovers. The SMED system's essence is to transfer as many
changeover procedures as feasible to "external" (done while the equipment is running), while
simplifying and streamlining the remaining steps. The term "Single-Minute Exchange of Die"
refers to the goal of lowering changeover times to "single" digits (i.e., less than 10 minutes). 
 
Example
SMED can be seen in action during professional car racing. For race car drivers, the pace of pit
crews can frequently mean the difference between winning and losing. Pit personnel routinely
videotape each pit stop, looking for methods to shorten the time a car spends in the pit lane. The
time spent on each activity — changing tires, wiping windshields, and pumping petrol – is
calculated.
 RECOMMEND POSSIBLE SOLUTIONS
1. Clarify the problem
Realizing that an issue exists is the first step toward solving it. Asking yourself the
following questions can help you define a problem:
 Is my current procedure out of the ordinary?
 Is there a disconnect between what I'm aiming to accomplish and what I'm
actually accomplishing in my current process?
 Is my present process meeting my customers' needs?
If you answered no to any of these questions, you know you have an issue that needs to
be addressed.

2. Break down the problem

After you've confirmed the issue, you may start breaking it down into smaller,
more granular chunks. Analyzing the many inputs and outputs of your process can be
beneficial in determining where you should focus your efforts right now. Do not take
on more than you can handle. Smaller problems are far easier to handle and solve than
one enormous one with little direction.
3. Set a target
Commitment and consistency are key in the third level. How are you going to
solve the problem now that you've broken it down? How will you meet your new
deadline, and how long will it take you to do it? Allow enough time for each action to
ensure that you are paying attention to every part of the project.
4. Analyze the root cause
You can discover each of the factors that generated the problem in the first place
by analyzing the root cause. When there are multiple causes, it's critical to consider
each one as you strive to solve the problem.
5. Develop countermeasures
Finding the source of the problem is only half the battle. Now you must devise
remedies for each of those underlying causes in order to avoid recurrence of the same
problems.
6. Implement countermeasures
It's time to put your countermeasures into action now that you've established
them. To ensure you are not missing any steps, you may wish to solicit suggestions
from other team members. It's also a good idea to keep track of how successful each
countermeasure is working along the route and make adjustments as needed.
7. Evaluate results and process
The seventh phase entails putting in place a system for reviewing and evaluating how
well your new process is performing. Countermeasures will fail, but it is critical to
create an effective system that is constantly looking for ways to improve in order to
get the intended outcome.
8. Standardize successful processes
It's time to standardize the approach among your team and the full organization after
receiving positive results from your prior evaluation. Continue to check for any
unsolved issues that you may have overlooked the first time around as you progress
through the standardization process
 A. CONCLUSION
With huge experience through time and great strategies in every field,Toyota has been a golden
standard in manufacturing and mass production field. The amount of books and courses that
deeply analyse Jidoka, JIT, TPS,… would be a hard prove for the afforementioned statement.
Toyota production system ( TPS) has a lot of flawless, positive points, however it still has some
unavoidable, temporary, fixable faults. Our team believe with solution given above would
effectively ease out and help Toyota avoid more mistakes. Overall, the production world has a
lot to learn from Toyota, a mastermind in car world, with the most conventional, licenses of
innovation and continuously giving new strategies in mass production, and on top of that,
Toyota’ leadership has huge ambition and passion with what they are producing, cars.
 B. REFERENCES

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We Helped Toyota Material Handling Automate Their Process. We Can Do It For You Too. (2021, July 13).
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