Akio Toyoda is rolling out an aggressive overhaul of Toyota Motor Corp. that aims to improve everything from manufacturing and product planning to design and human resources.
Sourced through Scoop.it from: www.autonews.com
“Unilever changed their approach in 2012. Within Fiat they discovered a balanced WCM-program, developed by professor emeritus Hajime Yamashima. He integrated Lean and Six Sigma from the start in the TPM management pillars. The result: more focus, better opportunities for cross-departmental improvement, and more attention to the role of the people.”
Sourced through Scoop.it from: business-improvement.eu
Michel Baudin‘s comments:
In the late 1980s, as part of Kei Abe’s MTJ team, I went to Unilever facilities in the Netherlands, Italy, the UK, and the US to help them implement what had yet to be called “Lean.” Unilever was impressive as an organization in that, in markets including detergents, processed foods, mass-market toiletries and prestige cosmetics, they were afraid of nobody, anywhere.
“[…]Within the context of Lean manufacturing, focused on elimination of waste and continual process improvement, the Internet of Things can lead to huge efficiency gains … some people see it as Lean on steroids. Tools and equipment will automatically collect, share and interact with other data and processes, opening up a whole new realm of achievements attainable under Lean initiatives.[…]”
Sourced through Scoop.it from: www.sme.org
Michel Baudin‘s comments:
Even though the article is a marketing pitch, and the Internet of Things (IoT) so far has been focused on systems embedded in finished goods rather than production processes, it is a topic that manufacturing professionals and Lean implementers should pay attention to.
“[…]What’s Next? The short answer is nothing. Don’t wait on anything new that is of a game-changing variety.”
Sourced through Scoop.it from: www.industryweek.com
Michel Baudin‘s comments:
The emergence of Toyota and its production system (TPS) caught the manufacturing world by surprise. The first reaction was denial that it was new, followed by blind adoption of a few of its most visible features, and the development of something different, called “Lean,” which borrowed Toyota’s credibility but doesn’t have much left in common with TPS.
Unlike Larry Fast, I am sure there will be another game changer in Manufacturing. It will come from an unexpected place, as post-war Japan was, and I have no idea what it will consist of. In the past 250 years we have had revolution after revolution in the art of making things, and I think it is presumptuous to assume that there won’t be anymore.
“[…]Applying lean concepts to engineering is a complex task, but as Dearborn Mid-West Company discovered the increased efficiencies are well worth the effort. To manage that complexity Dearborn focused on five key areas:
Sourced through Scoop.it from: www.engineering.com
“Don’t expect a positive ROI from your lean and Six Sigma investments if they are nothing but a pretty picture.
I once had a plant manager tell me his factory had implemented Six Sigma, but there was not a single statistical process control chart. How is that possible? Another had the control charts in place but refused to allow the operator to shut the process down when it indicated an out-of-control condition. Another plant claimed it was lean but had a dozen bins of parts stacked on the floor as part of a two bin system. Another plant routinely violated the daily production plan by rescheduling orders, and then the plant blamed the supply chain for causing it to frequently run out of parts (which then drove it to change the schedule… a vicious circle).”
“Torero is an Indian leather manufacturing company that is the exclusive global license holder for Cross brand. Here is their story. It aligns with Prime Minister Narendra Modi’s ‘Make In India’ campaign. It has nearly $20 million in annual revenues, employs 4000 workers….”
“Toyota says it has has completely re-thought the way its future car factories will operate. Its plans for the new-generation factories – nicknamed ‘simple and slim’ – are well advanced. Toyota claims they will be 25 percent smaller than existing plants, require 40% less investment and emit up to 55% less CO2. Toyota also plans to re-engineer the production lines so they can be shortened or lengthened in less than 80 minutes. It’s claimed that a standard line can be shrunk from a 100,000 car-per-year capacity to just 50,000 cars, or vice versa. This would allow capacity to be easily reduced or increased depending on demand”
Thanks to Rob van Stekelenborg, a.k.a. Dumontis, for this scoop, which, again provides more specifics on Toyota’s plans, including surface-mounted conveyors, smaller paint shops, laser screw welding, what sounds like induction heating of sheet metal for stamping, and a variety of energy saving techniques.
“Toyota said the move, aimed at cutting development costs by 20%, would start with mid-sized, front-wheel-drive vehicles this year. It wants half of vehicles it sells globally by 2020 to fall under the new platform strategy.”
Specifics are trickling out about Toyota’s plans. It seems that they want to make more different products from fewer components and have plants that are competitive even at low volume.
Readers’ comments on the idea of having fewer platforms and more common parts are focused on the risk of extensive recalls, and the way such recalls can wipe out any savings achieved by the strategy.
It really is a matter of degree and of execution. Having fewer dashboard options might reduce the attractiveness of your products, but using fewer types of proportioning valves will not. Also, it is easier to ensure not only availability but quality as well for fewer components, making recalls less likely.
With regards to volume in a given plant, Toyota’s strategy seems a continuation of their work on the Global Body Line, in which the same infrastructure and fixtures could be used for robotic welding at high volume and manual welding at low volume.
“More robots means lower unemployment and better trade performance. […] The United States does not lose jobs because there is not enough work to be done but rather because U.S. industry is not competitive with foreign producers. More robots will help fix this.”
It doesn’t mean robots are bad, only that they are not a panacea. Toyota’s Global Body Line is designed to use welding robots where they are justified, and manual welding where not, using the same fixtures.
In an auto parts plant in Japan, I remember seeing a machining cell with old machines served by robots. A few yards away were new, automated lines that didn’t use robots.
It looked very much as if the old cell with new robots was the result of incremental automation, and that the lessons learned had been applied in the design of the new lines.
Robots are tools. If you know how to use them, they will help you; if you don’t, buying more is just a waste of money.