Mar 28 2015
Toyota Unveils Revamped Manufacturing Process | Yoko Kubota | Wall Street Journal
“Toyota broke a two-year silence on a revamped manufacturing process—built on sharing components among vehicles—that it says will produce half its vehicles by 2020 and slash costs. But its unveiling follows a path blazed in recent years by German rival Volkswagen AG—a reversal for the Japanese pioneer, whose production system was for decades seen as the gold standard, giving the world such manufacturing concepts as ‘just-in-time inventory’ and ‘continuous improvement.'”
Source: www.wsj.com
Other than that Toyota has a plan, the article does not directly reveal specifics. As several readers pointed out in their comments, sharing components across models is not a new idea and is not risk-free, even if executed perfectly, as it reduces the differences between your standard and luxury models in ways that customers may notice.
The most revealing parts of the article, to me, are (1) the reference to VW, and (2) the keyword “modular assembly.” I don’t believe that Toyota has borrowed much from VW since the look of the 1947 Toyota SA, a dead-ringer for the already dated but yet to be successful beetle.
Modular assembly sounds self-explanatory but it isn’t. It is a specific approach to assembling cars brought to VW by former GM purchasing executive Jose Ignacio Lopez in the 1990s, in which up to 90% of the work traditionally done in a car assembly plant is done by suppliers and all that remains is the final assembly of large subsystems.
The Porsche plant in Leipzig, for example, does not stamp, weld, or paint car bodies. It receives them ready to assemble, in a spotlessly clean facility that customers are encouraged to visit.
The whole site is in fact dominated by its visitor center, complete with a fine-dining restaurant overlooking the plant and where new buyers can receive an hour’s worth of training on their new cars on the test track. In the same spirit, VW has set up an assembly plant in downtown Dresden, with glass walls to enable passers by to watch cars being assembled.
Modular assembly was used by GM in Lordstown, OH, in 1999, and then by VW in Spain, and by DaimlerBenz for the Smart in Hambach, France . At the time, Toyota evaluated the concept and passed on it. Apparently, Toyota’s production leaders changed their minds.
See on Scoop.it – lean manufacturing
Apr 2 2015
Organize for learning to make kaizen stick | Michael Ballé
“[…]the Quality Director would ask the nursing supervisor to track the time of first incision in each theater every day and share the results with surgeons. This simple measure increased OR usage by 20% in the first month. It also led to heated discussions among surgeons (why were some late and others on time?) and paved the way for further kaizen. But then one of the crises hospitals are so accustomed to came, and the practice was abandoned. Theater usage went back to what it was before.[…]”
Source: planet-lean.com
The author is missing an essential point: changes that add labor are unsustainable. They will be reversed at the first emergency and rarely if ever reinstated once the emergency is over. Asking a nursing supervisor to track the time of first incision in each operating room meant adding to his or her work, without reducing anybody else’s. It was a change all right, but not a Kaizen.
100 years ago, Frank Gilbreth improved the performance of operating rooms by, among other things, having nurses supply tools and instruments to surgeons rather than having the surgeons leave the patient to fetch them. Work previously done by the surgeon was offloaded to nurses for the benefit of the patient, without any net addition of labor. It was a genuine improvement and became standard practice.
The author quotes Ohno as saying “Why not make the work easier and more interesting so that people do not have to sweat?” Adding record-keeping tasks does not fit that bill.
See on Scoop.it – lean manufacturing
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By Michel Baudin • Management • 0 • Tags: Gilbreth, Kaizen