Oct 2 2012
Toyota Production System
Aug 13 2012
Festo has implemented a manufacturing system that allows it to produce parts for linear handling systems economically in batch sizes of just one item. At its global production centre for electric and pneumatic drives at St. Ingbert-Rohrbach in Germany, the company has introduced a “one piece flow” method of assembly, based on Toyota’s production system.
See on www.drives.co.uk
Jul 18 2012
This article discusses the “renowned lean manufacturing and ‘just-in-time’ production techniques of the Japanese manufacturers,” a wording that implies that all Japanese manufacturers use variants of the Toyota Production System (TPS). It is not the case, and it is particularly not true of Honda.
Honda is good at manufacturing, but uses methods developed in-house, based on the founder’s philosophy of self-reliance.Soichiro Honda was known for telling engineers: “Don’t try to find out what the other guy is doing, just solve your own problem!” He also got the company involved in racing early on so as to infuse the “racing spirit” in everything it did. The Honda Way isn’t just a rebranding of TPS or Lean, as so many companies’ “Production Systems” are; it is an original, autonomous development. The white uniform in the picture is part of it. Its purpose is to make stains stand out, so that their sources are identified and removed from production.
See on www.detroitnews.com
Jul 17 2012
It has become extremely popular for companies in any business to pursue the principles of lean production, Six Sigma, TQM, TPM etc (even if the two latter are a bit “so 90s”…) …
See on better-operations.com
Jul 17 2012
Jeffrey Liker on what Lean really is. An interesting article, with which I have a few quibbles:
- The Shingo Prize rewards companies for looking Lean, not being Lean, as evidenced by the prize’s inability to predict competitive performance.
- The Machine that Changed the World and Lean Thinking introduced the word Lean, not the concept. It existed before, for a good 10 years, under a succession of names that didn’t catch on as well as Lean did, including TPS, WCM, and others.
- His conclusion is overly optimistic:
“At the end of the day U.S. manufacturers that invest in developing skilled, motivated leaders whose passion is to develop people who can improve processes in the long-term will beat the competition every time.”
I don’t think it’s true, because they will be competing against manufacturers elsewhere doing the same.
I also do not see this statement as an accurate summary of Lean. Under Alfred P. Sloan’s leadership in the 1920s, GM did everything the statement says. When Peter Drucker wrote Concept of the Corporation in 1946, GM was arguably the best run company in the world, particularly in leadership development, but, even looking back, you wouldn’t call it Lean.
See on www.manufacturingpulse.com
Jul 6 2012
From the article:
“For all VW’s success, it is rare to hear people outside the firm praising the “Volkswagen Way” as they once lauded the “Toyota Production System”. VW has ignored Toyota’s obsession with the production line, says Mr Warburton, and concentrated on saving costs through parts-sharing between models. It has managed to preserve a culture of permanent innovation and a willingness to take risks. If there is a Volkswagen Way, it is to be determined, diligent and attentive to detail, with a glint of ruthlessness.”
See on www.economist.com