the toyota way (SCIT) pune PPt
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The Toyota Way outlines 14 principles for management that have helped Toyota succeed. The principles are based on Toyota's philosophy of contributing to society through high-quality products. Some key principles include developing exceptional people through training, respecting suppliers through partnership, using visual controls for transparency, and becoming a learning organization through continuous improvement.
the toyota way (SCIT) pune PPt
- 1. The Toyota Way 14 Management Principles Khushbu Desai (07030244003) Aditi Chaplot (07030244001) Pooja Mantri (07030244010) Sushant Kumar (07030244024) Shailesh Borah (07030244022)
- 2. Since Toyota’s founding we have adhered to the core principle of contributing to society through the practice of manufacturing high-quality products and services. Our business practices and activities based on this core principle created values, beliefs and business methods that over the years have become a source of competitive advantage. These are the managerial values and business methods that are known collectively as the Toyota Way. — Fujio Cho, President Toyota
- 3. Principle 1 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. 1. Align the organization toward a purpose greater than “ making money .” 2. Generate value for the customer, society and the economy. 3. Be responsible . Accept responsibility for your conduct and maintain and improve the skills that enable you to produce added value.
- 4. Principle 2 Create a continuous process flow to bring problems to the surface. 14 13 12 11 10 9 8 7 6 5 4 3 2 1 1.Redesign processes to achieve continuous flow . 2.Create flow to move material and information fast. 3.Link processes and people so that problems surface right away. 4.Make flow obvious throughout your organizational culture.
- 5. Principle 3 Use “pull” systems to avoid overproduction. 14 13 12 11 10 9 8 7 6 5 4 3 2 1 1.Provide downstream customers in the process with what they want, when they want it, and in the amount that they want. 2. Pull vs Push Material replenishment initiated by consumption is the basis for just-in-time. Just-in Time - an organized system of inventory buffers.
- 6. Principle 4 Level out the workload (heijunka). (Work like the tortoise, not the hare.) 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 7. Principle 5 Build a culture of stopping to fix problems, to get quality right the first time. 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 8. Principle 6 Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 9. Principle 7 Use visual control so no problems are hidden. Simple visuals to support work flow Determine deviation from standard Reduce report size 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Eliminate Waste
- 10. Principle 8 Use only reliable, thoroughly tested technology that serves your people and processes. Support people not replace them Analyze impact of new technologies on existing processes Conflict company philosophy or principle? Involve stake holders Encourage to consider new technologies while seeking for new approach 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 11. Principle 9 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 12. Principle 10 Develop exceptional people and teams who follow your company’s philosophy. 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Create Strong stable culture. Train Exceptional Individual & Teams to work with corporate philosophy. Use Cross Functional Team Make a Continuous effort towards Teamwork. Understand & Use Motivation theory. Maslow’s Need Hierarchy theory. Herzberg’s Job Enrichment theory . Taylor’s Scientific Management theory. Behavior Modification theory. Goal Setting theory
- 13. Principle 11 Respect your extended network of partners and suppliers by challenging them and helping them improve. Maintain Principle of partnership Acquire new suppliers. Enhance relations with existing suppliers. Teach “ The Toyota Way ”. 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 14. Principle 12 Go and see for yourself to thoroughly understand the situation (genchi genbutsu). Genchi (actual location) genbutsu (actual material or product)…also known as going to the gemba. Confirm the fact yourself. Solve problem by going to root causes. The Geography of thought. Think & speak based on personally verified data. “ Common sense will tell you the answer, but collecting data and then understanding the facts will tell you whether your common sense was correct.” 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 15. Principle 13 Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly (nemawashi). 14 13 12 11 10 9 8 7 6 5 4 3 2 1 Decision Making is Highly Situational Philosophy is to seek Maximum Involvement for Each Situation Decide and Announce Seek Individual Input, then Decide and Announce Seek Group Input, then Decide and Announce Group Consensus, Management Approval Group Consensus, With Full Authority Level of Involvement Time
- 16. Principle 14 Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen). 14 13 12 11 10 9 8 7 6 5 4 3 2 1
- 17. Leveled Production (Heijunka) Stable and Standardized Processes Visual Management Toyota Way Philosophy Just-in-Time Right Part, Right Amount, Right Time Take Time Planning Continuous Flow Pull System Quick Changeover Integrated Logistics Jidoka (In-station Quality) Make Problems Visible Automatic Stops Andon Person – Machine Separation Error Proofing In-station Quality Control Solve Root Cause of Problems (5 Why’s) Best Quality – Lowest Cost – Shortest Lead Time – Best Safety – High Morale Through shortening the production flow by eliminating waste People & Teamwork Selection Common Goals Ringi Decision Making Cross – Trained Waste Reduction Genchi Genbutsu 5 Why’s Eyes for Waste Problem Solving Continuous Improvement (kaizen) Toyota Production System House
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