Excerpts from the chapter on Toyota's mode of production

1973 after the oil crisis broke out in autumn, Toyota's production mode began to attract social attention gradually. The reason is that people once again realize that under the situation of low-speed economic growth after the oil crisis, Toyota Motor Corporation's performance is relatively better than other companies, and it has stronger anti-depression ability.

After World War II, Japanese automobile industry was generally restricted by the market situation of "multi-variety and small batch production". Toyota mode of production came into being in this environment. In order to compete with the European and American automobile industry "mass production with few varieties" and survive, after years of repeated exploration, this production mode and production management mode have finally become clear and standardized. The purpose of Toyota's production mode is to completely eliminate all kinds of waste of enterprises and improve production efficiency. It is the historical product of Toyota Company, starting from Mr. Akio Toyoda, passing through Mr. Ichiro Toyoda, and up to today.

Our original intention is to find a unique way suitable for Japan's economic environment, but we don't want other companies, especially those in advanced countries, to understand it easily or even leave them with a complete concept. Instead, it has been promoting and emphasizing "Kanban mode" or "automation with human factors". Therefore, it is natural that people find it difficult to understand.

We often hear that Toyota's production mode and application means "Kanban" seem to have its secrets. Many people directly or indirectly ask us about Toyota's manufacturing methods. Not only business people, but also professors who teach production management in universities or people who do management consulting are very concerned about this issue. It is gratifying that so many people care about Toyota's production methods. Here, we are deeply grateful to all those who care about Toyota's mode of production. However, in the process of gradually attracting people's attention and being studied by various industries in Japan, I feel that some contents have been misunderstood or abused according to their needs. One of the most obvious examples is that "Toyota production mode" is understood as "Kanban mode" unilaterally. In fact, "Kanban" is just one of the means of Toyota's production mode, which does not mean that as long as "Kanban" is adopted, the production efficiency can be improved accordingly. What's more, the intention to improve the company's operating performance by "transferring difficulties to cooperative manufacturers" is completely contrary to the concept of Toyota's production mode.

So, in order to let people know and use the Toyota mode of production correctly and let as many people as possible know what the Toyota mode of production is, I wrote this book. In order to let everyone understand Toyota's mode of production correctly, the writing is mainly based on ideas, without citing too many cases, and explaining in advance. In addition, some people misinterpreted Toyota's mode of production before criticizing it. I don't give any excuses or explanations for this, because I firmly believe that everything in the world can be summarized by history. Ask five "why" repeatedly. Have you ever asked a phenomenon five "why" in a row? This is easier said than done! For example, if a machine doesn't work, you should ask: (1) "Why did the machine stop?" "Because the overload fuse is broken." (2) "Why is it overloaded?" "Because the bearing part is not lubricated enough." (3) "Why not lubricated enough?" "Because the lubricating pump can't absorb oil." (4) "Why can't I get oil?" "Because the oil pump shaft is worn loose." (5) "Why wear it?" "Because there is no filter installed, the iron filings are mixed in." Ask the above five "Why" repeatedly, and you will find that you need to install a filter screen. If you don't ask why, just replace the fuse or the oil pump shaft, then the same fault will happen again in a few months. To tell the truth, Toyota's mode of production can also be said to be created by Toyota people repeatedly asking five "why", which has accumulated and developed a scientific attitude. By asking ourselves and answering these five "why", we can find out the causal relationship of things or the "real reason" hidden behind them.

"Why is it that in Toyota Motor Company, one person can only manage one machine (while a young female worker in Toyota Textile Company can manage forty or fifty automatic looms)?"

Ask this question to get the answer: "because the machine is not equipped with a device to stop after processing." Inspired by this, the idea of "automation" was born. "Why can't we have immediate production?" In order to solve this problem, we will get the answer that "the previous process is too early, and I don't know how many minutes it will take to process one piece". Therefore, the idea of equalization comes from inspiration. "Why is there a waste of overproduction?" In order to solve this problem, we will get the answer that there is no function to control overproduction. Based on this, we will develop the idea of "visual management" and then derive the idea of "Kanban". The fundamental purpose of Toyota's mode of production is to completely eliminate waste. This point has been mentioned in the previous chapter. "Why is there waste?" With the raising of such a question, the conditions for enterprises to continue to exist, that is, the meaning of profits, and even the essence of human labor value can be answered. As far as the production site is concerned, of course, we should pay attention to "data", but we should pay more attention to "facts". Once a problem occurs, the solution will not work if the cause is not thoroughly traced. So I repeatedly put forward five "why". This constitutes the basic spirit of Toyota's scientific attitude. IE (industrial engineering) activities directly related to the operation of the whole company.

In order to mobilize all production-related departments and make rational and effective use of them, we have the following ideas about the mode of production:

1, average production plan;

2. Minimize the production batch;

3, only in the necessary time to produce the necessary number of necessary products.

The scientific attitude that attaches the most importance to facts

The most important thing at the scene of the problem is the fact. If defective products have appeared, it is too late to understand and arrange improvement measures from the data. Therefore, in Toyota's production mode, we attach great importance to the collection of field data, but the facts are the most important.

If there is a problem and the reasons are not sufficient, then the countermeasures are meaningless. When dealing with this situation, Toyota usually puts 5W 1H (where "5W" refers to five "why"), that is, after a problem occurs, it asks five reasons to find out the problem. If the machine and production line fail, we should dare to stop the operation of the machine and production line, and then thoroughly find out the real cause of the failure. Only by finding the real reason can we talk about the correct solution, that is, "1H" refers to "how". This is the "presence and objectivism" of Toyota Group.

In order to let everyone thoroughly implement this method when encountering situations, Toyota proposes the following thinking methods:

1, let anyone know the problem in advance;

2. Let employees know the purpose of solving problems;

3. Take countermeasures even if there are defective products. It is considered that the implementation of Toyota production mode needs a high level of automation, which will make more people laid off and increase costs.

Automation in Toyota's mode of production is not a highly automated technology and production line. It refers to a device that can automatically judge abnormality, automatically stop when abnormality occurs, and automatically give an alarm. When the operator on the assembly line is abnormal, the operator can pull the line stop switch and automatically display the alarm. Display alarm, cable switch and operator are combined to form an automatic system, which does not need to spend a lot of money and is not complicated, but can ensure timely detection and handling of abnormalities and prevent defective products from flowing to the next process.

I don't know enough about the necessity of quick die changing and adjustment or think I can do nothing about it.

Taiichi Ono's strong sense of punctuality made him feel that quick replacement is the key technology of just-in-time production system, and it is impossible to break through just-in-time system without quick replacement, so he specially organized manpower to tackle the problem of quick replacement and invited famous management consulting experts outside the company to help guide him. 1000t stamping die was shortened from half a day to two hours, and two hours to half an hour, which put forward the goal that even the famous management expert Shigeo Shingo thought impossible at that time.

Lack of ideological understanding of audio-visual management.

General books introduce the visual management technology of Toyota's production mode, and the author thinks that the expression of "audio-visual management" can better reflect the reality of Toyota's field management.

Insufficient understanding of the importance of standardized operation of man-machine relationship, habitual resistance is very great.

Taiichi Ono initially implemented Toyota's mode of production from the preparation of standardized operations. One-person multi-machine operation is to work according to the prepared man-machine standard operation combination table.

Lack of sufficient understanding of the layout of the production line and the transformation of special equipment.

To truly implement Toyota production mode, it is necessary to realize rapid replacement and adjustment, which requires the reform of mold structure, fixture structure and tool clamping mechanism. In order to adapt to rapid replacement and adjustment, the development and installation of automation devices for many devices, and the design and manufacture of a process-specific equipment and tools, to adapt to the layout according to the process flow, and to meet the requirements of a process, a small batch process and a multi-process operation by one person. This hard technology of design and transformation has been fully possessed by enterprises in China. The key principles of Toyota production management are summarized as follows:

First, establish a kanban system.

Is to re-engineer the process, change the traditional front-end operator-led production quantity, and pay attention to the back-end customer needs. The engineer behind tells the engineer in front of us the demand through kanban, such as how many parts are needed and when to replenish, which is the supply chain mode of "reverse" controlling the production quantity. This method can not only save the inventory cost (realize zero inventory), but also make the process efficient.

Second, emphasize timeliness.

Toyota's original production management concept, that is, producing necessary things according to customers' needs and producing necessary quantities when necessary, brought about a change in the thinking of American enterprises in the 1980s, and now many enterprises are using it, and there are also successful cases.

Third, the standard operation is thorough.

They have formulated strict specifications for every activity, content, sequence, time control and result of production, such as how many minutes and seconds it takes to install a tire and engine. However, this does not mean that the standard is immutable. As long as employees find better and more efficient methods, they can change the standard operation to promote production efficiency.

Fourth, eliminate waste, inequality and ambiguity.

Eliminate any waste of materials, manpower, time, energy, space, procedures, transportation or other resources. That is to eliminate all kinds of abnormal and unnecessary work or action time and manpower waste in the production site. This is the most basic concept of Toyota's mode of production.

5. Ask why five times.

Every employee is required to ask why repeatedly in every operation link, and then how to do it, and create a perfect manufacturing task with a rigorous attitude.

Sixth, production balance.

Toyota's so-called balance refers to "average quantity". If the quantity of post-project production operations changes greatly, the highest quantity must be prepared for pre-project operations, resulting in high inventory waste. Therefore, Toyota requires the quantity of each production project to be as average as possible, that is, consistent, so as to balance demand and supply and reduce inventory and production waste.

Seven, make full use of "living space".

In the process of continuous improvement, Toyota found that the output remained unchanged, but the production space could be much streamlined, and these remaining spaces could be used flexibly. So is the same person. For example, if one person is removed from a production line when six people are assembling, the work space of this person will be automatically reduced, the space will be vacated, and the work will be changed from six to five, and the original work of this person will be replaced by five others. Such a flexible working system called "living people and living space" by Toyota encourages employees to become "all-rounders" and create the highest value.

Eight, develop the habit of automation.

Automation here refers not only to the high quality of machine systems, but also to the automation of people, that is, it is the responsibility of enterprises to develop good work habits, continuous learning and innovation. This is exactly the same as what Kōnosuke Matsushita said: "Be an Eastern and Western person and be a human being". Through the continuous improvement and encouragement of on-site education and training, the establishment of the academy has made the quality of personnel higher and higher, and the response faster and more accurate.

9. Flexibility in changing the mode of production.

In the past, it was an assembly line mode, which was assembled step by step. Now it will be adjusted to several employees working on a unit at the same time according to the situation. NEC's mobile phone factory needs to produce more than 20 styles of mobile phones at the same time, so activating robots cannot play an efficient role. They use the above method to solve the field production problem by working at a table with about three or four employees. The tacit knowledge contained in Toyota-style production management can be summarized by four basic laws. These rules guide the design, implementation and improvement of every operation, every connection and every process route involved in every product and service. These four rules are as follows:

Rule 1: The content, sequence, time and results of all work must be clearly defined.

Rule 2: Every customer-supplier relationship must be direct, and the way to send a request and get a response must be clear and correct, either "yes" or "no".

Rule 3: The circulation route of each product and service must be simple and direct.

Rule 4: All improvements must be made at the lowest possible organizational level under the guidance of teachers and in accordance with scientific methods.

These four rules require that all kinds of operations, connections and process routes of enterprises must be able to carry out self-inspection to automatically issue early warning of problems. It is precisely because of the constant response to the problem that the seemingly rigid system can remain flexible and adapt to the changing environment. Authorized only in Chinese, reprinted 83 times in Japanese, the most admired production method in Zhang Ruimin!

Toyota keeps growing continuously, and TPS, which supports this success, has attracted global attention, and all major companies in the world are sparing no effort to study and analyze it.

Harvard Business School

To be exact, Toyota's production mode is a lean production mode, and it is a lean production system that does not do useless work.

-Massachusetts Institute of Technology

Toyota's mode of production is a revolution of consciousness.

-Fujio-machi (President of Toyota Motor Corporation)

What is the strength of Toyota's mode of production? There are three levels, beginners think "reducing inventory"; Intermediate people understand it as "finding problems, improving productivity and improving product quality"; Senior people believe that "in the process of solving problems repeatedly, no problems will be found, and everyone will try their best to find problems."

-Takahiro Fujimoto (Professor of Economics Department of Tokyo University, the first Japanese to study Toyota's mode of production).

Toyota has made remarkable achievements in production management, and its profits exceed the sum of the profits of the three major automobile factories in the world, making it the most competitive. Toyota production mode is not only a management method, but also a corporate culture.

The theoretical framework of Zhang Ruimin's TPS Philosophy of Toyota Production Mode includes "one goal", "two pillars" and "one foundation". "One goal" is low-cost, high-efficiency and high-quality production to satisfy customers to the maximum extent.

The "two pillars" are punctuality and personnel awareness. Production on time. That is to say, taking the market as the leading factor and producing the right quantity and high quality products at the right time, JIT needs to be based on pull production and based on leveling system. The so-called pull production is based on Kanban management and adopts the "material-taking system", that is, the next process is produced according to the market demand, and the shortage of WIP in this process is taken from the previous process, thus forming a pull control system in the whole process, and never producing more than one product. Equalization refers to the reasonable matching and sequencing of workpieces according to the processing time, quantity and variety before they are pulled into the production system, so that the workpiece flow pulled into the production system has the stability of processing hours, ensures balanced production, realizes the mixed-flow addition movement in variety and quantity, gives full play to rapid response, and meets the demand of multi-variety and small batch in the market. Personnel autonomy is the organic cooperation between personnel and mechanical equipment. If there are quality, quantity and variety problems in the production line, the machinery and equipment will automatically stop and display instructions. Anyone who finds a fault has the right to stop the production line immediately and take the initiative to troubleshoot and solve the problem. At the same time, quality management is integrated into the production process, which becomes the independent behavior of every employee and turns all work into effective labor.

"Big foundation" refers to improvement. Improvement is the foundation of TPS. It can be said that there is no TPS without improvement. Improvement here refers to the following meanings: ① From the local to the whole, there is always room for improvement and improvement. We should constantly improve and improve our work, operation methods, quality, production structure and management methods. (2) Eliminate all waste. TPS philosophy holds that all work (including overproduction, inventory, waiting, handling, some activities in processing, redundant actions, rework of defective products, etc.). ) If you can't increase the added value, it will be wasted. These wastes must be eliminated through the efforts of all staff. ③ Continuous improvement is a popular management idea in the world today. It refers to relying on the idea of eliminating waste and improving, adopting the principle of from easy to difficult, constantly improving, consolidating, improving and improving the problems in production and operation, and achieving remarkable results through unremitting efforts and long-term accumulation. 1, the change of high-level concept and firm will to reform. The president of Haier Group once said: Haier 14' s achievements mainly lie in intangible things, which is a brand-new change in concept and way of thinking. Business leaders have a thorough and correct understanding of TPS, and on this basis, they have a firm willingness to change, which is very important for the success of TPS implementation.

2. Seek change agents. The change agent may be the top manager of the enterprise, or the person entrusted and strongly supported by the latter. The change agent should have a full understanding of TPS, have the mad spirit dedicated to the enterprise and ideal, and have the practical ability to actively explore, control and solve problems.

3. Establish a change promotion organization. Establish organizations such as "Production Mode Improvement Office" or "Toyota Production Mode Promotion Committee", and the leader of this organization is the top leader or his entrusted agent. The members of the organization should be composed of managers such as factory director, minister and section chief, with ministerial level as the center. The work of this organization mainly includes:

A. Organizing education and training activities on Trade Point concepts, systems and methods;

B. stipulate the annual plan for introducing TPS and establish the target;

C set up an improvement team with section chief (workshop director) and foreman as the main members to implement the reform ideas;

D extends backwards from back to front. This reverse expansion not only includes the production site, but also aims at the whole production system.