I am a project manager in a automobile parts company. I need to do a project for TOYOTA, but I didn't do Japanese automobile parts before. I know there are lots of differents between TOYOTA and GM or VW. So I hope somebody can give a TOYOTA development system to me.
It will be highly appreciate if you give it to me.

I am a project manager in a automobile parts company. I need to do a project for TOYOTA, but I didn't do Japanese automobile parts before. I know there are lots of differents between TOYOTA and GM or VW. So I hope somebody can give a TOYOTA development system to me.
It will be highly appreciate if you give it to me.

I really wish it was that easy, but unfortunately it isn't. There really isn't a simple response to your questions. My suggestion is to talk with your contact at Toyota, or ask to discuss your concerns with someone in either engineering or quality. I really don't believe that Toyota would hang you out there to fail, or they wouldn't have given you the opportunity to begin with. It's best to go to the source.

Please let us know what you find out.

Regards,

Wayne

You are spot on Wayne. If Toyota decide to work with you, they will treat you as a 'partner'

I am a project manager in a automobile parts company. I need to do a project for TOYOTA, but I didn't do Japanese automobile parts before. I know there are lots of differents between TOYOTA and GM or VW. So I hope somebody can give a TOYOTA development system to me.
It will be highly appreciate if you give it to me.

:bigwave: Welcome to the cove qihonghai :bigwave:

Wmarhel & Harry have given you the right advise, to contact TOYOTA. They treat their suppliers as 'partners' and teach them all the tricks in the trade.

Additionally I suggest you go through two books "THE TOYOTA WAY" & "THE TOYOTA WAY FIELD BOOK" by Jeffery K Liker, published by Tata McGraw-Hill. They contain 14 Management Principles and 4 Ps of "TOYOTA PRODUCTION SYSTEM" popularly known as 'TPS' in short. It describes how TPS evolved as a new pradigm of manufacturing.

By going through these books you will be able to understand their philosophy and methods. In brief, the 14 Principles are foundation of TPS, sub-devided into four categories, all starting with 'P' for Phlosophy, Process, People/Partners and Problem-solving.

By using TPS, Toyota has turned 'operational excellence' into a strategic weapon, which is based in part on quality tools viz: Kaizen, JIT, One-piece flow, Heijunka and Jidoka. These techniques formed the basics of 'Lean manufacturing' revolution.

In the words of Taiichi Ohno, the founder of TPS: "All we are doing is looking at the timeline from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that timeline by removing the non-value-added waste".

I am not as lucky as you are to be a direct supplier of TOYOTA, but I have learnt the 'TOYOTA PRODUCTION SYSTEM' mainly from these books and am trying to apply them in parts at my factory. Though far-far removed from the ideal, I have gained a lot in improved quality & production.

Hope this helps and wish you all the best. Do come back to share your experience and/or for any more questions on TPS.

:caution: Try to avoid parking your mail ID in the open. It may be misused.

Umang :D

:bigwave: Welcome to the cove qihonghai :bigwave:

Wmarhel & Harry have given you the right advise, to contact TOYOTA. They treat their suppliers as 'partners' and teach them all the tricks in the trade.

Additionally I suggest you go through two books "THE TOYOTA WAY" & "THE TOYOTA WAY FIELD BOOK" by Jeffery K Liker, published by Tata McGraw-Hill. They contain 14 Management Principles and 4 Ps of "TOYOTA PRODUCTION SYSTEM" popularly known as 'TPS' in short. It describes how TPS evolved as a new pradigm of manufacturing.

By going through these books you will be able to understand their philosophy and methods. In brief, the 14 Principles are foundation of TPS, sub-devided into four categories, all starting with 'P' for Phlosophy, Process, People/Partners and Problem-solving.

By using TPS, Toyota has turned 'operational excellence' into a strategic weapon, which is based in part on quality tools viz: Kaizen, JIT, One-piece flow, Heijunka and Jidoka. These techniques formed the basics of 'Lean manufacturing' revolution.

In the words of Taiichi Ohno, the founder of TPS: "All we are doing is looking at the timeline from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that timeline by removing the non-value-added waste".

I am not as lucky as you are to be a direct supplier of TOYOTA, but I have learnt the 'TOYOTA PRODUCTION SYSTEM' mainly from these books and am trying to apply them in parts at my factory. Though far-far removed from the ideal, I have gained a lot in improved quality & production.

Hope this helps and wish you all the best. Do come back to share your experience and/or for any more questions on TPS.

:caution: Try to avoid parking your mail ID in the open. It may be misused.

Umang :D

I missed the attachment of 14 Management Principles

There is a question by Umang Vidyarthi as to whether this discussion thread is about the TOYOTA product development system or the 'TOYOTA PRODUCTION SYSTEM'.

Also, suggested by Umang Vidyarthi: This thread belongs to 'Manufacturing' forum, in stead of 'APQP and PPAP'.

Comments?

The Wiki page on Toyota Production System is informative and provide many links to other related resources.

The Toyota Production System (TPS) combines management philosophy and practices to form an integrated socio-technical system at Toyota. The TPS organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "Lean manufacturing." Taiichi Ohno, Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.[1] Originally called "Just In Time Production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The founders of Toyota drew heavily on the work of W. Edwards Deming and the writings of Henry Ford. When these men came to the United States to observe the assembly line and mass production that had made Ford rich, they were unimpressed. While shopping in a supermarket they observed the simple idea of an automatic drink resupplier; when the customer wants a drink, he takes one, and another replaces it.

The main goals of the TPS are to design out overburden (muri), inconsistency (mura) and eliminate waste (muda). The biggest effects on process value delivery are achieved by designing a process to be capable of delivering the required results smoothly; by designing out 'mura'. Next in line is to ensure that the process can flex as much as required without stress or 'muri' since this generates 'muda'. Finally the tactical improvements of waste reduction or the elimination of 'muda' are very valuable. There are 7 kinds of muda targeted in the TPS:

1. over-production
2. motion (of operator or machine)
3. waiting (of operator or machine)
4. conveyance
5. processing itself
6. inventory (raw material)
7. correction (rework and scrap)

I forgot about this book until I happened to look at my bookcase:

The Toyota Product Development System: Integrating People, Process, and Technology (http://www.productivitypress.com/shopping_cart/products/product_detail.asp?sku=PP7282&isbn=9781563272820&parent_id=35&pc=)by James Morgan and Jeffrey K. Liker

It should give you a good 10,000 foot overview. But if I had the choice of learning from Toyota itself, or reading a book from a consultant who spent time studying (note: not doing or being directly involved...but studying), the choice would be easy.

Talk to your contacts at Toyota, based on my past experience they are more than willing to help those that are interested. Your success, helps them become successful in return. If only more businesses understood this simple concept.

Regards,

Wayne

Also, suggested by Umang Vidyarthi: This thread belongs to 'Manufacturing' forum, in stead of 'APQP and PPAP'.

Comments?

The Manufacturing Forum probably makes the most sense.

Wayne

By using TPS, Toyota has turned 'operational excellence' into a strategic weapon, which is based in part on quality tools viz: Kaizen, JIT, One-piece flow, Heijunka and Jidoka. These techniques formed the basics of 'Lean manufacturing' revolution.



Hi Umang,

I'd like to make some clarifications and perhaps add some very critical nuances to your comments. One area of misconception that is far too common as it relates to TPS (Toyota Production System) is this concept of tools, and this toolbox approach that so permeates much of today's literature.

This is unfortunate, and perhaps one of the greatest reasons why more companies have not been able to get beyond the basics and truly integrate these principles. What Toyota does, on a daily basis and very well, is apply principles to their operations and processes. They aren't looking to apply a tool: kaizen, JIT (more on this below), SMED (Single-Minute Exchange of Die), etc. For them, this is how they manage and reduce waste. Whereas many companies are all excited about doing SMED, and it is a great first step, they don't realize that the real goal should be to do away with a set-up altogether.

Kanban is another item that is largely misunderstood. The goal isn't to use kanban, but to do away with the need to have it in the first place. Kanban is an intermediate step, and is a temporary solution to a problem; the product or information simply can't flow through the process.

Ohno himself decried the use of the term "Toyota Production System" as he felt it downplayed the usefulness of the approach. He thought that it was more of a management system with these principles (kaizen, SMED, TPM, etc.) governing how the operations were managed on a daily basis. Thinking of it in these terms broadens the horizons of how it can be applied and open up some real opportunities.

Earlier this month I was fortunate enough to present at a Lean Management conference again this year, and have lunch with Andrew Dillon. Drew is perhaps best known for his completing the translations of the earlier books of Taiichi Ohno and Shigeo Shingo that were published by Productivity Press. But more importantly, he spent a lot of time traveling with them as their translator. A large part of this discussion revolved around the "principles of Lean (from the TPS perspective) versus Lean as commonly practiced today". We ended up with quite a discussion at the lunch table.

Back to the original comments though, looking at these "principles" simply as tools to be applied from time to time will not allow your organization to reach the full potential.

Wayne