The company Toyota currently holds first place in the industry. Their success comes from their accomplishments and suppliers of parts and components that have continuously improved production efficiency by applying the Toyota Production Method. In the United States this method is applied extensively under the name Lean Manufacturing and consists based on the application of 6 Sigma.
Some time ago, manufacturing attempted to apply the method outside of the automotive industry, and as a result two techniques were highlighted: the first is the production flow, which manages to reduce working times and producing one product after another in small batches. This leads to the second technique, which eliminates wasted time because of repetitive work and standardized manner. Continuous Improvement that occurs in both productivity and quality are built upon this combination.
The “Integrated Production System” and emerged in the automotive Japanese management company of the same name. Originally, the system was designed for automobile factories and their relationships with suppliers and consumers, however this has spread to other areas. This system is a great precursor for the generic Lean Manufacturing.
In addition Toyota is known as the founder of Industrial JIT system and this concept has been taught today in manufacturing classes at all universities in the world.
Significantly, this organization knows what he does and improves as you learn more about himself, this thinking leads to define charitable organization issues on labor issues and described below which has worked well for the company.
Manufacturing policies that Toyota have been acquired for the benefit of the products manufactured and that is reflected in the satisfaction and customer preference. Toyota describes its policies adopted:
- Kaizen: Continuous Improvement. In this system, employees are monetarily rewarded for detecting delays in production and design improvements.
- Plan, do, review. Steps in the design cycle helped by rapid decision-making tasks like designing a car.
- Construction of Cost Competiveness for 21 century. A three-year plan to reduce costs by 170 components that account for 90% of spending on parts.
- Global Body Line. Manufacturing processes that supports the structure of the cars painted with one arm instead of the 50 arms that are currently required.
Toyota wants to be the best, most productive, which is why putting prices back in photocopiers so that they are not overused in the Construction of Cost Competiveness for 21 century. Its president Cho who fixed prices 30% were reduced in key components for its new models, as its director “First we try to find waste here and there, but now there is a new set of proposals that are in door”.
The pressure is so strong at every stage of assembly that must reduce time and costs what more can be said the project manager Takashi Araki, and for this work with suppliers to do so, and here are some results of this work, designers saw stands close the doors on most cars, working with suppliers decided to reduce the number of parts of these supports and save 40%. As a plus installation time was reduced by 75%, reducing it to only 3 seconds.
Just as Cho believes, it can get more from suppliers, you think Toyota can make your vastly more productive workers. This is a classic kaizen, but those days are gone.
For example in the middle of its plant in Kentucky, a working group Kaizen works together as a structure, sales group comes with ways to save time and money.
Employees of Georgetown recommended to remove the radiator support that is in bottom of the carriage, to the last phase of assembly, thus workers can step inside the engine compartment to install parts, instead of leaning on the front and risk he hurt his back.
All this indicates that Toyota is on a wave of growth, while Cho is modest, the revolution has begun doing, or if Cho wins the automotive industry will be in one, too.
In conclusion, the obsession of companies offer products or services of the highest quality at low prices and this coupled with the pressure of global competition, companies are looking at all costs placed at the top in its field, while companies have adopted doctrines of total quality, continuous improvement, etc., which has led organizations to take full advantage of its resources, both material, human and intellectual resources in order to achieve a world class standard, Toyota is a living example of these doctrines which combines human effort, experience and intellectual part of the organization.
Kaizen proves to be an effective practice for organizations that want to raise their level of awareness in their manufacturing processes, companies only need to observe the implications of this current, and adjust the parts needed to obtain the desired results.