Toyota is excellent with their standardized work. They use a series of worksheets to simplify the creation of these standards. The first one is a production capacity sheet to define what capacity you have available. The second one is a standardized work combination table to define when the operator is doing what. The third one is a standard work layout sheet to help with the layout and arrangement of the machines. While there are many different ways of doing this, I like the Toyota approach. Since this is a larger topic, I’ve broken it into multiple blog posts. Lets start with the Production Capacity sheet. Continue reading Toyota Standard Work – Part 1: Production Capacity
This was extremely insightful, and I learned a lot about the differences between the Japanese car makers. Let me give you an overview and some details on Toyota plants before firing off a series of blog posts on the different Japanese automotive companies. Continue reading The Grand Tour of Japanese Automotive – Overview and Toyota
Toyota is one of the the most visionary car makers with respect to its manufacturing. They continuously and radically evolve and update their production system. Recently I learned about their new “flexible assembly line.” Now, you’ve probably heard about Toyota’s flexible assembly lines producing multiple products on the same line. That is old hat; they’ve done that for thirty years. Their new flexible assembly line involves a completely different aspect of flexibility, with which Toyota surprised me (again). Let me show you … Continue reading Continued Evolution of the Toyota Assembly Line
Like most companies, Toyota conducts an annual evaluation of the performance of their employees. Recently I got a chance to look at these evaluation sheets and take notes. There are some surprising differences in the evaluation by Toyota in comparison to the evaluation by most other companies. Continue reading The Toyota Employee Evaluation System
While Toyota did not invent the pull system, they did invent kanban, the genius idea of using cards of paper (and later other forms of information) to create a pull system for mass-produced goods. I recently was able to take pictures of Toyota kanbans, and would like to show and explain them to you. Continue reading Anatomy of the Toyota Kanban
After an introduction and description of the fundamentals of karakuri kaizen, here are some different karakuri kaizen examples for a wide variety of uses. Most of them are from the 480 exhibits at the the Karakuri Kaizen Exhibition 2017 in Nagoya, Japan; others are from the 2017 OPEXCON in Stuttgart, Germany. Here is my attempt of a structured overview, even though some of the points below may be overlapping. Continue reading Karakuri Kaizen Examples
Karakuri is the art of creating machines without an external power source. After an introduction to the topic in my last post, I would like to show you some fundamental techniques for karakuri.
I would like to pay particular attention to power management: Where do these machines get their power from, how do they store it, and where does it go? I will also (very !) briefly talk about kinematics, and even some karakuri ideas that go beyond kinematics. My next post will have lots of examples, mostly from the Karakuri Kaizen Exhibition 2017 in Nagoya.
Recently I visited the Karakuri Kaizen Exhibition 2017 in Nagoya. This was a very impressive exhibit, and I learned a lot about karakuri from the many different examples shown there by over one hundred exhibitors. Organized annually by the Japan Institute of Plant Maintenance, it is to my knowledge the biggest showcase of karakuri in the world. This was an exciting visit that I will process in a whole series of blog posts on karakuri (Fundamentals and Examples)
Karakuri is the use of mechanic gadgetry rather than electric, pneumatic, or hydraulic devices. Definitely no computers! Within lean, it stands for mechanical gadgets that improve your system. Time to look closer at what I learned from this karakuri exhibition. Continue reading Introduction to Karakuri Kaizen