Production lines have fluctuations. Sometimes production takes longer, sometimes shorter, than the average. This makes the line balancing tricky. Besides using a simple buffer between workstations, it is also possible to adjust capacity. Other approaches I have written about include the rabbit chase and the bucket brigade. Here I present a variation of the bucket brigade called “One Up One Down.”
This post is the third in this series on how Toyota plans standard work. The first one was the production capacity sheet to define what capacity you have available. The second one was a standard work combination table to define when the operator is doing what. Finally, the third of the “famous three slips”, presented in this post, is a standard work layout sheet to help the layout and arrangement of the machines.
Toyota has a nifty way to plan the work of an operator using their standard work charts. In my last post I explained the production capacity sheet to define what capacity you have available. In this post we will talk about the second of the “famous three slips”, the standard work combination table to define when the operator is doing what. A subsequent post will show a standard work layout sheet.
Toyota is excellent with their standard work. They use a series of worksheets to simplify the creation of these standards. These are sometimes also know as the “famous 3 slips”. The first one is a production capacity sheet to define what capacity you have available. The second one is a standard 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.
In my last post, I started to describe the factory tour at Omron Taiyo, where more than half of the employees are disabled. This post continues this interesting tour, also looks into the financial situation of their employees, and gives some suggestions for other companies.
In every country, a part of the population has temporary or permanent disabilities that handicap their working ability. While in Japan, I was able to visit two factories of Omron Taiyo, in Kyoto and Beppu, where the majority of the employees have a disability. This was quite an enlightening experience for me, and I would like to share it with you. Due to the length of this post, I have split it into two parts.
Subaru is the smallest of the Japanese car makers, with barely a million vehicles per year in 2016, which makes it the 23rd-largest vehicle maker in the world. Yet, since it produces almost exclusively four-wheel-drives, it is also the largest maker of four-wheel-drives. Despite its small size Subaru is highly profitable. During my grand tour of Japanese automotive, I visited Subaru in February 2018. Here are my findings.
The next stop on my Grand Tour of the Japanese Automotive Plants: Suzuki! On December 3, 2017, I visited their location in Hamamatsu. To be completely honest, I did not see the inside of their plants, but the excellent Suzuki Plaza still gave a lot of insight into their production system.