Toyota principle I do not marry. Toyota Production System (TPS) and Lean Manufacturing

The Toyota Production System is based on the principle of continuous improvement (Kaizen). It is a process of incremental but continuous improvement to eliminate any waste. Losses are understood as actions that increase costs and do not bring added value to the product, that is, do not bring value and benefit to the consumer.

There are 8 main types of losses in production

1. Overproduction
2. Waiting and wasting time
3. Extra transport and relocation
4. Over-processing
5. Overstocking
6. Extra movements
7. Defects and marriage
8. Unrealized creative potential of employees

The Toyota Production System includes many different and important elements. But the most remarkable thing is not that each of them works on its own, but that they all interact with each other within the framework of this system. The Toyota Production System is often depicted as a visual diagram. "House of TPS":

The roof of the house is the goal pursued by the company: quality, low costs and the minimum speed of order fulfillment.

Two load-bearing columns:
1. Just-In-Time prevents overproduction.
2. Quality control system (Jidoka) production process minimizes the occurrence of defects, increasing product quality.

The foundation of the house is based on the stability and philosophy of Toyota.

Inside the house are people, an expert team with high morale and a commitment to continuous improvement.

How it works

Thanks to the Just-in-Time concept, no excess production is created, so stocks do not build up in the production line. When a defect appears on the line, a signal is given - Andon - production stops, the search for a solution to the problem begins on the spot. Due to the lack of stocks, the entire production stops and the situation becomes critical. This contributes to the need for a quick solution to the problem. All employees take part in the search for a solution, thereby improving their qualifications. As a result, the problem is solved almost immediately, and not put off indefinitely.

Just in time concept

Even before Taiichi Ohno pioneered TPS in the 1950s, factories were more like warehouses: forklifts scurrying back and forth moved heaps of parts, parts were stockpiled in surplus right next to machines and in workplaces, because of which the latter were in constant mess. And the main reason for this state of affairs was precisely overproduction.

Overproduction- the main source of losses, which leads to loss of time, excess inventory, unnecessary movements and movements. To eliminate overproduction from the production process, Toyota developed the concept of "just in time". Her idea is to have the right parts in the right amount in the right place. No more no less.

This principle can be clearly observed in supermarkets - goods are put on the shelf when their quantity reaches a certain minimum. Similarly, in a factory, there is no need to store a mountain of parts in the workplace, if exactly such a number of them is not required right here and now.

Jidoka - quality control in the workplace

This is smart factory automation. The principle is based on work on quality and an immediate stop of production when a defect occurs. After that, work immediately begins to eliminate the cause of the defect on the spot. This eliminates overproduction, the appearance and accumulation of defective products.

Jidoka - smart automation of production processes

At the forefront of TPS is the consumer and the main question is always the same - what does he expect from the production process. It is important to understand that we mean not only the end user, that is, the buyer, but also the internal one - the one who works with the product in subsequent operations of the production line. It is important to convey to the consumer a quality product, without defects. This is what jidoka is for.

The main thing is people

People are always at the center of the Toyota system. Ensuring the safety, training and development of personnel, as well as the opportunity for each worker to take part in the life of the whole company. Kaizen teaches how to work effectively in small groups, solve problems, describe and improve processes, collect and analyze data, and work in a team.

People are the main link in the whole philosophy of Toyota

The philosophy of Kaizen implies that the decision or proposal must come from the workers. The introduction of any solution into the production process is submitted for open discussion, the purpose of which is to reach a reasonable consensus. These principles have been in place since the beginning of the Toyota Production System. After all, a worker knows the equipment he works with every day better than a plant manager. The worker knows exactly what the problems are and almost always knows what needs to be done to fix them.

TPS then and today

The Toyota Production System began to emerge in the 1950s. Japan was going through one of the worst crises in its history: war exhaustion, atomic bomb explosions, and a severe economic downturn. It was at this time that the management of Toyota Corporation decided to improve production processes. Under such circumstances, Taiichi Ohno, then Toyota Plant Manager, began to develop the Toyota Production System.

Taiichi Ohno comes up with TPS

As a result, this system became effective not only in the automotive industry, but also entrenched in office work, services, sales, etc. After 40 years, elements of the Toyota production system began to be used all over the world.

Continuous improvement, waste reduction, product quality improvement, all this is the result of the Toyota Production System. Its main task is to make sure that the consumer receives a quality product just in time. Toyota and all its suppliers relentlessly adhere to this concept, which ensures a leading position in the global market. Be with the leaders - buy Toyota equipment.

I single out 14 principles of Japanese management according to the book "DAO TOYOTA". To be honest, the book is rather boring, boring and a couple of times I seriously considered throwing it (across the room). But still, I decided to count. The principles are interesting, but not always applicable to our markets. Culture, Buddhism and Japanese technology are still involved here. But still, you should know these principles, their “On-time” system (just in time), personal responsibility, interchangeability and more. So here are the principles.

Principle 1: Make management decisions with a long-term perspective, even if it hurts short-term financial goals

Well, many people talk about this and it seems obvious, but for large companies everything is completely different. The fact is that all large companies in the US are required to sell their shares on the stock exchange. And the share price determines whether a company is efficient or not. Well, the share price, first of all, depends on dividends. Therefore, some (though judging by the books, many) top managers often sacrifice long-term prospects in order to show the maximum profit in the current quarter.
In Japanese companies, profits and share prices are not chased. They primarily look at customer satisfaction and always invest in a long-term investment. And all current goals are sub-goals of this very general goal.

Principle 2: Continuous Flow Process Helps Identify Problems

This principle is entirely dedicated to the continuous flow system, which reduces all inventory to a minimum, and the right raw materials or parts go further directly.
This approach minimizes the possibility of marriage and the omission of some inaccuracies. Imagine a situation where an error has crept into the production process. And you produce and produce goods that go to the warehouse. After two weeks, your batch gets to the next stage of production. And then they notice that the parts are defective. But all these two weeks you have been producing these defective parts.
With the continuous flow approach, this situation cannot occur, since the newly released product immediately goes to the next shop, where it immediately gets into work. And if it has a defect, it is immediately noticed.

Principle 3: Use the pull system to avoid overproduction

The pull system means you don't start producing until the item is needed.
Well, for example, an order for 100 cars was received. They need 100 rudders and 400 wheels. So, just at the moment when they start making 100 hulls, they start making 100 rudders. And not as usual - we will put on the steering wheels, and then someday they will be needed ...
Those. the final product pulls out all the components, and we do not make from what is ...

Principle 4: Equalize the amount of work (heijunka)

This principle says: work like a turtle, not like a hare. In other words, you should not have such that at the beginning of the month we do nothing, come to dinner, etc., but in the last days of the month we live around the clock in the office to do everything planned.
Work should go evenly, without sudden changes. Good generals don't have heroes, they just don't need them.

Principle 5: Make stopping production to solve problems part of the production culture if quality requires it

This principle says that if you notice a problem, do not ignore it, patch or crutches. It is necessary to work out this problem as much as possible, to find the very first root cause. If necessary, stop the production process, fix the problem, and only then start production again.

Principle 6: Standard tasks are the basis for continuous improvement and delegation of authority to employees

Everything is simple here. If the task is standard, simple and described in detail, any employee becomes a specialist in its implementation. And thus, there can be no downtime if some key employee falls ill. He is immediately replaced. Moreover, since the tasks are simple and standardized, people are constantly improving their skills in performing these tasks, which means doing them faster and better, and solving the problems that have arisen on the spot (as they are described).

Principle 7: Use visual inspection so that no problem goes unnoticed

Toyota has a policy that all reports must fit on an A3 sheet. If it does not fit, then the information must be reduced. It is this format that is ideal (according to their point of view) in order to competently and reasonably make a decision.
In addition, they use various visual (real) signals - colored stickers, flipcharts, etc. They try to minimize the use of electronic systems, namely something understandable and visual.

Principle 8: Use only reliable, proven technology

Toyota's DAO includes the principle that not everything new should necessarily be applied immediately. This applies to both technologies and methods. You can not install the newest system until it has proven itself to be super-reliable and trouble-free. After all, for their system of "just in time" and continuous production, even a slight stop or failure in operation can affect the entire process.
But at the same time, they are very open to everything new. They sponsor interesting projects, new technologies, but they are taken into work only if they have proven themselves precisely from the side of guarantees of stability.

Principle 9: Cultivate leaders who know their business thoroughly, profess the philosophy of the company and can teach it to others

If American management recommends hiring cool specialists, head-hunting, then almost all Japanese companies, including Toyota, are categorical on this issue - they insist that it is necessary to educate leaders within the company. Only then will the manager know all the work, from finances to the very last bolt from the inside, and profess the philosophy of the company.
In general, Eastern companies pay a lot of attention to the philosophy of the company. The values ​​of employees are much more important than their knowledge in this case.

Principle 10: Nurture exceptional people and build teams that live by the company's philosophy

The tenth principle tells in more detail about the philosophy of the company, team and individual employees. Correct views on company policy should be not only for top management, but also an obligatory attribute of every employee of the company.

Principle 11: Respect your partners and suppliers, challenge them and help them improve

This principle says that your suppliers and contractors are not your enemies, but strategic partners. This means that you have to help them, advise, prompt, train, etc.
For example, in the USA, car manufacturing companies (FORD, J, Chrysler) squeeze everything they can out of their suppliers (they demand discounts, deferred payment, and just elementary disrespect. After all, who are they, and who are we?)
Toyota has a very different approach. They are sure that they are simply obliged to monitor their partners, train them so that they develop with you. After all, if you are with each other as enemies, sooner or later they will set you up (on purpose or by accident - it’s not so important). For example, you doubled your production capacity due to new technologies, and did not share this technology with a supplier. It turns out that you cannot develop, because. you either need to urgently look for a second supplier (and these are risks), or now you become dependent on him (he can dictate his terms of supply).

Principle 12: To understand the situation, you need to see everything with your own eyes (genchi genbutsu)

This principle says that when making a decision, you should rely only on data that you are 100% sure of. And this is possible only when you yourself checked them.
The same goes for any problem. For example, an engineer says that some kind of press has broken. In order to understand everything (who is to blame and what to do), you, as a leader, must go and see for yourself what is wrong there (and we remember that the leader knows very well how everything works).

Principle 13: take your decision slowly, by consensus, weighing all possible options; don't hesitate to implement it (nvmawashi)

This statement has our analogue - measure seven times, cut once. In other words, decisions are made for a long time, considered from different angles, discussed, criticized and analyzed. But as soon as the decision is made, it immediately begins to take root in life. No delays or delays.
Such an example. In a European or American company, an employee comes to the boss and says - look, I have this idea. This will improve performance by 15%. And there he will be praised, well done, he took the initiative.
In Toyota, they will ask him - what are the side effects? What alternatives have you considered? Why did you choose this one out of all the options? Etc. But as soon as the decision was made, they immediately begin to implement it, without a bunch of additional meetings and delays.

Principle 14: Become a learning organization through relentless introspection (hansei) and continuous improvement (kaizen)

And the last principle calls for constant development, building a self-learning organization that can adapt to any conditions. This will help cut costs in many ways.
In general, there are quite a lot of books and articles about self-learning organizations now, so I think there is not much need to spread here.
The main thing is to understand that an organization is a living organism, and it lives the life of its employees, their views, philosophy, problems. If all employees feel great, go to work with pleasure, improve their level, constantly study - all this is reflected in the organization itself.
Well, that's all the principles from DAO TOYOTA. Digest this information. I am sure you can apply a lot to your company.

Good day, dear blog readers! Today I will reveal the secret to the success of Toyota Corporation, or, as they are now called, the 14 principles of the Tao of Toyota. This is a completely different philosophy, way of thinking and style of doing business. It differs from the rest in that it values ​​its employees and never rests on its laurels, striving for excellence. Therefore, it has a tremendous success, while even the weakest employee eventually becomes a highly qualified staff motivated to achieve and develop.

If you take some methods into service, you can establish an effective workflow, especially if it is related to production.

Review on principles

It is recommended to carefully reread them 5 times, with a notebook in which you will write out emerging ideas and basic work strategies. I will briefly describe them, for more information you can get by reading the book. Jeffrey Liker "14 principles of the Tao of Toyota". So, each of them belongs to a certain category:

Philosophy of the long term

1. Make management decisions with a long-term perspective

Even if it hurts short-term financial goals. You need to find your place in the company and strive to promote it. As in life, first of all, you should understand the meaning of your destiny, and the main goal should be improvement and development, and only then profit. It is also necessary to plan and set goals for yourself, practicing a strategic approach, and when necessary, a systematic one.

Create, create something that will be of value to customers and society itself, so it is necessary to direct all efforts and resources precisely to the implementation of this task.

Know how to be responsible for your actions, do not go with the flow, but manage and decide what exactly your day will be like. Believe in yourself and your strengths.

The right process produces the right results

2. Continuous flow process helps identify problems

It is necessary to reorganize production so that it does not stand in one place, that is, to exclude pauses.

In order to instantly detect difficulties, it is necessary to establish contact, communication between people and the processes themselves, then there will be no failures in the transfer of information.

This continuous flow should be understandable to everyone, only then will it help people to improve.

3.Use a pull system to avoid overproduction

Business is efficient when the client receives exactly what he ordered, on time and in the required volume.

Work in progress should be kept to a minimum, as should stockpiling. They should be replenished only if necessary, at the request of the client, in order to avoid unnecessary accumulation, and then the need to urgently sell the goods.

Pay attention to consumer demand, which can change and fluctuate, and analyze why this happens. A huge mistake when the emphasis is not on the client's lively interest, but on computer calculations, tables and graphs.

4. Distribute the amount of work evenly: work like a turtle, not a hare

If you evenly distribute the load, you will eliminate such unpleasant moments as the effect of professional burnout or equipment breakdown. It is important to smooth out irregularities in the graph, and even better, not to allow it to fluctuate. Then you will exclude in production such moments as emergency work or downtime, which can reduce consumer interest in your product. Unfortunately, this is sometimes not understood by companies with mass production, where you can often notice staff turnover and low-quality goods. After all, you know the saying: “Slow down, you will go further?”

5.Make production stop to solve problems

And make it part of the production culture if the quality requires it.

Use various methods in your activities to ensure the quality of the product.

The organization must have a support system in place that can quickly resolve problems and have the right to make adjustments.

The equipment must independently identify problems and notify the team of its presence. Ideal inclusion in the activities of modern machines that have elements of human intelligence.

In order to increase productivity and get a quality product the first time, you should apply the principle of stop and slow down in your activities.

6. Standard tasks - the basis

The basis for continuous improvement and delegation of authority to employees.

Flow and pull is the ability to apply stable methods of work that give predictability, as a result of which coherence will be established, and the result will be expected and uniform.

7. Use visual control

To ensure that no difficulty is left unnoticed. For effective management and quality work, simple methods, and even better, visual ones, should be used to indicate errors and deviations from the required standard.

If the computer is a distraction, you should exclude it.

8. Use only reliable, proven technology

Most often, it is worth doing some tasks manually, since modern technologies should help people, not replace them. Therefore, refrain from introducing additional equipment.

Use familiar methods because new technologies can sometimes jeopardize an entire stream and are very difficult to standardize.

If you are still going to apply new technologies, conduct initial tests in real conditions.

Cancel or modify technology that does not fit into the overall culture and philosophy of the company in order to avoid instability and unreliability.

But it is not worth completely abandoning modern technologies, especially at times when it is necessary to invent new options that will help to cope with the difficulties. And encourage employees to think creatively.

Add value to the organization by developing your employees and partners

9. Nurture leaders

Who thoroughly know their business, profess the philosophy of the company and can teach it to others. It is much easier to grow leaders on your own than to look for and buy them.

The leader must have the skills to communicate effectively, especially with clients. As practice shows, if he knows his duties perfectly, then he can safely convey the meaning and philosophy of the corporation. By his example, motivating others to comply with the laws and perform the assigned tasks with high quality.

10. Raise extraordinary people and form teams

They must profess the philosophy of the company. The values ​​and beliefs of a corporation should be aimed at people who can accept and profess them, passing on experience to other firms. Then your team will be strong and stable.

Work hard to strengthen the production culture.

Train extraordinary people to act according to corporate ethics and rules.

Create groups that differ in functionality to improve quality and also solve difficult technical problems, thus improving the flow itself.

Everyone should be able to work in a team. This is a very important requirement in the selection of personnel - to be able to be in a team, realizing a common goal. When failures occur, teach this skill using team building techniques and exercises.

11. Respect your partners and suppliers

Challenge them with challenges and help them improve. Partners and suppliers are equal participants in the process, so treat them with respect.

Create conditions for partners that will stimulate their development and the search for new methods of work. If you have given them too difficult tasks - help with the implementation, then they will feel that they are valuable to you, which will only strengthen your business relationship.

Solving Fundamental Problems Drives Lifelong Learning

12. To understand the situation, you need to see everything with your own eyes

The basics of the management of the leading Toyota company are that the manager or leader is obliged to see the obstacle with his own eyes, independently verify and verify the data. It is a big mistake to shift responsibility, and especially when, without testing on their own, the leader makes a decision based on the words of employees or some kind of computer indicators.

Rule number one - reasoning should be based only on data that you have received and verified yourself. And this rule applies even to the top management of the corporation, which must directly see the difficulties that have arisen with their own eyes, and only then identify the necessary ways to eliminate them and give orders for action.

13. Take your time to decide

Based on consensus, weighing all possible options; implementing it, do not hesitate. Be sure to weigh the pros and cons, and only then choose a course of action. If you decide what needs to be done and in which direction to move, proceed to the implementation immediately, but remember to be careful.

Nemawashi is a process in which absolutely all employees participate in order to discuss the obstacles that have arisen and come up with ways to help cope with them. Then it becomes possible to arrive at one opinion by considering many different options. It is very capacious and lengthy, but definitely worth it, since such a large-scale way to find a solution to a problem helps to see a lot of other possible nuances and possibilities.

Employees will feel recognition, because the opinion of absolutely each of them is valuable. Which, again, will affect the cohesion and desire to promote the philosophy of their organization.

14. Become a learning structure

Through relentless introspection and continuous improvement.

Once you feel that you have achieved stability, start applying the tools of continuous improvement. As soon as the cause of unprofitable or inefficient work is clarified, it should immediately begin to eliminate it.

Organize the activities of the organization so that no inventory is required, then you can save on time and resources. And as a result, it is easy to identify the complexities that will be obvious in this case.

Respectful attitude towards employees, as I said, will reduce staff turnover. And accordingly, we will come to an important goal - to preserve the accumulated experience and nurture valuable employees, professionals in their field, who over time will be able to train newcomers and transfer the basics and rules of the corporation. The organization's knowledge base should be carefully guarded.

Therefore, gradual career advancement will greatly help so that everyone has the opportunity to grow and develop. Then aggression will not accumulate, as a result of which there is a clear desire to quit.

At the end of the work, you should definitely analyze it, honestly, and openly stating the advantages and disadvantages. Then trust will arise in your organization, because initially employees, and then customers, will be sure that you will not hide unprofitable information.

It is imperative that if a difficult situation is successfully corrected, it is necessary to secure the corporation in the future by coming up with measures to prevent the repetition of the same mistake. Experience must be accumulated in order to advance, so it should be mastered the first time.

Conclusion

Be inspired by the experience of one of the world's leading corporations, apply the rules of its corporate code in your practice in order to perform an economic miracle and develop your organization, giving the consumer a valuable and high-quality product. By the way, the book recommended for reading is very informative, but not the only one dedicated to this topic, you can also see "Toyota Production System" by Taiichi Ohno And Lean Manufacturing by Womeck and Jones.

I advise you to read this article: "That's all for today, dear readers! Subscribe to updates, there is still a lot of interesting news from the world of self-development and personal growth ahead of us. For now.

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The main objective of the Toyota Production System is to increase profits by reduce production costs, i.e. by eliminating the cost of unnecessary inventory and labor.

In order to achieve cost reduction, production must adapt quickly and flexibly to changes in market demand. This ideal is embodied in a just-in-time system that produces the right amount of the right product at the right time. At the same time, production must be adapted to changes in volumes and parts nomenclature. Such an organization requires reduction of the order fulfillment cycle, since different items must be produced every day. This is achieved using small-scale production, as well as single (piece) production and delivery. Small batch production can be provided reduction of changeover time, and unit production - using multifunctional workers.

The production management system, developed and improved for Toyota, is based on the F. Taylor system (scientific production management) and the G. Ford system (inline conveyor production). The reduction in production costs is achieved in conjunction with the solution of three subtasks:

1) operational regulation of volume and nomenclature production, which helps the system adapt to daily and monthly changes in the quantity and range of demand;

2) quality assurance, which allows supplying each operation with the highest quality parts from subcontractors;

3) activation of employees which allows you to identify the reserves for improving all processes and achieve high efficiency in the implementation of management decisions.

Basic principles of the Toyota control system

1. "Just in Time" production of the right type of product in the right quantity and at the right time.

2. Autonomization– independent control of the employee over the marriage. It supports the accurate delivery of products by eliminating the possibility of defective parts from the previous production process to the subsequent one and prevents failures.

3. Flexible use of labor – change in the number of workers depending on fluctuations in demand.

4. Development of creative thinking and implementation of constructive ideas employees.

3.1.1. Toyota control system methods

To implement these four principles, Toyota has developed the following methods:

1. Kanban system to ensure just-in-time production.

2. Method of leveling production by volume uninterrupted production to adapt to changes in demand.

3. Reduced changeover time to reduce overall production time.

4. Rationing of work to ensure the balance of production operations.

5. Flexible placement of production equipment and use of workers with multiple professions.

6. Rationalization activities of quality circles and a system for encouraging proposals to reduce the workforce and improve work morale.

7. Visual control system to ensure the principle of automatic product quality control at the workplace, etc.

Kanban system

In the Toyota system, as in any "pull system", workers get the parts they need from the upstream process at the right time and in the right quantity. The type and quantity of items required are entered on a card called " kanban”, which is usually a rectangular card in a plastic envelope. In the card selection indicates the number of parts that should be taken at the previous processing site, while the card production order- the number of parts that must be manufactured at the previous production site. These cards circulate both within the enterprises of Toyota and between the corporation and the companies cooperating with it, as well as at the enterprises of branches. Thus, kanban cards carry information about the consumed and produced quantities of products, which makes it possible to ensure production on a just-in-time basis.

As a result, many areas in the enterprise are directly connected to each other, which allows you to better control the required amount of output. The Kanban system is an information system that allows you to quickly adjust the quantity of products at various stages of production. Sometimes the Kanban system is identified with the JIT system, but the Kanban system is only part of the JIT system and means its implementation.

Production Leveling

The method of leveling production by volume, known as "fine-tuning" production using the kanban system, is the most important way to minimize lost worker time and equipment downtime.

In order to avoid large variations in the number of parts required at all stages of production, as well as those obtained from external suppliers, it is necessary to minimize fluctuations in the output of products on the final assembly line. Therefore, the assembly line must go minimum parties each car model, realizing the ideal of piece production and delivery. In other words, different types of cars will be assembled one by one according to the daily production of each type. The assembly line will also receive the necessary parts from the previous sections in small batches.

Real production reveals a conflict between the need to diversify products and the balance of production. If product diversity is not required, then specialized equipment for mass production is usually a powerful means of reducing costs. However, Toyota produces cars with various combinations of bodies, tires, accessories in a wide range of colors. An example is the production of three or four thousand types of modifications and complete sets of the Crown model. To ensure the production of such a variety of products, it is necessary to have universal, or flexible, equipment.

The method of equalizing the volume of various products of production consists in non-stop adaptation to changes in consumer demand by gradually changing the frequency of production of batches of products without changing their size.

Reduced changeover time

The most difficult problem in ensuring leveled production is the setup and changeover of equipment in order to reduce production time. For example, in an environment where the end process is characterized by high product variability and inventory between the die press and the downstream body assembly line is kept to a minimum, frequent and rapid die changes must be made in the press area to produce a wide range of parts.

For this, the technology for removing and installing stamps has been improved. In particular, in order to reduce the time for changing the die, it is necessary to prepare in advance the necessary tool fixtures, die and materials, remove the dismantled die and install a new one (phase external adjustment). The operations that take place when the press is stopped constitute the phase internal adjustment. It is very important to combine the internal and external adjustments as much as possible in time. At Toyota, the die change time from 1945 to 1954 was about 2–3 hours, thanks to improvements made in 1955 and 1964. it was reduced to 0.25 hours, and after 1970 it fell to 3 minutes.

Flexible placement of production equipment and use of workers

Initially, at the plant, all five turning, milling and drilling machines were installed side by side and each worker served one machine, for example, a turner - only a lathe, etc. To ensure the continuity of the production flow, the layout of the equipment had to be changed so that each worker could operate several different machines, for example, lathes, milling and drilling machines, presses.

On a multifunctional line, a worker operates several machines in succession, and work on each machine will continue until the worker completes his task. As a result, each part that falls on the line is followed by another part, and strictly after the completion of the previous one. Such a method is called piece production.

These transformations make it possible to eliminate inventories between operations, reduce the number of workers, increase the professional self-esteem of workers, and obtain the interchangeability of multifunctional workers. The usual amount of work in progress is minimal, as it consists only of products that are at any given moment on the machines.

Rationing of work

Production standards are indicated on technological maps and contain the following information: the sequence of operations to be performed by the multi-machine; the order according to which the worker selects the workpiece, sets it on the machine, piece time, standard production reserve. Synchronization of operations on the line can be achieved when each worker implements all operations in accordance with piece time.

Automatic quality control in the workplace

For trouble-free functioning of the system "just in time" 100 % defective products must be delivered to subsequent production sites, and this flow must be continuous. Automatic quality control means the installation on the line of such devices that could prevent the massive appearance or failure of equipment.

Word " autonomy” (“jidoka”) should be understood as the organization and autonomous control of the violation of the processing process. At Toyota factories, almost all machine tools are equipped with automatic stop means, which makes it possible to prevent defects in mass production and to turn off the equipment in the event of a breakdown. The so-called "protection against careless or inept handling" is one such device that prevents defects in operation. If there is any deviation from the norm on the line, the worker stops the entire line by pressing a button. The express board in the Toyota system performs an important role of visual control. If a worker needs help to eliminate a delay in work, he turns on the yellow light on the scoreboard. If he needs to stop the line for troubleshooting, he turns on the red light. All in all, autonomy is a mechanism that allows you to autonomously detect deviations in the production process.

Activation of the human factor

The activation of workers makes the Toyota system truly alive. Each worker has the opportunity to put forward suggestions and suggest improvements at quality circle meetings, which are held under the guidance of the foreman on a regular basis. Proposals are considered by engineers, technologists, managers and implemented as much as possible into the production process. A system of measures for material and moral incentives for active workers is provided for.

Such a success is all the more surprising because a few decades ago no one could even think that Japanese cars would win a fair share of the market and squeeze out the "Americans."

"Kiichiro Toyoda" became the "father" of the company, but the history of "Toyota" is also inextricably linked with the father of Kiichiro himself, with Sakichi Toyoda. Sakichi is considered one of the most famous Japanese inventors. He owned a factory for the production of weaving equipment, which he himself invented and designed. So Toyota was originally built on the basis of a company that was a world leader, however, only in the production of weaving equipment. The main thing was that Toyoda Sr. developed a special principle of operation of the loom, which gained such popularity for the company's products: as soon as the thread broke, the machine automatically stopped its work in order not to spoil the fabric. This principle, according to representatives of the company, has become the key to the success of Toyota cars. It is known that there is a rule at the company's factories: as soon as at least one of the workers on the assembly line has a problem, he must stop the entire line in order to prevent marriage.

The quality of the first cars produced by Toyoda in 1936 could be called anything, most likely American, but not Japanese. The proceeds from the sale of the patent for the production of weaving equipment were used to produce the Toyda AA model. 150 cars were produced in a month.

In 1935, work was completed on the first passenger car, called the Model A1 (later AA), and the first Model G1 truck, and in 1936 the Model AA car entered production. At the same time, the first export delivery was made - four G1 trucks went to northern China. After the Second World War, in 1947, the production of another model began - Toyota Model SA, and in 1950, in the conditions of the most severe financial crisis, the company survived the first and only strike of its workers.

In the 50s, the development of their own designs, extensive research was carried out, the model range expanded - the Land Cruiser SUV appeared, such a model now known as the Crown.

In 1961, the Toyota Publica was released - a small economical car that quickly became popular. In 1962, Toyota celebrated the production of the millionth car in its history. The sixties were a period of improvement in the economic situation in Japan, and, as a result, rapid growth in car sales.

The 1970s were marked by the construction of new plants and constant technical improvements to the units. Production of such models as Celica (1970), Sprinter, Carina, Tercel (1978), Mark II begins. Tercel became the first front-wheel drive Japanese car. In 1972, the 10 millionth Toyota car rolled off the assembly line.

In 1982, the release of the Camry model begins. By this point, Toyota had finally established itself as the largest automobile manufacturer in Japan, ranking third in the world in terms of production. In 1983, Toyota signs a multi-year agreement with General Motors, and the following year, car production begins at their joint venture in the United States. In 1986, another milestone was crossed - the 50 millionth Toyota car was already produced. New models are born - Corsa, Corolla II, 4Runner.

One of the main events of the 80s can be considered the emergence of such a brand as Lexus, a division of Toyota created to enter the high-class car market. With the advent of Lexus in the sector of luxurious expensive cars, the situation has changed. Just a year after the founding of Lexus, in 1989, models such as the Lexus LS400 and Lexus ES250 were introduced and went on sale.

Toyota continues its global expansion - branches are opening in more and more new countries of the world and developing those that have already been opened. Then came the Earth Charter (The Earth Charter) - as a reaction to the growing environmental trends in society. Ecology has had a major impact on Toyota's development; plans and programs were developed to protect the environment, and in 1997 the Prius model equipped with a hybrid engine (Toyota Hybrid System) was created. In addition to the Prius, the Coaster and RAV4 models were equipped with hybrid engines.

In addition, in the 90s, Toyota managed to produce its 70 millionth car (1991), and the 90 millionth (1996) opened in 1992.

Production of Toyota cars in St. Petersburg will begin in 2007. The new plant will be located in the Shushar region. The planned capacity of the plant will be 50,000 vehicles per year, but it is planned to reach this capacity by 2010. Initially, the plant will produce a Camry model in the amount of 20,000 vehicles per year” (4,315).

Toyota is a special way of doing business. One has only to look at how work is organized in the headquarters of Toyota in a city on the island of Honshu. This city is called Toyota (renamed in 1959 with the opening of the company's second plant in the city). Most recently, the Crayton project began operating in the city. It lies in the fact that all employees can use special electric vehicles for official purposes. When employees don't need them, the cars simply stand at a special terminal where they are charged. Data on the power reserve of each of them is fed into the computer. When an employee needs to use a car, he simply submits a request to the computer and receives a special code and an indication of which car can be used. This practice is doubly convenient - firstly, the air in the city of Toyota will always remain clean, and secondly, each employee will be able to freely use reliable transport. Of course, these cars do not move so fast, but they are well equipped.

This project is just a test project. The main thing in the policy of "Toyota" is that it is always directed to the future. Not only is the Toyota Prius the only "hybrid" car in steady demand, but they obviously feel they have not done enough to protect the environment and continue to look for a way to produce an inexpensive electric car that will not differ in performance from their own. fellow, eating gasoline.

The attitude to work is another unique feature of the company. It is significant enough that there was only one strike at the factories. No matter how hard the company finds itself in, employees will still support it and do everything possible to help get out of the crisis. When all the Toyota factories were hit by the floods, the workers took the news with almost resignation that they would have to work on two subsequent Saturdays, one of which was a national holiday.

With such an amazing approach from the company's management and the rank and file, we can expect the success to become even more tangible. Many Americans today declare that there is nothing better than real Japanese quality. The only thing that may be keeping Toyota in third place among automakers for now is that the Americans are an extremely patriotic nation. If possible, they will choose American, their own, native. But, observing the dynamics of sales, we can conclude that "one's own" is sometimes replaced by "someone else's quality."