Тойота Өндіріс Жүйесі: Тәжірибе мен қағидалар

System developed by Toyota
The Toyota Production System (TPS) is an integrated socio technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system that 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 and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975. 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 principles underlying the TPS are embodied in The Toyota Way.

Toyota has long been recognized as a leader in the automotive manufacturing and production industry. Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket. The idea of just in time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new product to fill up the shelf space. Similarly, a work center that needed parts would go to a "store shelf" (the inventory storage point) for the particular part and "buy" (withdraw) the quantity it needed, and the "shelf" would be "restocked" by the work center that produced the part, making only enough to replace the inventory that had been withdrawn. While low inventory levels are a key outcome of the System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed. The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.

Challenge (We form a long term vision, meeting challenges with courage and creativity to realize our dreams.) Kaizen (We improve our business operations continuously, always driving for innovation and evolution.) Genchi Genbutsu (Go to the source to find the facts to make correct decisions.)

Create continuous process flow to bring problems to the surface. Use the "pull" system to avoid overproduction. Level out the workload (heijunka). (Work like the tortoise, not the hare.) Build a culture of stopping to fix problems, to get quality right from the start. (Jidoka)
Standardized tasks are the foundation for continuous improvement and employee empowerment. Use visual control so no problems are hidden. Use only reliable, thoroughly tested technology that serves your people and processes.

Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. Develop exceptional people and teams who follow your company's philosophy. Respect your extended network of partners and suppliers by challenging them and helping them improve.