This is perhaps the most critical change and lies in the most profound difference between LEAN thinking and the Agile mindset. Watch out for the latter! Nobody wants (in a LEAN thinking scheme) that a car leaves the factory particularly fast, but that the chain’s pace can be improved, in a stable way, as we reduce waste or inefficiencies.Īnd these are the main additions: Leadership is the new foundation of the house. When necessary, a strategy is adopted to make the system ‘fail-safe’. In addition, the error is studied to find the root cause and eliminate it. This ensures that no defective part is produced, that no work is done in vain, and that a glass or an engine is not wasted on a useless chassis. If this is unsuccessful, it is removed from the chain to avoid harming the other elements in progress (WIP). In case of an error or an abnormality, the person who detected it stops the chain, and an immediate on-site attention procedure is activated – the Japanese would say Gemba – which tries to solve the case in less than 2 minutes. In LEAN production, a specific place is given to automated work subordinated to human control. The importance of human control, or jidoka, is synthesized into two principles: The same work rhythm is maintained ( takt time) thanks to standardized work,Īnd there are no interruptions or variability in the flow of activity because Kaizen has taken care of eliminating all waste. It always responds to customer demand ( pull) leveled by the Heijunka. Continuous improvement is what keeps us stable.Īnd how is this done on a day-to-day basis? The two pillars of the ‘house’ are the two keys to the operation of what we later came to know as LEAN MANUFACTURING. It is constant change that prevents degradation. Just as if you want a ship to stay afloat, you cannot leave it still in the harbor, at the mercy of the salt and corrosion of the water, but you must constantly be making minor repairs and maintenance tasks. Toyota understands that for a system to be permanently working, you must constantly improve it. With the level of demand and the production target aligned, we work with well-known, safe and predictable practices to maintain stability. It does not contemplate putting the machines at total capacity, nor is production incentivized with a merely quantitative objective. Heijunka, which implies demand control: ‘answering’ from our factory a level of demand aligned with our production capacity. ![]() ![]() What stability means at Toyota is what is indicated at the next level: ![]() From the bottom up, we see a statement of intent at the base: the foundation of the Toyota production system is stability.
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