Day1 Tanaka

Basic Title
2011 QV System, Inc. All rights reserved

1
TMS
Toyotas Management System
Takashi Tanaka
Basic Title
2
Product Complexity
Software: Lines of code
Sources: IEEE Automotive designline
http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code
Lexus
LS
787
F-35
5.7M
6.5M
100M
Prius
Hybrid
Basic Title
3
Marketing
Concept
Marketing Design
TMSS
Sales, After sales
and CRM
Toyota Management System
TMS
TMS (Toyota Management System)
TDS (Toyota Development System)
Total TPS (Total Toyota Production System)
TMSS (Toyota Marketing & Sales System)
Design
Engineering
Product
Concept
TDS
Production
TPS
Production
Concept
Production
Design
Total TPS
Basic Title
4
TMS Tools
Category Contents Activity
TMS
Management
System
1.Corporate management
1-1. Capital of senior management
1-2. Policy deployment
1-3. Organizational power
1-4. Improvement effort
1-5. Audit
1-6. Customer relation
2. Finance
(Financial accounting)
2-1. Financial income
2-2. Financial strength: Stability
2-3. Financial strength: Growth
2-4. Profit control: Short term
2-5. Profit planning: Mid & long term
2-6. Management structure
3. Cost planning
(Management accounting)
3-1. Current cost
3-2. Cost planning
3-3. Capital investment
3-4. Budget control
3-5. Purchasing
3-6. Cost competitiveness
4. Globalization
4-1. Global strategy
4-2. Education
4-3. Local company
4-4. Support organization
4-5. Export competitiveness power
4-6. Global purchasing
TDS
Development
System
5. Pull development
5-1. Pull planning
5-2. Organization, product development
5-3. Oobeya (Big Project Room)
5-4. Gyaku RE (Resident Engineer)
5-5. Quality assurance standard
6. Design review (DR)
6-1. DR with competitor
6-2. DR for concept
6-3. DR for products
6-4. DR for components
6-5. DR for drawing
6-6. DRBFM
7. Design to cost
7-1. Cost planning
7-2. VE/ VA
7-3. Parts commoditization, Module
7-4. Weight planning
8. Quality into process
8-1. Feedback sheet
8-2. Design process & process
8-3. Design check sheet
9. Technical know-how
9-1. Design standard
9-2. Technical standard
9-3. Technical report
TMS
Category Contents Activity
Total TPS
Production
System
10. Production planning
10-1. Target setting
10-2. Production planning
10-3. Long-term factory plan
10-4. Project plan, oobeya
10-5. Technical member, Oobeya
10-6. Organization and role
11. Quality management
11-1. Quality assurance
11-2. Quality into process
11-3. QA Network
12. Process & Production
Design
12-1. Target setting
12-2. Process design review (DR)
12-3. Cost planning
12-4. Pre-production check sheet
12-5. Supplier management
13. Production and TPS
13-1. Basic concept of TPS
13-2. Total TPS Overview
13-3. 5S
13-4. Quickening personnel, workshop
13-5. Process improvement
13-6. Process improvement training
13-7. Logistics improvement: Kanban
13-8. Kanban: Training
TMSS
Marketing
and Sales
System
14. Product and brand
14-1. Global top
14-2. Competitors
14-3. Bland power
14-4. Customer expectation
14-5. Customer claim and complain
15. Product planning
15-1. Organization & meeting structure
15-2. Market needs
15-3. Evaluation of own products
15-4. Forecast demand
15-5. SE activity with development
16. Sales planning
16-1. Organization & meeting structure
16-2. Sales planning
16-3. Promotion
16-4. Sales exhibition
16-5. Price setting
17. Internal organization
17-1. Sales
17-3. Service & maintenance
17-4. Dealer support
17-5. Education plan
18. External organization
18-1. Global sales ratio
18-2. Subsidiary
18-3. Organization
18-4. Logistics
TMSS
Total
TPS
5-3. Oobeya
TDS
8. Quality
into Process
1-4. Improvement
Effort
Basic Title
5
1-4. Improvement Effort
Basic Title
6
Uesugi Youzan
1800 1900 2000
Toyoda Sakichi Ohno Taiichi
Roots of Toyota
Show them, tell them, have them do it,
and then praise them.
Basic Title
7
To Miximize Output

Total number of employees: n = Workers + Staff
By the improvement

i=1
n
i
Output =
(Person) x
i
(Ability) x (Motivation)
i
Basic Title
8
Daily Work Trouble shooting
Daily Work

Role of Leaders
Bad
Good
Improvement
Improvement
Leader: > 50% of time
Ideal
Basic Title
9
Difficulty of Improvements
Rate of
improvement
Time
Slow advance
Basic Title
10
Making Improvements
Western
Think
Do
Finished!
Strategy
Toyota
Do
Think
Continue
PDCA
Cycle
Basic Title
11
Learning by Doing
Rules
Principles
Japanese Culture
Toyota Culture
W
e
s
t
e
r
n

C
u
l
t
u
r
e

C
o
m
p
a
n
y

C
u
l
t
u
r
e

O
t
h
e
r

C
u
l
t
u
r
e

?
Management
Work
Tools
Western
Basic Title
12
4 4 4
Self
Sustaining
New Working
Culture
18-months

Tools
Management
Kick
-off
6
Higher Perspective
TMS Tools
Visualization
Oobeya
Overcoming Culture Barriers
Changing
BEHAVIORS
Basic Title
13
Tools
Oobeya
Understood

"A-ha
3-Quantified
Targets

Collaboration
Changing BEHAVIORS
Visualization
Higher
Perspective
New Working
Culture
Self
Sustaining
Quality into
Process

Fire fighting

Proactive, not
reactive

Accountability
Map
Role is changing

Clear
Accountability
LEAN for
Leader Studio
Difficulty to flow
down

Integral
Approach
Basic Title
14
5-3. Oobeya
(Big Project Room)
Basic Title
15
Potential Real Finish Record
Design
Engineering
Finance
- - -
Issue Board
Oobeya: Big Project Room
Metrics
Cost
Quality
Invest
ment
Targe
t
1 2 3 - 12
Targe
t
1 2 3 - 12
G
o
o
d

G
o
o
d

Only Green
& Red
Planning, Design,
Production and
Sales & Marketing
Projector
Issues for
management
decisions
New
concept
Drawing
delay
Line A
Improve
Supplier
select
Supplier
select
Supplier
select
Action Board
T
o
d
a
y

Project Background
Project Objective
Technical Spec
Project Organization
Objective
Output
Expected Output
2-issues
per week
R&D Main
Board
Basic Title
16
Oobeya: Hierarchy with Flow
R&D Main Board
Objective

Targets

Metrics
Team A Team B Team C - - -
Project
Oobeya
Directions

< 2 Issues
Basic Title
17
8. Quality into Process
Basic Title
18
Inspection
Delivery
Concept of Quality into Process
1 2 3 4
Occurrence prevention
No
defect
No
defect
No
defect
No
defect
Outflow prevention
Basic Title
19
Occurrence prevention
Outflow prevention at each gate
Check sheet
Production Delivery
Planning Design Test
Quality into Process Tools
Customer
Quality
Administration
Standardized
Design
Process
Improved
Design Review
Training
Multi-skilled engineer
Feedback
System
Right on time
First time
Basic Title
20
Front Loading Activity
# of Issue
Solved
Opened
US
Manufacture
Over-time and
Rework
Planning Design Delivery - - -
Customer
Toyota
Planning Design Delivery - - -
Customer
Basic Title
21
US Manufacture
3-6 months
Internally prepare
1- day

Internally prepare
- Shared issues
- Few problem solving
Comparison of Design Review
1 month

1-hour

1-hour

1-hour
1-hour
Toyota
Project leaders
- Problem solving
- Decision making
Marketing Engineering
1-hour
Supplier
Test
Basic Title
22
Design Review
Oobeya DR: V-Comm (Virtual tools)
Drawing DR
Drawing
with Issue
Post-it
DRBFM
Format
DRBFM: Design Review based on FMEA
Basic Title
23
Standardized Process
Check Sheet
Rem: Follow up later items is establish another f ile, GMchecks weekly.
Design Check Sheet
Eng Type Parts# Depart R
Factory Car Type Name Outside design request #:
Distribute Other Other Design change #:
Requested section Document, Memo CEagree GM Leader Establish
Order Final
M D M D M D M D
Planning Cost Estimated Weight min min min Inspect drawing
Drawing Purchase, Fin
Change drawing Cost Planning Y - N Y - N Y - N with leader
Outside design $ Outside g Final audit of drawing
Recognized draw (+ - %) ( ) (+ - %) 1. No problem
Others Background, Objective 2. No conf irmation, but no problem
Change spec Commonalization Reduce weight 3. There is issue, but go
Durability, Reliability check Research Performance Productivity What is issue?
Item Count Check VA, VE Solution of Issue Service efficiency
Others
Continue hi-speed Explain:
If it needed, Full throttle U/D Contents of change, Problems by GM Attachment Planning f igure
distribute to Low sweep U/D Engineering check sheet
production Total pattern Objective, reason by GM Required specif ication
engineering Total temperature Performance Solution of Issue NV improve contact issue Others ( )
of each factory Low temperature Request fromothers (CE, Production) Commonalization Service efficiency Reduce weight
Ex main temp. Cost reduction SOC problem Others( )
Long drive
Hammering Contents of change 1.SOP phase
Stresses 2.Target cost
Resonance 3.Current
Dirt course 4.Supplier estimate
Hi-speed reliability 5.Gap
Heat test Anxious by change Countermeasure 6.Countermeasure
Body test Prototype
CAEStress 1.Parts cost
2.Mold
3.Total
Ref lect f or test (Lef t table) Ref lect to production Weight
1.SOP phase
2.Target cost
3.Current
4.Supplier estimate
If necessary 5.Gap
internally, Later Recognized drawing Plan ( / ) Plan ( / ) 6.Countermeasure
ORFollow up ( Y - N) M D M D M D M D
Copy N Check grade Check Check
Engineer
GY No issue : ++ Regulation check require ( Y - N) Conf irm with Material dep: rubber, plastic, paint
No guessing issue : + Acceptance f or F/R, F/F General name of material( )
Guessing issue : - Parts list of OBD(On-board diagnosis) Assembly and serv ice(Line tools, serv ice manual)
No countermeasure: -- Saf ety issue (FH, Crash, OR, Leak) Row material, process with prod. Eng & supplier
Not accept: Blank Conf irmation Engineering check sheet Conf irm guideline of parts f itting (Internal E2-14)
Including all PPC items Drawing: parts table, request, label
The case of - and --, Satisf ied required f unctions by reliability matrix Change Drawing: old parts, ov ersea,
Write f ollow up date Keep dev elopment target by justif ication check sheet Parts table: Saf ety , regulation, maker option
Conf irmed by control design inf ormation matrix Pattent:requested (Y N), Fall f ault (Y N Analy )
Implement DRBFM Deliv ery location, change( )
Prohibited design change, conf irmed by real parts Env ironmental condition & inf luence
Conf lict of parts, distance, slack, f astened, seal Oil, water & gas temperature, f rozen, f uel, etc
Caulking, weld, press, insert choking
Inf ormation Roll out other model(Y N), Inf luence other organization(Y N), inf ormed(Y N):
Leader comments:
Total
#1: Each engine & using area has template Check sub-design check sheet of back side
(Revised ' 05 June) #2: Attach engineering check sheet
Cost
Item Item
Face Engine
Related
Final
Order
Route: Design room-> Manager ->each CE
2- copy f or group
Process Flow and
Accountability Map
Process Flow
Accountability
Map
DE DM
M S
M S
M S
M S
M S
Standard
Time
TLSC: Total Link System Chart
Input
Work
Output
Design
Delivery Production
Test Engineering
Basic Title
24
Target
Integral Approach
Project plan
Project
Function
Documentation
Progress Audit
Field Book: 250-p.
Skill map
Studio
TMS Tools: 92
Visual Board
Similar with A3
Basic Title
25
Progress Audit Check Sheet
Pull
Planning
Design
review
Design to
cost
Quality into
process
Technical
know-how
Total TPS
Pull planning
Organization
Oobeya
Resident
engineer
Quality admini
TMS
TDS
TMSS
Total TPS
Oobeya Check Sheet
Total
Engineering
Project
Oobeya
Team
Oobeya
Teams Oobeya
1 2 3 4 5
Metrics
Prioritized
< 3
metrics
Same
format
Update
before
meeting
Forecast
line with
scenario
Abnormal
data with
reasons
Basic Title
26
Summary
Start from leaders
Standardized and disciplined process
for innovative products

Tools
Management

Day1 Tanaka

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Basic Title

2011 QV System, Inc. All rights reserved

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