Standardized Assembly Process Planning based on the Toyota Production System
Uwe Bracht and Oliver Meyer
Technische Universität Clausthal
Institut für Maschinelle Anlagentechnik und Betriebsfestigkeit
Clausthal-Zellerfeld, Germany
E-mail: office@imab.tu-clausthal.de
KEYWORDS
Toyota Production System, Process Planning, Standardization,
Continuous Improvement, Workers Involvement, Visualization
ABSTRACT
Based on the principles of the renown Toyota Production System, a
new planning approach has been applied to a product development
project at Mercedes-Benz do Brasil, Sao Paulo. The key elements
are Master Process Sheets, which document assembly operations
as agreed standard operations and hence assure continuously
high, repeatable quality. Master Process Sheets visualize the as-
sembly operations using explosion drawings and provide a much
higher degree of understanding and information accessibility to
production workers compared to earlier main-frame based process
planning systems.
INTRODUCTION OF MODERN PLANNING TOOLS
AT MERCEDES-BENZ DO BRASIL S.A.
Along with the development process of a new vehicle project
at Mercedes-Benz do Brasil, modern process planning tools
have been introduced. Within an international project team
of interdisciplinary functions, an important goal is the early
acknowledgement of Design for Assembly (DFA) criteria in
order to support the Concurrent Engineering philosophy.
The applied systems specifically allow for consistent process
planning, bill of material verification for completeness and
graphical representation of assembly processes via explosion
drawings, which provide valuable support during all project
phases starting from development phase to prototyping and
finally supporting team members on the Assembly shop
floor.
Key element are the Master Process Sheets, which are based
initially on the so called Standard Operation Sheets out of
the Toyota Production System philosophy. Currently at
DaimlerChryslerAG this planning tool has been successfully
applied at Daimler´s foreign assembly plants in Tuscaloosa,
Alabama (M-Class) and in Juiz de Fora, Brazil (A-Class).
TOYOTA PRODUCTION SYSTEM ELEMENTS
The philosophy of manufacturing products with 100% qual-
ity (Zero Defects Quality) in parallel with minimal in-
process-storage is based on the five main elements of the
Toyota Production System (TPS), which represent in total an
interdependent system.
The main pillars of the TPS are Just-in-Time, Jidoka (also
known as Autonomation), and Total Quality Control (TQC)
which in turn are based on the foundations of Flexible Pro-
duction and Cost Minimization through Reduction of
Waste.
The maintenance of the TPS is performed through Standard
Methods and Processes and Continuous Improvement, also
known as Kaizen supported by Training on the Job.
Toyota’s Corporate Objectives can be summarized in sup-
plying society with the following:
Henning Oeltjenbruns
Mercedes-Benz do Brasil
Sao Paulo, Brasil
E-mail: oeltjenbruns@mercedes-benz.com.br
Toyota
Production System
Total Just Jidoka Total
Quality In (Auto- Quality
Control Time no- Control
mation)
Flexible Production
Cost Reduction via Elimination of Waste
Standard Methods & Processes / Kaizen
Picture 1: Toyota Production System Elements (Shingo 1992)
• Vehicle of highest quality possible
• At the lowest costs possible
• With shortest delivery times
Derived from these corporate objectives, the direct goals of
applying the TPS-Philosophy are: (Taylor 1997)
1. Cost reduction through Elimination of all kinds of waste
within the production processes
2. Installation of processes, which allow for the production
of consistently high product quality
3. Creation of work environments, which can easily adjust
to process, product and customer changes and still re-
spect the individual needs of the employees.
In order to accomplish this seemingly conflict of goals, it
becomes important to agree on standards, which guarantee
work safety and simplicity of assembly processes.
STANDARDIZATION OF WORK PROCESSES
At Toyota, standardization along with Kaizen, the continu-
ous improvement process, provide the basis for the Toyota
Production System and its’ various elements. According to
standardization, every individual operation along the se-
quence of processes in automobile manufacturing is de-
scribed in detail. The operation steps during the assembly of
a vehicle are defined at Toyota with a clear focus on im-
provements of human movements. After documenting a
sequence of next-to-perfect operation steps on special opera-
tion sheets being openly displayed throughout the plant,
work will be performed standardized in the same sequence
and with minimal waste in terms of unnecessary movements.
Also work safety and prevention of equipment damage due
to incorrect operation are improved. Standardized work
operations are the basis for continuous improvement and
prerequisite for consistently high quality and traceability of
assembly problems. In order to be able to standardize work
operations, some requirements regarding processes, ma-
chines and quality have to be fulfilled:
Process: The work process has to consist of a series of re-
peatable steps. Human movements have to be describable in
terms of movements of limbs, eyes, etc.
Machinery / Equipment has to allow for operation with
minimal downtimes – machine shut-down and assembly line
stops are counterproductive to standardization, since they
prevent repeatability of operations.
Quality has to be consistently and repeatable in order to
avoid tolerances, which lead to assembly problems on the
shop floor.
At Toyota, standardization is required for the definition of
guidelines regarding three major elements while describing
manual work operations: Takt Time, Work Sequence and
Standard-in-Process Stock.
Takt time describes the amount of time available for assem-
bly per station and is calculated from annual production net-
time and planned production volume. Cycle time represents
the sum of all work operations assigned to a single station.
The objective is the fill up most of the takt time with cycle
time – the remainder is known as ´Taktausgleich´ – mostly
resulting from insufficient standardization leaving room for
interpretation and from non-optimal model-mix production
programs. ´Taktausgleich´ is considered waste in the form of
the waiting time and should be subject to elimination.
A standardized work sequence assures that no operations are
forgotten, machines are operated correctly without damage
and parts are manufactured / assembled with consistently
high quality. A standardized work sequence is also prerequi-
site for constant cycle-times and low costs for
´Taktausgleich´.
Standard-in-Process-Stock describes the minimal needed
amount of parts between assembly processes allowing the
machine operator to simultaneously supervise several ma-
chines in parallel. (Toyota 1985)
STANDARDIZED ASSEMBLY PROCESS PLANNING
Standardized Assembly Process Planning consists of an
interdependent system of individual tools, which allows for a
parallel operation of Macro-Planning (sequence of work
steps, assignment of operations to line stations, line layout)
and Micro-Planning (detailed planning of operation steps
including parts and tool lists, explosion drawing, quality
requirements, and assembly times).
The Macro-Planning uses Flow-Chart and Assembly Line
Layout to describe the sequence of required work operations
and assembly line equipment. Master Process Sheets (MPS)
are defined in parallel to allow for detailed analysis in a
sense of Micro-Planning. During the development phase of
product and production process, Macro and Micro-Planning
are performed simultaneously. Depending on their qualifica-
tion level, the production workers may be asked to re-write
MPS’s into Standard Methods & Procedure Sheets (SMP)
for additional training and assembly information.
Macro-Planning with Flow-Chart and Assembly Layout
The Flow Chart helps to divide the complex task of assem-
bling a complete vehicle into simple and exclusive assembly
operations – each being assigned initially an estimated time
requirement based on previous experience. Total assembly
time per vehicle, projected annual production volume and
available annual net work time allows for the calculation of
takt time and required number of line stations. The objective
is to optimally assign operations to stations along the assem-
bly line – always considering a meaningful sequence of
steps.
Based on the sequence of work operations as depicted in the
Flow-Chart, the Assembly Line Layout can be detailed using
a scaled drawing of the future layout including building
restrictions, station borders, and conveyors. Machinery can
be placed according to assigned work in stations.

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Macro - Planning Micro - Planning
• Rough Planning of Assembly Process • Detail Planning of Assembly Processes
(Line Layout, Stations, Equipment) (Tools, Parts, Time Studies, Work Steps, Explosion Drawings)
• Line Balancing (Cycle-Time <= Takt-Time)
Master Process Sheets (MPS)
A D Operations (Work Steps)
Flow-Chart Line Layout Explosion - 10 _______________
20 _______________
Drawing
30 _______________
B C 40 _______________
Time Total
MPS Description of Tools Description of Parts
Database for OP 10 ____________
for OP 30 ____________
A _______________
B _______________
C _______________
• Sequence of Work Processes
• Line, Station, LH/ RH Standard Times Table
Au pdate
aw
rel TIA

• Assembly Time → Manpower

tom
U
Dr
→ D-CA

atic
Co
3

Purchasing
Regular
Update Prototyping
Development METAPHASE BOM
• Part Name Product Data Auxiliary Development
• Part Number • Part Name
Mgmt. System • Part Number
Data
• Product Structure Production /
• Catia - Geometries • Product Structure • Additional Data Planning
(Bill of Material, BOM)

Picture 2: The elements of Standardized Assembly Process Planning

 S ta t. MPS Seq. O p e ra tio n O p e ra c ã o C om m ent Q ty M TG
Num ber (M a s te r P ro c e s s S h e e t) (P o rtu g u e s e ) A [m in ]
S T A T IO N 8 : D A S H B O A R D Q TY M A

T 8L 1 B ra c k e t S te e rin g C o lu m n S u p o rte c o lu n a d ire ç a o 1 1 1 .0 0

T 8L 3 290 00 0 2 P e d a l B o x ( B r a k e /C lu tc h ) S u p o rte 1 1 0 .7 9
P e d a is
B ra c k e t check
R e fo rc a d o r
B ra k e B o o s te r ( 7 to n s ) V a lv u lo d e A ire
A ir V a lv e (9 to n s )
T 8L 3 B ra k e B o o s te r R e fo rç a d o r 1 1 1 .5 0
T 8L 3 820 00 0 4 W ip e r S y s te m M e c h a n ic s L im p a d o r P B 1 1 0 .9 2
& M o to r M e c h a n is m o & M o to r

T 8L 3 834 00 0 5 H V (A C ) V e n t/H e a t/A ir V e n tila ç a o 1 1 0 .6 2

T8 3 680 02 0 6 D a s h b o a rd ( M o d u l) P a in e l (m ó d u lo ) S 2 2 .1 7

T 8L 3 834 05 0 7 C lim a te C o n tro l H e a d C o n tro le A r in to D a s h b o a rd C e n te r S ta c k 1 1 0 .3 7

T 8L 8 S te e rin g C o lu m n C o lu n a d e d ire ç ã o m a y b e in te g ra te d to c o c k p it 1 1 2 .0 0
T 8L 9 S te e rin g C o lu m n C o v e r C o b e rt. d a c o lu n a d ire ç . 4 1 2 .0 0
T G (v a lu e -a d d e d o n ly ) 1 0 .5 8
T E (T o ta l T im e ) 1 3 .0 1
S T A T IO N 9 : W IN D S H IE L D Q TY M A

T9 3 671 20 0 1 S p a c e r fo r W in d s h ie ld E s p a c a d o re s 2 1 0 .4 1
T9 2 W S R u b b e r S e a l A s s e m b ly B o ra c h a d a p a ra b ris a o n p re p a ra tio n ta b le 1 1 1 .0 0

T9 3 671 10 0 3 W in d s h ie ld P r e p a ra tio n P re p a ra ç ã o d o s V id ro s H a n d lin g , C le a n in g & G la s s P rim e r 1 1 3 .2 7

A p p lic a tio n
T9 3 678 00 0 4 R e a r W in d o w P re p a r a tio n P re p a ra ç ã o d o V id ro H a n d lin g , C le a n in g & G la s s P rim e r 1 1 0 .9 5
tra s e iro A p p lic a tio n
T9 5 W in d s h ie ld & R e a r & C ity A p lic a ç ã o c o la R o b o t: R e q u ire s re g u la r M a in te n a n c e 1 / 3 .0 0
M a n u a l B a c k -U p : N e e d s re g u la r
W in d o w G lu e A p p lic a tio n
tra in in g

T9 3 671 05 0 6 W in d s h ie ld In s ta lla tio n P á ra -b ris a (In s ta la ç ã o ) w / A s s is t D e v ic e /c o n n e c t a n te n a 1 2 1 .4 5

T9 3 678 05 0 7 R e a r W in d o w In s ta lla tio n V id ro T ra s e iro C h e c k A c c e s s o v e r D o o rs in F ix tu re s 1 2 0 .8 0

T9R 3 673 00 0 8 C ity W in d o w (o p tio n ) C ty W in d : P U -G lu e & D u a l L o c k 1 1 2 .1 1

A p p lic e e : D o u b le s id e d T a p e
A p p lic e e ( s ta n d a r d )
T9 3 880 00 0 9 W ip e r C o v e r (M id d le ) C o b e rtu ra L im p a d o r o v e r w ip e r c o n n . & w a te r v e n ts 1 1 1 .6 5
T 9 L /R 10 A ir D e f le c to r O u te r a lo n g W in d s h ie ld 2 1 1 .0 0
T9 3 820 05 0 11 W ip e r A rm s & B la d e s L im p a d o re s b o lt a n d N o z z le C o n n e c tio n 2 1 0 .8 8
T G (v a lu e -a d d e d o n ly ) 1 6 .5 2
T E (T o ta l T im e ) 2 0 .3 2

Picture 3: Extract from a Flow Chart

Picture 4: Extract from the Standard Times Table

Micro-Planning with Master Process Sheets (MPS)
Parallel to the rough assignment of work operations in the
Flow Chart, detailed description of operation steps is defined
using Master Process Sheets. Parallel work is possible, be-
cause each MPS describes an independent work operation.
Following the Toyota Production System elements Stan-
dardization and Visualization, work operations are depicted
by explosion drawings providing information on assembly
location, direction and required tools or assist devices. Based
on the graphical product information on CATIA worksta-
tions as provided by development, Process Planning Engi-
neers define fixing concepts, norm parts and tools.
Each work operation again is subdivided into several stan-
dardized steps. Using the Standard Times Table, early de-
termination of assembly time and thus manpower require-
ments can be attained (see picture 4).
The main driver for the standardization of work operations is
their ability to be described by sub-tasks; each sub-task again
standardized and documented in the Standard Times Table.
In general, only value-added tasks are described on the
MPS’s - exceptions are non-value-added tasks, assuring
work safety or process reliability. Check notes are assigned
to MPS work steps regarding critical or safety relevant tasks,
informing the assembly worker that special supervision or
quality control is required.
Master Process Sheets are subject to constant changes and
require update. Changes are based on product modifications,
suggestions for improvement by production, and usage of
new tools. Prior to official submittal, a new or modified MPS
requires verification and approval by Development, Quality
and Production. Picture 5 shows an example for a Master
Process Sheet and below its´ main components are listed:
(1) Explosion Drawing: Visualization of assembly process,
parts, positioning direction, torque information
(2) Operation Name: Denomination of Master Process
Sheets as referenced in Flow Chart.
(3) Control Items: Reminder on safety or quality related
critical processes.
(4) Operation No.: Each Master Process Sheet receives an
identification number, which references production shop,
2 4
10
12
3 11
Picture 6: Example of an Master Process Sheet
construction group and allows for differentiation of vehicle
type.
(5) Symbol: Listing of abbreviations of standardized work
operations according to the Standard Times Table.
(6) Operation Steps: Precise description of operation steps
assuring tasks to be easily understood and performed by
team members as basis for repeatable quality work.
(7 & 8) Work Time: Individual planned times based on
Standard Times Table and total time per work operation.
(9) Parts Listing: Assembly parts, part numbers, quantity
and reference to balloon-code in explosion drawing.
(10) Tools Listing: Required tools to assure specific usage
and allow for removal of all unnecessary tools from the line.
(11) Approval Area: Prior to official submittal to the shop
floor, representatives from development, quality, process
planning & production approve the MPS for correct content.
(12) Change Area: For quality and warranty reasons, secure
tracking of each MPS change history is required. Each modi-
fied MPS shows updated release No., reason for change and
responsible process engineer.
Line Balancing by Flow Chart & Master Process Sheets
During the preparation of Master Process Sheets for all work
operations, the Flow Chart serves as an overall guide, show-
ing which MPS have been already completed and assigned to
assembly stations. The previously estimated times are con-
stantly replaced by detailed values as calculated in the MPS.
3
5 6 7
8
As noted earlier, work operations are listed in the Flow Chart
according to meaningful sequence of parts assembly and
equal assignment of work content. With constant progress of
process planning, the cycle time in each station will be be-
come more stable – in order to achieve equal values for cycle
time in each station, some Master Process Sheets may have
to be re-assigned to neighboring stations. Line Balancing is
known as equally distributing work along the assembly line
while keeping a minimal gap between cycle and takt time.
Flow Chart and Master Process Sheets support the process
planer in simultaneously planning the future vehicle assem-
bly from the macroscopic and microscopic perspective
Standard-Methods and Procedures Sheets
The Standard Methods and Procedure (SMP) Sheet is an-
other tool, which could be described as a worker´s transla-
tion of a Master Process Sheet. Depending on the skill level
of production team members, they may be asked to manually
re-write the MPS content by hand in order to fully under-
stand and memorize the assembly processes. This process
leads to in-depth analysis and evaluation of the MPS con-
tents and helps to further reduce non-value added waste from
the assembly processes. It also delegates more responsibility
to the shop floor team members taking advantage of their
specific assembly know-how. Specifically during a new
vehicle production ramp-up, this exercise proves very valu-
able in continuously improving processes hence reducing
work time and labor.
In comparison with the Master Process Sheets, SMP-Sheets
do provide an even higher information content regarding
safety and assembly hints. While MPS are generated inde-
pendently from the assembly line layout (assigned to stations
only via Flow Chart), the SMP-Sheets are related to specific
assembly stations showing the workers movements in top-
view. Due to the high skill level of production workers at
Mercedes-Benz do Brasil, S.A., it was determined unneces-
sary to generate SMP’s. Along the assembly lines only DIN
A3 copies of Master Process Sheets will be displayed.
Systems Environment at Mercedes-Benz do Brasil S.A.
The Master Process Sheet System (MPSS) has been initially
set up in an Microsoft Access Database allowing access for
several users from process planning within the project team.
Information regarding assembly parts is transferred on a
regular basis from the Metaphase Product Data Management
System. All additional tools like Flow-Chart, Standard Times
Table and Layout have been generated on standard Micro-
soft Office products.
In the future, the MPSS will be run from a professional
server environment allowing other process planning depart-
ments to access the system. This will gradually shift process
planning information and responsibility to the line functions
at Mercedes-Benz do Brasil S.A.
CONCLUSIONS
The introduction of Standardized Assembly Process Plan-
ning as described above, provides to all phases of a new
vehicle project a clearer understanding of involved parts and
assembly operations supporting the main objective of Con-
current Engineering in providing early manufacturing feed-
back during the development phase.
The simultaneous application of Flow-Chart and Master
Process Sheets help to organize and structure the vast
amount of detailed assembly operations. Following the Toy-
ota Production System principles of Standardization and
Visualization, this planning procedure provides a much
clearer understanding of assembly processes and content of
parts compared to. earlier planning tools based on main-
frame applications developed in the 70´ and 80´, which did
lack the possibility of graphical information. Assembly op-
erations back then were only described as code – therefore
understanding and acceptance throughout the production
environment was considerably low.
Specifically for the international vehicle project at Mer-
cedes-Benz do Brasil S.A. with its’ focus on worldwide
production locations, using Master Process Sheets will fa-
cilitate the planning information transfer and allow for easier
training and shorter production ramp-up.
Additional future activities involve the integration of Stan-
dardized Assembly Process Planning tools into a Computer
Aided Process Planning System (CAPP), in order to allow
for higher integration of process data and additional use
throughout the planning and production environment.
BIOGRAPHIES
Dipl.-Wirt.-Ing. Master of Science Henning Oeltjenbruns has
worked on the ‘M-Class-Project’ from 1995 till 1997 as a
Facilities and Assembly Process Engineer. During his stay in
Alabama, he learned first hand about the principles of the
Toyota Production System and used the Master Process
Sheet System as a tool for daily process planning work.
Since 1997, Mr. Oeltjenbruns is responsible for Assembly
Process Planning of a new vehicle project at Mercedes-Benz
do Brazil in Sao Paulo, Brazil. Currently he is working on
his Ph.D. doing research on influencial factors of success-
fully implemented production systems.
Univ.-Prof. Dr.-Ing. Uwe Bracht is chairman of the ‘Institut
für Maschinelle Anlagentechnik und Betriebsfestigkeit’ at
the Technical University of Clausthal, Germany. His re-
search involves new approaches in the Design of Production
Facilities and Material Flow Logistics. Previously, Dr.
Bracht has held for eleven years leadership positions within
the Technical Planning Department at the DaimlerChrysler
plant in Bremen.
Dipl.-Ing. Oliver Meyer, a former student from the Univer-
sity of Clausthal-Zellerfeld, wrote at Mercedes-Benz do
Brazil in 1998 his thesis on Standardization in Process Plan-
ning. Mr. Meyer is currently employed by Volkswagen AG,
Wolfsburg, Germany.
REFERENCES
Taylor, A. 1997. “How Toyota defies Gravity.” Fortune,
(Dec.): 1-5.
Toyota Motor Manufacturing Corporation. 1985. An Intro-
duction to the Toyota Production System. Company Bro-
chure, Windsor, Canada.
Shingo, S. 1992. Das Erfolgsgeheimnis der Toyota Produk-
tion. Verlag Moderne Industrie, München.