TPS-M Day-Combined 20140326 Temp-Revise

Lean
Manufacturing
For
Maintenance
Basic Application of the
TOYOTA
Production System
(TPS)
in the
Maintenance Environment
Course Objectives
 Increase knowledge of :
 Principles of TPS
 Development of TPS
 Importance of TPS
 Use common TPS terms
 Understand Application of TPS
to Maintenance Work
What makes TPS different
•One-piece flow (vs. Batch Processing)
•Quality Built in to the Process (vs. end-of-line)
•A Way of Thinking (vs. Manufacturing Method)
•Focus on Total Customer Satisfaction (vs. mfg. goals)
•An Environment of Teamwork and Improvement
•A Never Ending Search for a Better Way
•An Organized, Disciplined Workplace
•Evolutionary
What is TPS?
The manufacturing system developed
by Toyota which continuously
pursues optimum streamlining
throughout the entire system
through the elimination of muda
(non-value added work/waste),
builds quality in at the
manufacturing process, and
achieves continuous cost reduction.
4 Goals of TPS
1.) BETTER WAYS TO ENSURE AND
SECURE PRODUCTION QUALITY.
2.) A WORKING ENVIRONMENT FOR

MAXIMUM POTENTIAL.
3.) LOWERING COSTS BY TOTAL

ELIMINATION OF MUDA.
4.) STRONG FLEXIBLE COMPANY.

TPS Learning Goals
NOW
Fundamental
Fundamental TPS.TPS.
TPS
TPSas
as itit applies directlytoto
applies directly your
your work.
work.
Maintenance
TPS Your
Your tool
tool forfor making
making Maintenance
Maintenance work work
more
more productive
productive andand efficient.
efficient.
LATER Original TPS.

The TPSOriginal TPS.
of Production.
The TPS of the Production Process.
Production Because Maintenance supports
Because Maintenance
Production, you supports Production,
must ultimately
TPS you must ultimately understand Production
understand Production TPS so that you
TPS so that you can assist in sustaining and
can assist in sustaining and improving
improving their TPS.
their TPS.
The First Key Concept
The Value-Added Product
 TPS centers around production of
the Value-Added Product.
 This is the product which brings

sustainment to the company. In real
terms, it is the product which brings
money into the company.
The Value-Added Product
 At Toyota, our Value-Added
Products are vehicles which sell.
Customers buy our product and
give us money which we, in turn,
use to operate and sustain the
company.
2 Concept: Value Added Work
nd
 Value Added Work is that work

which directly transforms the Value
Added Product and advances it
closer to the point of sale.
Non-Value Added Work
 Non-Value Added Work is any work
which does not transform the Value
Added Product in a way that gets it
closer to the point of sale.
 Non-Value Added Work may be very

necessary and serve an important
function in the overall operational
process.
Value-Added Relationships
 What is the importance of defining
the Value Added Product?
 First, it helps us to clearly define

and recognize Value Added Work
and, consequently, Non-Value
Added Work
Value Added Relationships
Value Added Product
D
DE
AD
AL
E
LU Value Added Work
Directly Advances the
VA
L
Value Added Product
Closer to Sale
W
D
OR
DE
AD
K
UE
does not advance the

AL
Value Added Product

-V
closer to sale
N
NO
 Secondly, having distinguished
Value Added Work from Non-Value
Added Work, TPS principles then
yield for us our ultimate goals for
what to do with Value Added Work
and Non-Value Added Work.
Goals of Work Management
 Non-Value Added Work
The ultimate goal is to eliminate Non-
Value Added Work from the company
 Value Added Work

…and to continually make Value Added
Work safer, of better quality, more
productive, and low cost.
 While the ultimate goal of TPS is to eliminate
Non-Value Added Work, we must realize that
in reality most of this work is actually very
necessary and valuable to the company at the
present time and with methods of business.
 For Non-Value Added Work that cannot be

eliminated, TPS principle then guides us to
give it the strongest emphasis to continually
improve it so that we can gain the benefit of
the work, but at an ever-decreasing cost to the
company.
Manufacturing Process
Value – Added Product
$$$
PRODUCTION
Continuous Cycle
The Next Key Concept: Profit
Profit: How Companies Earn Profit
 Most companies earn money by:

 Making a product
 Determining how much it costs to make
the product
 Adding an additional cost on top of that
(called the “margin”).
 Selling the product to the public.
 The additional money earned beyond the
cost of the product is profit.
How Companies Make Profit
Manufacturing Cost + Profit Margin = Product Cost

$$$ + $ = $$$$
Almost all companies use this very fundamental model in

structuring operations to earn profit
But! …

$$$ + $ = $$$$
What if the product will not sell sufficiently at this price???

“Even if we built an ideal car, if
we could not sell it, it would be
worthless. If we did not make a
car that would sell, the company
would go broke.”
Eiji Toyoda, 1952
How Toyota Makes Profit
Toyota says that what must be
determined first is at what price the
product will sell sufficiently in the
market.
Then …
Product Cost – Manufacturing Cost = Profit Margin
$$$
Product will sell
- $$ = $
satisfactorily at this cost.
If you think about it, this has a very profound implication for
how Toyota goes about doing it’s business.
$$$
Product will sell
- $$ = $
To achieve profit (and company sustainability)

manufacturing cost must be reduced!
KEY PRINCIPLE
TOYOTA earns profit by reducing
manufacturing cost!!
This is what you need to remember!

$$$ + $ = $$$$
...but, product will not sell
sufficiently at this price.

$$$
Product will sell
- $$ = $
First Things
First
Where We Started
Sakichi Toyoda
Our Founder
1867- 1930
“Customer First: More
than a statement—it
becomes the ‘first
commandment’ for the
Company, its products,
and its people.”
— Sakichi Toyoda
The Toyota Precepts
 From Sakichi and those who
worked with him came the Toyota
Precepts, the very first values of the
company.
 The Precepts were published
shortly after Sakichi’s death, to
capture the core essence of what he
taught so that it could guide the
company into the future.
The Toyota Precepts
 Always be faithful to your duties,
thereby contributing to the
company and to the overall good.
 Always be studious and creative,
striving to stay ahead of the times.
 Always be practical and avoid
frivolousness.
The Toyota Precepts
 Always strive to build a homelike
atmosphere at work that is warm
and friendly.
 Always have respect for God, and
remember to be grateful at all
times.
Kiichiro Toyoda
1894-1952 Pioneer of the Vehicle
Company
Just-in-Time
production philosophy
• No component of a car shall
be made before it is needed
• Money not spent on inventory
and warehousing can be used
elsewhere
Taichi Ono
Father of TPS
 Trains workers to operate
1912-1990
more than one machine at a
time
 Redesigns machines so they

will stop
automatically if there is a
problem (Jidoka)
 Decides that if one machine

shuts down, production will
stop completely (Jidoka)
Core Philosophy
 Customer First
 Respect for Humanity
 Elimination of Waste
For the For the For the
CUSTOMER: EMPLOYEES: COMPANY:
Desired Highest Work Market

Quality Satisfaction Flexibility
Outcome
Lowest Cost Job Security Profit
(from cost
Shortest Consistent reduction)
Lead-Time Income
Respect Elimination
Philosophy Customer First For of
Humanity Waste
The Toyota Way
The Foundation
The Core Principles
The Collective Wisdom
…that has made Toyota into one of the most
respected companies in the world
The Toyota Way
 Continuous Improvement
 Respect for People

The Toyota Way
Challenge
Form a long term vision, meeting challenges with courage and creativity.
Continuous Kaizen
Improve our business operations continuously, always driving for
Improvement innovation and evolution.
Genchi Genbutsu
Go and see for yourself!......go to the source to find the facts to make
correct decisions, build consensus and achieve goals at our best speed.
Respect
Respect others, respect yourself, and make every effort to understand
Respect for each other, take responsibility and do our best to build mutual trust.
People Teamwork
Stimulate personal and professional growth, share the opportunities of
development and maximize individual and team performance.
The Manufacturing Process
To set up our study, let’s first take

another look at the manufacturing
process.
Recall …
$$$
PRODUCTION
Continuous Cycle
Production is a manufacturing
PRODUCTION process which continuously
produces vehicles.
It uses manufacturing machines
to support the process and people
Continuous Cycle to both make the vehicles and to
use the machines to make the
vehicle.
Other people work to support the

PRODUCTION Production process (office
workers, engineers, etc.)
Money is spent to enable the
process, and money is, in turn,
Continuous Cycle returned through the sale of our
vehicles.
Because the Production

PRODUCTION manufacturing process is based
on extensive equipment use and
on work processes, it is
complicated.
Continuous Cycle The process often stops because
of equipment failure or other
problems.
Continuous Cycle Value – Added Product
To keep the line running and

producing vehicles a secondary
PRODUCTION
activity is needed.
Skilled Maintenance is a team of
skilled technicians, engineers
(assigned to support Maintenance),
Maintenance supervisors and management whose
responsibility is to maintain the line
in continuous running condition.
Customer
In the philosophy of Toyota,

Production is the Customer of
PRODUCTION
Maintenance.
The Toyota value of Customer First
keenly focuses the responsibility of
Maintenance to satisfy the needs of
Provider
Maintenance the their Customer.

The Virtual Value Added Product
 If Production is the Customer of
Maintenance, a critical question arises:
What “product” does the Customer want

from Maintenance?
What is it that the Customer wants to “buy?”

The Virtual Value Added Product
 Our Customer, Production, wants to
make vehicles, or parts for vehicles. To
do this, their tool for making vehicles or
parts must work, and that tool is the
production line.
 The Customer wants their production line

to be available whenever they step up to it
make vehicles or parts.
The Virtual Value-Added Product
Maintenance Product
Machine Availability
The work of Maintenance is also a

MAINTENANCE continuous cycle.
The Maintenance Product to its
Customer is Line (Machine)
Availability.
Continuous Cycle
The production line should always
be ready for the Customer to use
when they are ready to do so.
Maintenance Product Customer
1 min. 1 min. 1 min. 1 min. = 450
LA LA LA LA PRODUCTION
To make a direct analogy, if the

MAINTENANCE goal of Production is to produce,
say, 450 vehicles in a shift, and they
can make one vehicle every minute,
then…
Continuous Cycle
…Maintenance needs to provide
450 minutes of Line (Machine)
Availability every shift.
450
= 450
Customer
Vehicles
PRODUCTION The continuous turn of the

Maintenance “wheel” produces
450 minutes of Line Availability
450 Minutes
Line Availability
every shift, and in turn Production
uses that to make 1 car a minute
Provider
Maintenance and produce 450 vehicles every

shift.
The Maintenance Value Added
Product
Virtual
Minutes of Line
Availability Value Added Product
Maintenance
Maintenance Value Added Work
 Having defined the Maintenance

Value Added Product, we can now
more clearly visualize what is Value
Added Work in Maintenance, and
what is Non-Valued Added Work.
Maintenance Value Added Work
 Maintenance Value Added Work is
that work which directly
contributes to keeping the line
available to Production for its use,
ie. running safely and correctly.
Maintenance
 Maintenance Non-Value Added Work is
any work which does not directly
contributes to keeping the line available
to Production .
 Maintenance Non-Value Added Work

may be very necessary and serve an
important function in the overall
process of operating Maintenance.
Time Units of Virtual
Line Availability
Value Added Product
ED
D
AD
AL
UE
L Value Added Work
directly keeps the Line
VA
L
running safely and
correctly.
W
D
OR
DE
AD
K
UE
does not directly keep the

AL
Line running safely and

-V
correctly.
N
NO
A Little More TPS
The Production Process
 Most companies think of manufacturing
as an isolated activity.
 The focus is on running the factory and
producing some target number of
products (vehicles in our case).
 What happens to those products is the
concern of the following organization,
typically a sales operation.
But at Toyota …
 We see things differently!
 To us one activity (manufacturing)

cannot be separated from the larger
context of the process within which
it exists.
The Big Picture
 Toyota takes a more holistic view
and first sees the whole activity
from start to finish.
START
FINISH
The Big Picture
 We then consider what needs to happen
at one part of that activity, in alignment
with the whole activity.
TOYOTA
START
Vehicle
Plant
FINISH
The Big Picture
 Or …
START
FINISH
A Crucial TPS Principle
 With this “picture” of a single
process which starts before
manufacturing begins and only ends
once the vehicle is in the buying
Customer’s driveway, we can
introduce one of the most crucial
and important principles of TPS.
YOU SHOULD REMEMBER THIS!
The Toyota Production
System Must Provide:
 Right Product, at the …
 Right Time, in the …
 Right Amount
Always
YOU SHOULD REMEMBER THAT!
Deeper Into TPS
The House of TPS
The House of TPS
 The House of TPS is the most
common visual depiction of
Toyota’s system
 It has been copied many times by

others and you will see many
versions.
The House of TPS
 Let’s dig the opening to build our
solid foundation.
The House of TPS
 At the very bottom let’s set in The
Toyota Precepts…
Underlying Foundations
TOYOTA PRECEPTS
The House of TPS
 We’ll strengthen the solid footing
with our Toyota values of Customer
First, Respect for Humanity, and
Elimination of Waste…
Customer Respect for Elimination of

First Humanity Waste
TOYOTA PRECEPTS
The House of TPS
 And complete the foundation with
The Toyota Way…
Continuous
Improvement
TOYOTA WAY Respect for People

TOYOTA PRECEPTS
The House of TPS
 Before we go on with construction
let’s take a look at the blueprint by
going back and reviewing the overall
description of The Toyota Production
System.
What is TPS?
The House of TPS
 Now that the crucial groundwork that
we don’t always think directly about
when speaking of TPS has been laid,
let’s start construction of all of the
visible pieces that we see, the direct
principles and practices of TPS.
The House of TPS
 In order to achieve the goals of TPS
the first critical concept is:
STABILIZED WORK
The House of TPS
 Stabilized Work means that we
have a sound process for sustaining
successful daily work .
 We achieve Stabilized Work in 3

primary ways:
The House of TPS
 The first is by doing:
STANDARDIZED WORK
Standardization
The process of establishing the
repeatability and predictability
in work which, when properly
maintained, forms the basis
from which improvement can
be made.
The House of TPS
 We achieve STANDARDIZED
WORK by having a
 … documented
 … best current practice
for doing a job

The House of TPS
 Some key points about Standarded
Work are:
Key
KeyPoints
Pointsand
andPurpose
Purpose
1.)
1.) Standardization
Standardizationisisthe
the foundation
foundationforforKaizen
Kaizen
(improvement).
(improvement).
2.)
2.) Organizes
Organizesand
anddefines
definesworker
worker(skilled
(skilledteam
team member)
member)
actions.
actions.
3.)
3.) Without
WithoutStandardization,
Standardization, work
work improvements
improvements are are unclear,
unclear,
difficult
difficult to
tomonitor,
monitor,and
anddifficult
difficultto
tosustain.
sustain.
4.)
4.) Makes
Makesititeasier
easierfor
forpeople
peopleto toknow
knowtheir
theirjobs.
jobs.
5.)
5.) Makes
Makesititeasier
easierto
toavoid
avoidthetheknown
knownpitfalls
pitfallsin
inaatask.
task.
The House of TPS
 Some key points about
Standardized Work are:
Key
KeyPoints
Pointsand
andPurpose
Purpose
6.)
6.)Helps
Helpsto toassure
assure safe
safeoperations.
operations.
7.)
7.) Makes
Makesititeasier
easierand
andfaster
fasterto
toteach
teachnewnewskilled
skilledteam
team
members.
members.
8.)
8.) Makes
Makes ititeasier
easierto
totrack
trackdown
downthethecauses
causesof of the
the
problems.
problems.
9.)
9.) Eliminates
Eliminatesunnecessary
unnecessaryvariation
variationcaused
causedby bytootoomany
many
methods
methodsbeingbeingused
usedtotoaccomplish
accomplishthe the task.
task.
(e.g.
(e.g. 77different
differentmethods
methodsto tosharpen
sharpendrill
drillbits)
bits)
10.
10.Repeatability
Repeatability––youyou will
willalways
always get
get the
thesame
sameresult.
result.
The House of TPS
Standard Work
Continuous
Improvement

TOYOTA PRECEPTS
The House of TPS
 The 2nd practice that we use to
achieve Stabilized Work is:
PROBLEM SOLVING
The House of TPS
 Problem solving is the practice of
actively finding problems and then
counter measuring them to meet
expectations.
 Problem solving is so important to

Toyota that it is considered to be our
most basic practice for doing business.
The House of TPS
 In fact, inside of Toyota, we call our
practice of problem solving the
TOYOTA BUSINESS PRACTICE

(TBP)
The House of TPS
 In the most basic concept, what
does Toyota consider to be a
“Problem?” How do we know when
we have a problem?
 It’s important to have an “official”

definition of what constitutes a
problem.
The House of TPS
 The Ideal Condition is what should
be happening.
 Regardless of what is being
considered, one must ask “What
SHOULD be happening? What is
the ‘right’ way or outcome?
The House of TPS
 The Ideal Condition should be
measurable in some way
meaningful to what is being
considered.
 The measure can be amount, units,
time…it doesn’t matter as long as
it’s relevant to the situation.
The House of TPS
 The Current Condition is what’s
actually happening, the real
situation that exists.
 The question is, “What IS
happening?”
 It should be measurable in the same
terms as the Ideal Condition.
The House of TPS
 So what is a problem?
 Compare the Current Condition to the
Ideal Condition.
 If they are the same:
Ideal Condition = Current Condition
 Then there is NO problem! Expectations are

being met.
The House of TPS
 Compare the Current Condition to the
Ideal Condition.
 If the measures are different:
Ideal Condition = Current Condition
 PROBLEM!!!!!
The House of TPS
 The difference between the Ideal
Condition and the Current
Condition is known as the
PROBLEM GAP
Often just called the “Gap.”

The House of TPS
Ideal Condition
Ideal Condition
The Toyota
Problem GAP
Gap
Image
Current Condition
Current Condition
The House of TPS
Standard Work
Standard Work
Process/Condition
Ideal
Ideal Condition
Condition
Process/Condition
(includingoperational
(including operational
measures and output)
measures and outputs)
Process
1. ----------------
2. ---------------------
3. -----------
3a. --------
GAP
Gap
3b. ------
4. -----------------
5. --------
6. --------------
Current Condition
Current Condition
The House of TPS
 Because you made a point of
making the Ideal Condition and the
Current Condition measurable…
 And because you made both
measurable using the same terms…
The House of TPS
 The GAP is also measurable!
 It’s the difference between the Ideal
Condition and the Current Condition.
 It immediately gives you something to

grasp and work with to then solve the
problem and implement the right
countermeasure.
The House of TPS
 At Toyota we should be “problem
solving” every day, in every way.
 Every team member should be
problem solving.
 It can be formal and documented,
or informal, what we call “walking
around” problem solving.
The House of TPS
 Whether it’s formal or walking
around, we are doing the same thing.
 We are consciously thinking:
“What’s the Ideal Condition?”
“What’s the Current Condition?”
“What’s the Gap?”
The House of TPS
 In terms of TPS, how are we using
Problem Solving?
 Problem Solving is how we

maintain The Standard!
The House of TPS
 Standardization means that we
establish documented Standards.
 Because it is documented the
Standard (the measurable) is
known.
 So if you think about it:
The Standard = The Ideal Condition
The House of TPS
 We are constantly comparing the
Current Situation to the Standard
(The Ideal Situation)…
 …and if they are different we are
Problem Solving the Gap to return
back to the Standard.
The House of TPS
FYI
 While at Toyota we think and apply

“Problem Solving” to every aspect of
our work, we also know that in addition
to problem solving, that Skilled
Maintenance also does a special type
that’s commonly called
“Troubleshooting.”
The House of TPS
 Think of it this way:
Ideal Condition
The Machine is Working the Right Way
GAP
Details of the Malfunction
Current Condition
The Machine is broken
or Not Working the Right Way
The House of TPS
 We then “problem solve” the Gap, i.e.
“Troubleshoot” …
 … implement the Counter Measure, i.e.

“Fix it.”
 And then return the machine to

Standard, i.e. working the right way.
The House of TPS
Sustaining Standards Standard
Standard
Standard
Ideal Situation Standard

GAP
Current Situation

GAP Problem Solve
Current Situation

GAP Problem Solve
Current Situation
The House of TPS
 Problem Solving is a little more
involved in that, and in Skilled
Maintenance we distinguish between:
 “Troubleshooting” – getting the
machine to run, safely, right now to
sustain Production, and …
 … true “Problem Solving,” when we
find the root cause to prevent that
particular breakdown from happening
again.
The House of TPS
 As a very rough description, we
usually Troubleshoot during
Production and Problem Solve
between or after shifts, but there
are plenty of exceptions to both.
The House of TPS
Standard Work Problem Solving
Continuous
Improvement

TOYOTA PRECEPTS
The House of TPS
 The 3rd practice that we use to
achieve Stabilized Work is:
KAIZEN
The House of TPS
 Kaizen is the process of team members
using their wisdom to continuously
improve.
 Kaizen is usually thought of as small to

moderate continuous improvements, and
not occasional bigger leaps forward in
improvement.
The House of TPS
 The objective is to improve:
 Safety
 Quality
 Productivity
 Cost
 Workability
 Lead Time (shorter!)
 Yourself
The House of TPS
 KAIZEN Key Points include:
 It is the mindset of the Toyota Way
 It is a continuous process
 Once a kaizen is achieved, it should
then be Standardized to become the
new, sustainable norm.
 The focus is, always, on the elimination
of non-value added activity.
The House of TPS
Standard
Standard
Kaizen
Kaizen
Standard
Kaizen -> Standardized
Standard
New Standard
Performance Improvement
Old Standard
The House of TPS
Continuous Improvement
Kaizen
New Standard
Old Standard
Old Standard
Old Standard
The House of TPS
Standard Work Problem Solving Kaizen
Continuous
Improvement

TOYOTA PRECEPTS
The House of TPS
STANDARDIZATION  PROBLEM SOLVING  KAIZEN
New Standard
Old Standard
Old Standard
Ideal Situation
Standard Old Standard
GAP Problem Solve
Current Situation
The House of TPS
• Heijunka
Heijunka in the Maintenance environment
means a leveled work load.
• It implies that our work processes and

activities, for team members, for teams,
for groups, and for shops, follow an even,
smooth, planned process throughout the
day without disruptions or intensity cycles.
The House of TPS
 Heijunka means that our work load
will be even from day to day, week
to week.
 One day will not be busier than the
next, or slower than the next.
 Team members will neither be
under pressure to get a great
amount of work done all at once…
The House of TPS
 … nor have time on their hands, or
the need to stretch out a job to fill
up a period of time.
 In the ideal condition a team
member will have 8 hours of work
to do in an 8 hour period, and will
have enough time to do each job.
The House of TPS
 When Heijunka is not achieved it
has many undesired outcomes.
 Workload can be too much for one

team member.
 A need to rush can result in an
accident, or in poor quality.
The House of TPS
 Having too much work can mean
that important work does not get
done.
 Too much work can contribute to
stress and tension for team
members.
The House of TPS
 When Heijunka is not achieved it
leads to extra work that would not
otherwise have to be done, to
manage the uneven work.
 This extra work to manage the
uneven process occurs whether the
work load is to much or too little.
The House of TPS
 There are many threats to Heijunka
in our daily work.
 The biggest threat to Heijunka is
line breakdown.
 When the Production line breaks
down it means that we must
immediately respond to help bring
it back on line.
The House of TPS
 Line breakdowns are not respecters
of time. Regardless of what other
job that we may be doing, we must
respond to it.
 Line breakdowns can be long or
short, disrupting our needed work
even more because of this
uncertainty.
The House of TPS
 In addition to other needs, it is the
principle of Heijunka that dictates
to us our primary responsibility of
Keeping the line running as long as

possible without breakdown.
The House of TPS
 Because of the overall need to keep
the line running as long as possible
without breakdown, we also gain
the most important roles of
Maintenance team members.
The House of TPS
 The most important thing that
Maintenance does, and by inference
that each Maintenance team
member does, is
Keeping the Production line

running, safely and correctly,
without breakdown!
The House of TPS
Your most important

role at Toyota is to keep
the line running
without breakdown!
The House of TPS
 While we need keen troubleshooting
skills, the best in the industry, it’s
important to know that when the
line, or a machine, breaks down and
we are put into a troubleshooting
mode that we have already lost the
ballgame. Our good troubleshooting
just limits by how much we lose.
The House of TPS
Take your greatest

pride in your ability to
keep the line running
safely and correctly.
The House of TPS
Heijunka
Standardized Event Setting
Foundation Work or Process
Problem Solving Kaizen
TOYOTA WAY
Continuous Improvement Respect for People
CORE VALUES
Underlying Support Customer First Respect for Humanity Elimination of Waste
TOYOTA PRECEPTS
The House of TPS
 Heijunka is more achievable after a
foundation of effective
Standardization, Problem Solving,
and Kaizen are in place.
 When work leveling is put into
effect we then have the proper
foundation achieve a condtion of …
The House of TPS
 Because Standardized Work and
Processes help to continously achieve an
Ideal consistent output, and …
 Because Problem Solving helps to
prevent, or to minimize Line Stops
(breakdowns), and …
 Because Kaizen improves our ability to
sustain operations …
The House of TPS
 Now we can put in the TPS House “floor.”
STABILIZED WORK
 With sustained practices of Standard Work, Problem

Solving, and Kaizen, and the work leveling effect of
Heijunka, we can achieve a repeatable work activity
every day which consistently achieves (predictably) our
targets.
 Stabilized Work is a condition (not an activity)

The House of TPS
 With Stabilized Work we are not
“fighting fires” all day, responding only
to emergencies presented to us
immediately, and without thought and
planning.
 With Stabilized Work, i.e. a solid floor
on which to work, we can now go on to
build the main structures of our house.
The House of TPS
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 The first of two major pillars in our
House of TPS is the concept of
JIDOKA
The House of TPS
 JIDOKA is a practice that alerts us
to problems with a process.
 The objective of implementing

Jidoka is to ensure that we pass
100% good quality to the next
process!
The House of TPS
 JIDOKA Key Points are:
 Automatic stops by a machine (best) or

stops by a team member
 Defects are NOT passed to your
Customer
 Problems are addressed as soon as they
happen.
The House of TPS
Jidoka
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 We work to implement Jidoka
with 3 practices:
1. Right Way First Time

2. Andons
3. Pokayoke
The House of TPS
** Jidoka
Jidoka
aapractice
practicethat
thatalerts
alertsus
ustotoproblems
problems
with
withaaprocess.
process.
Right
FixedWay First Stop
Position Time Andon Pokayoke
The House of TPS
• Right Way First Time
Right Way First Time is a method to stop
a work process right at the point where
the problem occurs.
• Right Way First Time is typically used

for work which is standardized and
repeatable, for example documented
Preventive Maintenance procedures.
The House of TPS
 Examples of using Right Way First
Time in Maintenance:
 Stopping a PM process when you realize
that something has been done wrong – and
immediately correcting it, and then
documenting the change.
 Stopping a PM process when you realize
that there are other problems, perhaps
with the machine– and immediately
correcting it, and then documenting the
change.
The House of TPS
 Stopping a work process when you
realize that there may be a Safety
problem– and immediately correcting it,
and then documenting a change, if needed.
 Including checks in a PLC program
which will monitor for problems and
immediately stop the process and
produce an alert if a problem is
detected.
The House of TPS
Jidoka
Right Way
First Time
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 Andon
An Andon is a signboard which can
light and convey various types of
information allowing for immediate
action to problems.
House of TPS
Information About the Problem
Andon Board
1 2 3
Andon Cord
1 2 3
Skilled Team Member
The House of TPS
 In Maintenance we will typically use
Andon concepts by:
1. Supporting Production by responding

to their Andon calls. Production team
members can pull a cord which lights
up an Andon information board over
the aisle way.
The House of TPS
2. Thinking of better ways to use
Andon boards and concepts to
improve the Production process.
3. Thinking how we can use Andon
concepts – information which
alerts everyone to a specific
problem – in standardized
Maintenance work systems.
The House of TPS
Jidoka
Right Way
First Time
Andon
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 Pokayoke
Pokayoke is Error-proofing devices
or implementing innovations in a
process which detect and prevent
the production or delivery of a
product that does not meet
customer requirements.
The House of TPS
 Simple examples of Pokayoke:
The House of TPS
Mechanical block prevents
drawer from coming all the
way out and falling.
Mechanical interlocks ensures

that only 1 drawer opens at a
time, ensuring that pinch points
are not created and that the
whole cabinet does not tip over
due to weight imbalance
The House of TPS
Mechanical interlock
ensures that the engine
automatically turns off
if the user lets go of the
push handle.
The House of TPS
Hole in the side of the sink

ensures that the sink will not
overflow if the water is
unintentionally running
without oversight.
The House of TPS
Jidoka
Right Way
First Time
Andon
Pokayoke
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
JKK (Jikotei Kanketsu)
Building in Quality, With Ownership
JKK is about
Standardized Work!
The House of TPS
JKK is a process that strengthens

Standardized Work. It deepens the
focus on Standardized Work, and
sharpens the focus on the Customer
directly impacted by the work.
The House of TPS
 In the briefest summary, JKK
involves these actions for a specified
work process:
 Clearly identify the immediate (next
in line) Customer.
 Clearly identify the expectations of the
Customer for the output of the work.
The House of TPS
 Develop and visualize (or improve
existing) the standardized work
process or activity which will
consistently produce the ideal
output for the Customer.
 Every step of the process should be
clear, achievable, and repeatable.
The House of TPS
 For each step of the process,
identify the Necessary Conditions to
successfully complete the step.
 For each step of the process,
identify the one Judgment Criteria
that is a reliable indicator that the
step has been performed correctly.
The House of TPS
 JKK requires a much deeper
involvement in developing work
processes to ensure repeatable success
without errors. This deeper
involvement, deeper understanding, and
the more thorough tools to both identify
and ensure success should ensure that
the Customer is satisfied every time.
House of TPS
 Because of the JKK-driven focus on
the Customer and their needs, and
the more thorough development
process to ensure a correct output to
the Customer every time, JKK helps
us to more fully embrace and
commit ourselves through actions to
our Customer First philosophy.
House of TPS
Standardized Work
No Standardized Work
Nothing
House of TPS
Standardized Work
Standardized Work in Action
Documented!
Best Practice!
House of TPS
Standardized Work
JKK!!!
Customer
Necessary Conditions
Judgment Criteria
Absolutely Nail
Every Step
House of TPS
JKK
No Standardized Standardized
Standardized
Work Work
Work
The House of TPS
Jidoka
Right Way
First Time
Andon
Pokayoke
JKK
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 Since the objective of Jidoka is to
ensure that we pass 100% good
quality to the next process we can
now see how each of these four
components help us to achieve
Jidoka.
The House of TPS
 Right Way First Time causes us to stop
our work immediately, either because of
an automatic process or because that we
know to do it to ensure that this
principle is practiced. Because we stop
immediately and fix the problem we can
ensure that the next process, the
Customer, gets 100% good quality.
The House of TPS
 Andons help to inform us quickly
what the problem, or at least the
area of the problem, might be so
that we can respond both quickly
and with the right tools for fast and
correct resolution.
The House of TPS
 Andons additionally keep everyone
on the team alerted to the problem
so that we all know what is going
on, can respond to our own
processes if needed, and can quickly
organize as a team if needed to help
quickly and correctly respond to the
problem.
The House of TPS
 By providing fast and universal
information we can better ensure
that the problem is fixed quickly,
correctly, and that we pass 100%
good quality to the Customer.
The House of TPS
 Pokayoke, with the use of
mechanical stops and interlocks,
helps to ensure that problem
activities are stopped immediately
and efficiently. By being stopped we
can fix the problem and ensure that
100% quality is passed to the
Customer.
The House of TPS
 Right Way First Time stops and
Pokayoke’s will cause the Andon for
the process to be immediately
triggered.
The House of TPS
 JKK will strengthen our Customer
First focus and gives us a process
development tool that achieves a
deeply considered and well
developed work process to ensure
100% customer satisfaction (100%
Quality) the first time, every time.
The House of TPS
Jidoka
Achievement of Quality
Right First
Time
Pokayoke
Andon
JKK
(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 The second of two major pillars in
our House of TPS is the concept of
JUST-IN-TIME
The House of TPS
 JUST-IN-TIME is a practice that alerts
us to problems with work flow or
material flow.
 The objective of implementing Just-in-

Time is to ensure that we have the Right
Product at the Right Amount, in the
Right Time.
 Remember that?
The House of TPS
 JUST-IN-TIME Key Points are:
 Works on a PULL system

(Not a PUSH system)
 Makes work flow (or material)
problems visible.
 Helps to achieve a minimum (but fully
adequate) number of team members to
do the work, or a minimum inventory of
parts.
The House of TPS
 You will often see Just-In-Time
abbreviated to:
J.I.T.
The House of TPS
Just-In-Time
Jidoka
Right First
Time
Pokayoke
Andon
JKK
(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 We implement Just-In-Time with
3 building blocks:
1. Right Skill Right Now

2. Pull System
3. Takt Time
The House of TPS
** J.I.T.
J.I.T. (Just
(Just In
In Time)
Time)
AApractice
practicewhich
whichalerts
alertsus
usto
to
problems
problemswith
withwork
workflow
floworor
material
materialflow
flow
One Piece Pull System

Right Skill Right Now
Processing (Kanban) Takt Time
Building Blocks of Just-In-Time

The House of TPS
• Right Skill Right Now
Right Skill Right Now is a principle
that addresses flexibility. It
basically means that the working
system can produce one type of
product at a time, without the need
for batch processing, i.e. multiple
units of the same part at one time.
The House of TPS
 In Maintenance the most prominent
way to see this principle is in
individual team member skills. It is
due to this principle more than any
other that we require multiskilled
team members, i.e team members
who have work ready skills in every
technical discipline.
The House of TPS
 Recall the principle of:
 The Right Product

 At the Right Time
 In the Right Amount
The House of TPS
 In traditional manufacturing
environments it is customary to
have team members who have only
one main skill. They might be
electricians, or mechanics, or
welders, and so on.
The House of TPS
 When a problem occurs a team
member or group of team members
might respond to it.
 If they find that the problem does
not lie in their skill area, then they
will call team members from the
proper skill area.
The House of TPS
 A delay is created while the 2nd team
member comes to the problem, and
production loses more time.
 In some cases multiple skills may be
needed. In these cases it often
occurs that lost time is incurred as
each skill type rotates through for
work.
The House of TPS
 In other cases a team with different
skills might be sent out to ensure
that the right skill arrives on the
job.
 In this case, any of the other team
members are idle and not applying
their skill to needed work. The
plant loses efficiency and incurs
increased cost.
The House of TPS
 Now consider a team member who is
fully multiskilled.
 When s/he arrives at a job site they
always bring the needed skill and
knowledge.
 If it turns out that the problem is
different than initially thought, they still
have the alternate skill at hand, because
they also possess that skill.
The House of TPS
 Further, if different skills need to be
applied on a given job – a very
frequent occurrence – the team
member can just use all of their
skills in the work.
The House of TPS
 If it turns out that additional hands
are needed, then after assessment
the team member can call for
additional help, and only the needed
number of additional team
members need to come. All will be
engaged appropriately in work with
no idle time lost.
The House of TPS
 With “Right Skill Right Now” using
flexible, individual multiskills
allows us to:
 Bring the Right Product

The needed skill
The House of TPS
 … at the Right Time
Immediately on arrival at the job, without
loss of additional time. As different skills
are needed, they are already at the job
site, so at the Right Time, because they
are already there as soon as the need
arises.
 In the Right Amount.

Only the number of team members
actually needed for the job.
The House of TPS
 Because of this principle, in
Production (where it’s called “One
Piece Processing”) Toyota has
learned how to be so flexible that
we can, literally, make a red, 4-
cylinder vehicle followed by a green,
6-cylinder, followed by a white
vehicle, and so on.
The House of TPS
 This enables us the flexibility to
make just the Right Product (the
car that Customers want), at the
Right Time (when they want it), in
just the Right Amount (no
Customers left without a car, none
left over as excess inventory, costing
us money).
The House of TPS
 By following the principle of Right Skill
Right Now, with our multiskilled
Maintenance force we can do our work
without having too many team
members (too much cost), without
overburdening individual team
members, and without having too few
team members (cost due to limited run
time or too much down time).
The House of TPS
Just-In-Time
Jidoka
Right Skill
Right First Right Now
Time
Pokayoke
Andon
JKK
(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
• Pull System
A Pull System is one in which the
amount or type of work to be done
is determined by the next process
forward in a standardized system.
The House of TPS
 It contrasts to a “Push System,” in
which a planned amount of work is to
be done regardless of the need for that
work or its product after it is done.
 A “Pull System” is a key part of the

Customer First philosophy, because the
work is determined by the next process
forward, the Customer.
The House of TPS
 A good example of the use of the
Pull System in Maintenance regards
Maintenance training.
 Because Maintenance is a technical
discipline, and because technology
is changing at an ever faster rate, as
members of Maintenance part of
our job is to constantly train and
learn throughout our career.
The House of TPS
 In some companies very little
training ever occurs. Team
members are left try and learn on
their own, usually through the
experience of broken equipment.
This is very expensive to the
company.
The House of TPS
 Other companies are better about
training and may even have a
structured training plan.
 However, it’s often (in fact, usually)
the case in these companies that the
training plan is not so coordinated
with the actual work being done at
the time.
The House of TPS
 Supervisors know that they need to
meet a training target, and so they
will send a team member to
training. The trainee chosen is often
due to the fact that it is “their
turn,” and the training topic chosen
is often the next most convenient
check-off on the training matrix.
The House of TPS
 Some questions:
 What is causing the most downtime
right now? Is the training aligned to
help address this problem?
 What is the most critical skill gap at
the time? Is the training chosen to
help address this skill gap?
The House of TPS
 Questions continued:
 Will the team member have a need to
apply the training as soon as they
return from the training?
 And if they don’t have a need, will
they even have an opportunity to
apply it?
The House of TPS
 Questions continued:
 Will the newly learned skill, when
applied in the workplace, measurably
impact some work-based need?
 Did the team member truly not have
competence or knowledge in the skill,
or is it just “refresher” training for
something that they already know
how to do?
The House of TPS
 All of these questions point to the
use of a Pull System in Maintenance
training.
 An example of an ideal situation…

The House of TPS
 A Production down-time problem is
traced to a particular system…
 … analyzing that system reveals
that team members have a hard
time getting it fixed quickly because
they really don’t know much about
the system, or techniques used to
work on it…
The House of TPS
 … this reveals a “skill gap” among
the team members, so…
 … the team member with the
smallest skill gap is sent to training
which addresses that specific skill
area…
The House of TPS
 … when the team member returns
to work they can immediately start
using their new skills and
knowledge because it is needed for
the particular technology causing
the problem…
The House of TPS
 … and because of their stronger
knowledge and skill application, the
machine now safely stays in
running condition longer,
maintaining Production longer.
The House of TPS
 The Customer (Production) had a
need (line run time)…
 … that was responded to by
Maintenance …
 … who in turn requested training
that was needed now…
 … who got the training when
needed…
The House of TPS
 … and then used it to provide the
original Customer what they
needed.
 The team member did not go to

training before the need, nor wait
after the problem first arose.
The House of TPS
 With your increased overall
knowledge can you use this example
to identify other parts of TPS which
came into play?
The House of TPS
Just-In-Time
Jidoka
Right Skill
Time
Pokayoke Pull System
Andon
JKK
(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
• Takt Time
Takt Time is the time needed to do a
task . It’s not less than the time to
do the work the right way, and it is
not more than the amount of time
needed to do the work the right way
by a properly trained and
experienced team member.
The House of TPS
 The concept of Takt Time originates
from Production.
 In Production it is the amount of

time a vehicle can spend in one
work cycle (usually with one
Production team member), and is
the same throughout the entire line.
The House of TPS
 The important principle here is that
Takt Time implies the RIGHT
amount of work time.
 It is this principle of Takt Time that
we use in Maintenance.
The House of TPS
 If we take more time than is needed to
do a job in Maintenance, then…
 … we are using up a key resource (a
skilled team member) who is needed on
another job, robbing that job of timely
execution.
 … paying too much for the job being
done, because we are expending too
many resources on it, lowering our
efficiency and raising our Cost.
The House of TPS
 …disrupting the schedule of work
flow because the job is delayed,
creating more work to realign the
work flow.
The House of TPS
 If we take less time than is needed
to do a job:
 … we rush the job and create the
conditions and likelihood for a poor
quality job, creating defects or
necessitating duplicate work in the
future.
The House of TPS
 … create the possibility of working
unsafely, raising the chance for an
injury.
 … build a mindset of doing shoddy
or half-done work, which can affect
our whole work ethic and quality.
The House of TPS
 In the ideal situation, a given piece
of work will have a time assigned to
it to guide us in completion.
 If we complete the work in the
allotted time we should be ensuring
safety, quality, productivity, and
efficiency, and controlling cost.
The House of TPS
 Where work does not have an
assigned time then we must practice
the principle of Takt Time by
diligently performing the work as
quickly as possible while being safe
and ensuring a quality job is done.
The House of TPS
 As more of our Maintenance work
is standardized we can assign a
“Takt Time” to it and improve
Maintenance work output to make
a measurable contribution to
company success.
The House of TPS
Just-In-Time
Jidoka
Right Skill
Time
Pokayoke Pull System
Andon
Takt Time
JKK
(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 Overview
 By having multiskills we can respond
to any job, for any need, in the fastest
way possible.
 Those jobs come to us because it is the
work that is most needed right now,
determined by the next process in
front of us.
The House of TPS
 Overview
 We should approach every one of
these jobs with a sensible
determination of just how much time
is needed to do it right, without being
wasteful. Where we have not
determined this we should dedicate
ourselves to making that
determinatoin.
The House of TPS
 Overview
 By combining all of these practices
and principles together we can get our
work done just when it is needed in
the most efficient way possible, with
the best quality.
 In other words, we can get our work

done …
The House of TPS
Just – in - Time
The House of TPS
Jidoka Just-In-Time
Achievement of Quality Achievement of
Productivity
Right First
Time Right Skill
Now
Pokayoke
Pull System
Andon
JKK Takt Time

(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 Now that we have the pillars built,
we can put the roof on our House of
TPS.
 Keep in mind all that we have built

so far…
The House of TPS
 We have a solid set of philosophies,
principles, values, which gives us a
permanent and firm foundation to
always point our direction ahead
and upon which we may build our
company’s success into the future.
The House of TPS
 Through Standardization, Problem
solving, and Kaizen we have a way
to achieve Stabilized Production to
give us a platform on which we may
institute our methods of work.
The House of TPS
 By following principles and
practices of Jidoka we can ensure
that the work that we do for
Production is always of the best
quality.
The House of TPS
 By following the principles and
practices of Just-in-Time we can
ensure that our work flow is both
smooth and continuous and as
efficient and productive as possible.
The House of TPS
 With all of this working together,
we can then again turn our full
attention to our
Customer
The House of TPS
 We can provide to our Customer
(Production), work that is of
The Highest Quality

The House of TPS
At
The Lowest Cost

The House of TPS
With
The Shortest Lead Time

The House of TPS
 To understand the larger context,
and to begin to grasp what TPS is
really about, let’s return to an
earlier illustration:
The House of TPS
 We want TPS to work seamlessly
throughout this entire system!
 We want our end-Customer, the
citizen who buys our car, to get:
 The highest quality
 At the lowest cost
 With the shortest lead time
The House of TPS
 That is provided to him/her by the
Toyota dealer, and the sales and
distribution system behind that.
 From manufacturing, our dealers
want to get:
 At lowest cost
The House of TPS
 That is provided to them, in turn,
by Production (what they see as
“manufacturing”).
 Production wants to get from
Maintenance…you guessed it:
 At lowest cost
The House of TPS
 Production and Maintenance
together, along with all of the other
activities that make up
manufacturing, in turn want this
from OUR providers, the suppliers
before us.
The House of TPS
 In all cases throughout this system,
we want:
 The Right Product

 At the Right Time
 In the Right Amount
The House of TPS
That’s TPS.
The House of TPS
Customer First!
TPS
Highest Quality * Lowest Cost * Shortest Lead Time
Jidoka Just-In-Time
Achievement of Quality Achievement of
Productivity
Right First
Time Right Skill
Now
Pokayoke
Pull System
Andon
JKK Takt Time

(Jikotei Kanketsu)
Stabilized Work
Heijunka
TOYOTA WAY
CORE VALUES
TOYOTA PRECEPTS
The House of TPS
 When you can build your house in
Maintenance to the blueprints of
our House of TPS…
The House of TPS
You’ll find yourself living in a mansion

Q&A
Toyota
Production
System
DAY 2
Part 1A
Basic Application of the
TOYOTA
Production System
(TPS)
in the
Maintenance Environment
Course Objectives
 Increase knowledge of :
 Principles of TPS
 Development of TPS
 Importance of TPS
 Use common TPS terms
 Understand Application of TPS
to Maintenance Work
DAY 1 REVEW
 4 Goals of TPS
1.) BETTER WAYS TO ENSURE AND SECURE
MAINTENANCE WORK QUALITY.
2.) A WORKING ENVIRONMENT FOR

MAXIMUM POTENTIAL.
3.) LOWERING COSTS BY TOTAL

ELIMINATION OF MUDA.
4.) STRONG FLEXIBLE COMPANY.

DAY 1 REVIEW
DAY 1 REVIEW
RIGHT Product
at the
RIGHT Time
in the
RIGHT Amount
DAY 1 REVIEW
 The Foundations
 The Toyota Precepts
 Core Values
 The Toyota Way

DAY 1 REVIEW
 THE FLOOR
 STABILIZED WORK
 Standardized Work
 Problem Solving
 Kaizen
 Heijunka
DAY 1 REVIEW
 The Pillars:
 Jidoka – Achievement of 100% Quality
 Just-In-Time – Achievement of
Productivity
DAY 1 REVIEW
 JIDOKA
 Right First Time
 Andons
 Pokayoke
DAY 1 REVIEW
 JUST-IN-TIME
 Right Skill Now

 Pull System
 Takt Time
DAY 1 REVIEW
 The Roof
The Customer
 Highest Quality
 Lowest Cost
 Shortest Lead-Time
Waste Not
Want Not
MURA – MURI - MUDA
 Now that you understand the basics
of TPS, let’s explore some key
concepts that strengthen further
understanding
 TPS is about streamlining

Mura, Muri, Muda
 A key concept in streamlining is
eliminating all “waste,” of all kinds.
 In order to get a better handle on

what “waste” looks like in the
Toyota mind, we capture the
essence of it in three terms.
Mura, Muri, Muda
 MURA
Uneveness
 Any process or activity which does

not work or flow in a smooth way,
which has peaks and valleys.
Mura, Muri, Muda
 MURI
Overburden
 Any action or situation which

overburdens any part of the system.
 People, machines, processes and so
on can be overburdened.
Mura, Muri, Muda
 MUDA
Non-Value Added
 Any work, activity, resource, etc.

which does not add value to the
final product, which does not get
the product closer to being the final
product.
MURA
 Mura refers to the waste due to
unevenness.
 It is related to the principle of
Heijunka. If Heijunka is a condition
which brings efficiency, then Mura
is the waste that occurs when
Heijunka is not achieved.
Playing In the Garden
of Good and Evil
GOOD BAD
Heijunka Mura
Evenness Unevenness
BAD GOOD
GOOD EHeijunka BAD

venn
ess
M
Une ura
venn
ess
BAD GOOD
GOOD a
Mur ess
BAD
ve n
n
Une
a
unk
Heij ness
Even
BAD GOOD
MURA
 Examples of Mura are
 Team Member A being assigned a

significantly greater work burden than
Team Member B. TM A is responsible for
3 lines while
TM B is responsble for 1 (of the same
kind).
 A PM schedule requires work during peak
times of other work, creating work cycles
which are very heavy, and then very light.
MURI
 Muri refers to overburden in a
system. It is trying to do too much
at once.
 It can be a system or process

overload, or it can be a human
overload. If human, it can be
physical or time based.
MURI
 Example of Muri (overburden)
include:
 Too much work or too wide a
responsibility for the number of team
members on a team.
 Too little time assigned to complete a
task.
 A machine being operated beyond its
cycle / time specification.
Relationship of Mura and Muri
 Mura (Unevenness) and Muri
(Overburden) are related because as
Unevenness gets worse and worse, it
begins to create conditions of
Overburden.
 Mura contributes to Muri

Muda
CCMOOWI !!
MUDA
Muda is divided into 7 different types:
Conveyance
Correction
Motion
Over Production
Over Processing
Waiting
Inventory
MUDA
The Muda of Conveyance
 The Muda of Conveyance involves
moving a product from one point to
another, with no value added to the
product, or done by the product.
MUDA
 The Muda of Maintenance Conveyance
can include:
 The time lost while team members travel
to the location of a job. The travel is
necessary, but the job gains no value from
their work until the conveyance is
complete.
 Moving a shop project from one work area
to another. Each work area may add value
to the product and get it closer to
completion, but the moving wastes time
and money while not improving the
product.
MUDA
The Muda of Correction
 The Muda of Correction involves
having to do re-work on a job or
task that has been done incorrectly
or inadequately.
MUDA
 The Muda of Correction can
include:
 Reprogramming a PLC because the
first program was not sufficiently
thought through and reviewed.
 Re-welding a conveyor chain link that
was broken again after an initial,
poor quality repair weld.
MUDA
The Muda of Motion
 The Muda of Motion involves extra
and unnecessary movement to
complete some job or task, or due to
motion in a process which adds no
value to the outcome of the process.
MUDA
 The Muda of Motion can include:
 Having to go back and forth at a
worksite to change out different tools
needed for a task.
 Robots having to many different
moves and directional changes to
complete a task.
MUDA
The Muda of Over Production
 Having too much of a product or
item than is needed to accomplish a
task or responsibility.
 Making to much of a product than
is needed by a Customer or for a
task.
MUDA
 The Muda of Over Production can
include:
 Having too many team members in a
team, group, shop, etc.
 Having more welders in a shop than
needed to provide the needed maintenance
welding services on the floor.
 Having too many tools on a tool belt.
MUDA
The Muda of Over Processing
 The Muda of Over Processing
involves doing more work than is
needed to sufficiently complete a
job, or in using more technology
than needed to meet a solution.
MUDA
 The Muda of Over Processing can
include:
 Using a complex PLC with many
functions to do a job where only a
simple PLC is sufficient.
 Spending time reinforcing a weld
joint where sufficient reinforcement is
already in place.
MUDA
The Muda of Waiting
 The Muda of Waiting involves
having needed resources but having
them in an idle condition before
they are used.
MUDA
 The Muda of Waiting can include:
 Having a team member ready to work
a job but who must stand by while
some non-related activity keeps
him/her from doing their work,
delaying that work.
 Having team members standing by
waiting for a problem to occur.
MUDA
 Muda of Waiting
MUDA
The Muda of Inventory
 The Muda of Inventory involves
having too much of some product,
requiring additional resources to
house and manage that inventory.
MUDA
 The Muda of Inventory can
include:
 Having more tools than needed, in a
tool shop, or in a storage area.
 Having too many spare parts on
hand.
 Having tool, equipment, or personal
lockers that are not being used.
He
iju
nk
a
Un
ev
en
ne
ss
Ov
er
b ur
de
n
W
AS
TE
!
MURA – MURI - MUDA
TPS Tools
 TPS tools are activities or systems
which help to exercise the ongoing
practice of TPS in our Maintenance
environment.
 We use such tools to put TPS into

action.
The First Tool of TPS: 5S
 5S will be one of the most important
of the TPS tools that you will use
throughout your Toyota career.
 5S is a visual management system of
work place organization which
brings abnormalities to the eye.
5S
 5S also implements a practice which
helps you to control resources, eliminate
waste, and to lower cost.
 5S is one of the universal tools of TPS,

applicable in all Toyota working
environments (Maintenance,
Production, Office, etc.)
5S
5S-
5S- It
It is
is aa safe,
safe, clean,
clean, neat
neat and
and orderly
orderly
arrangement
arrangement of of the
the workplace
workplace that
that
provides
provides aa specific
specific location
location for
for
everything,
everything, eliminates
eliminates anything
anything not
not
required
required and and supports
supports the
the team
team
member.
member.
5S
 The five ‘S’s of 5S are:
 Sift (Seiri) – Corresponds to the Just-in-Time principle of “Only
what is needed (Right Product), only when it’s needed (Right Time),
and only what’s needed (Right Amount)
 Sort (Seiton)-Arrange items so they are easy to use and label so
anyone can find and properly use (e.g. Muda of Motion,
Standardization)
 Sweep & Wash (Seiso) – Removal of dirt, grime and dust
(e.g. Right Time)
 Spic and Span (Seiketsu) – Promotes achievement of
Standardization
 Sustain (Shitsuke) - Heijunka
TPS Tools: Visual Management
 One of the important tools used in
TPS is that of Visual Management.
 Visual management requires that
relevant information about a task,
process, activity, etc. literally be
visible to all those who have a stake
in it’s success, whether team
member, supervisor, management,
related work group, etc.
Visual Management
 Examples of Visual Management
are:
 Andon boards
 Safety qualificaton and training
status prominently posted
 Work status and conditions posted
 Project Plans with current condition
posted.
Visual Management
 Visual management can apply to
tools in the workplace.
 Visual Management can apply to
markings on equipment to make the
necessary condition more visible.
Visual Management
5S!
TPS Tools: 4 M’s
 The 4 “M”s are a convention that
you will see used throughout your
Toyota career in many different
applications and settings.
 The 4 “M”s provide a sensible

structure to determine how these 4
key elements affect our work
Machine
 Machine refers to any machine
equipment, device, hardware, etc.
that we use in our job.
 In Maintenance we first think of the
production line and all of the
machines, large and small, used in
it.
Method
 Method refers to any described
method or process for doing
something.
 In Maintenance we might think of a
PM instruction sheets, or a written
adjustment process for calibrating a
prox switch.
Method
 An instruction manual for installing
a new piece of equipment could be a
“method.”
 Typically, we like to think of
repeatable methods for recurring
activities.
Material
 Material covers anything that is not
a dedicated machine which we use.
 Examples are spare parts,
consumble lubricants, welding rods,
production parts for the vehicles,
pens and paper, etc.
Man
 Man – that’s us!
 It is commonly used to refer to the

knowledge and skill that we have, i.e.
are you capable of correctly doing this
or that task?
 It can also refer to manpower numbers,
or anything in which the human element
is the central concern.
TPS Principles
Maintenance Work
TPS Principles
PRODUCTION
Operational
Availability
TPS Principles
MTBF
Mean Time
Between Failure
How Long Will It Go Before Stopping ?
To help to achieve Heijunka, the most critical role of

Maintenance is to continually lengthen MTBF!
TPS Principles
MTTR
Mean Time
To Repair
When it does stop, how quickly can we get it working ?

TPS Principles
PRODUCTION
Operational
Availability
MTBF MTTR
Mean Time Mean Time

Between Failure To Repair
TPS Principles
Un-Planned
Planned Work
Work
TPS Principles
Un-Planned Standard Standard

Work Processes Procedures
TPS Principles
NON-
STANDARD STANDARD WORK
WORK

TPS Principles
Not manageable. Can be managed for safety, quality,
productivity, and cost through TPS
NON-
WORK

Can only attempt to

control.
TPS Principles
NON-
WORK
Un-manageable Work Manageable Work

TPS Principles
 How does it connect to TPS?

TPS EXPLORATIONS
Maintenance Troubleshooting
TPS Principles
TPS
Highest Quality * Lowest Cost * Shortest Lead Time
Jidoka Just-In-Time
One Piece
Fixed Position Processing
Stops
Pull System
Andon
Takt Time
Pokayoke
Heijunka
Stabilized Work
Standard Work Problem Solving Kaizen
TROUBLESHOOTING
Get the machine running now, safely and correctly, to
maintain productio of the Value-Added Product
PROBLEM SOLVING
Continue to Root Cause Analysis and full Problem Solving to
prevent recurrence of the problem.
STANDARD
Process
TOYOTA
Trouble-
shooting
Pocket
Guide
Grand Finale
 TPS is a way of doing business that embraces:
 Continuous Improvement
 Respect for People Customers and
employees (Safety, Development, Multi-Skilled TMs, and
more)
 Efficient & Effective Processes
(Right Product, Right Amount, Right Place, Right Time,
Elimination of Waste)
 Workload Balancing
 Flexibility
TPS WARRIOR
 What makes the difference between
having attended a class about
TPS…
 … and being TOYOTA ?

TPS WARRIOR
 To be Toyota … you need to
remember it!
 To be Toyota … you need to think it

every day.
 To be Toyota … you need to actively

use it.
TPS WARRIOR
 To be Toyota … you need to take
personal responsibility for its
application by:
 Not waiting for your GL to start
knowing, thinking, and using it every
day.
 Not waiting for your team leaders to
start knowing, thinking, and using it
every day.
TPS WARRIOR
 YOU need to know, think, and use it
everyday, and…
 …expect your fellow team members,

your team leader, and your group
leader to go on the journey with you.
Q&A

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Lean

•Quality Built in to the Process (vs. end-of-line)

•A Way of Thinking (vs. Manufacturing Method)

•Focus on Total Customer Satisfaction (vs. mfg. goals)

•An Environment of Teamwork and Improvement

•A Never Ending Search for a Better Way

•An Organized, Disciplined Workplace

2.) A WORKING ENVIRONMENT FOR

3.) LOWERING COSTS BY TOTAL

4.) STRONG FLEXIBLE COMPANY.

LATER Original TPS.

 This is the product which brings

 Value Added Work is that work

 Non-Value Added Work may be very

 First, it helps us to clearly define

Non-Value Added Work

does not advance the

Value Added Product

 Value Added Work

 For Non-Value Added Work that cannot be

 Most companies earn money by:

Manufacturing Cost + Profit Margin = Product Cost

Almost all companies use this very fundamental model in

Manufacturing Cost + Profit Margin = Product Cost

What if the product will not sell sufficiently at this price???

To achieve profit (and company sustainability)

Manufacturing Cost + Profit Margin = Product Cost

Product Cost – Manufacturing Cost = Profit Margin

 Redesigns machines so they

 Decides that if one machine

Desired Highest Work Market

 Respect for People

To set up our study, let’s first take

Other people work to support the

Because the Production

To keep the line running and

In the philosophy of Toyota,

Maintenance the their Customer.

What “product” does the Customer want

What is it that the Customer wants to “buy?”

 The Customer wants their production line

The work of Maintenance is also a

To make a direct analogy, if the

PRODUCTION The continuous turn of the

Maintenance and produce 450 vehicles every

 Having defined the Maintenance

 Maintenance Non-Value Added Work

Non-Value Added Work

does not directly keep the

Line running safely and

 To us one activity (manufacturing)

 It has been copied many times by

Customer Respect for Elimination of

Customer Respect for Elimination of

 We achieve Stabilized Work in 3

for doing a job

Customer Respect for Elimination of

 Problem solving is so important to

TOYOTA BUSINESS PRACTICE

 It’s important to have an “official”

Ideal Condition = Current Condition

 Then there is NO problem! Expectations are

Ideal Condition = Current Condition