This is where the TPS varies significantly from American-based approaches to managing variation in results and failure to attain results as well. The Kaizen approach systematically analyzes why a process did not result in the intended goal being attained, and often there is Six Sigma and root cause analyses performed to understand the factors that led to the process not delivering the planned for results (Harrington, 2003).
All of these factors that comprise the TPS are often duplicated by competitors (Dyer, Nobeoka, 2000) so much so that there are often attempts to emulate down to the use of continuous flow, production leveling, pull systems, quick changeover, takt time, and production leveling (Kotani, Ito, Ohno, 2004). Yet the many attempts to bring more predictability and less variation into those industries that have inherently higher levels of demand variability often fail (Dyer, Hatch, 2004). There are many factors behind why companies attempting to emulate the TPS do not attain the same or higher levels of performance and foremost among them is that many companies cannot make the transition to the philosophy of Toyota regarding this system. Toyota sees TPS as a manufacturing philosophy that can short the time between when a customer places and order and receives their car, taking into account make-to-order and highly customized aspects of each auto produced (Kotani, Ito, Ohno, 2004). Toyota specifically targets the engineering out of wasted time, resources, and steps in getting a customers' order completed on time (Shook, 2009). There is a high level of intensity and urgency to getting customers' orders out accurately, to the highest quality possible and with minimal if any interruption due to waste. This philosophy pervades the TPS implementations across supplier partners and is directly responsible for how quickly Toyota is able to create long-term learning ecosystems (Dyer, Nobeoka, 2000).
How the Toyota Production System Plans and Manage Spare Parts Production
The catalyst of the TPS development, implementation and continual refinement through Kaizen and integration to Jidoka is in minimizing variations in demand for limited or small production runs (Kotani, Ito, Ohno, 2004). As spare parts have a greater degree of uniformity given the requirements of the JIT systems used for product planning and development, Toyota has been able to attain high levels of accuracy, quality, and repeatability of production processes as a result. JIT techniques are used to standardized spare parts within models families and between product model generations as much as possible to minimize any potential of stock-outs and variations in quality. JIT is then used as a spare parts planning system as well to ensure highest possible levels of parts commonality across product models and when possible, across product generations. Standardization of parts has also been possible given supplier collaboration (Dyer, Nobeoka, 2000). The TPS was designed to withstand much greater levels of product variability than spare parts and Maintenance, Repair and Overhaul (MRO) product design and production (Hassler, 2008).
As a result the process workflows have been continually improved to reduce waste, attaining high levels of lean manufacturing performance. The steps that Toyota takes in planning, procuring and collaborating with suppliers for spare parts follow this sequence of steps. First, existing workflows are evaluated from a supplier collaboration and fulfillment standpoint to see if there is the potential to significantly reduce time, costs, or material use. The use of Kaizen-based principles also apply to the supplier collaboration planning, production and execution of sample and full production run orders (Myers, Cheung, 2008). In conjunction with this first phase of supplier coordination and supply chain planning, quality management goals and objectives are defined, in addition to minimal acceptable quality levels which are essential for Jidoka-based strategies to be in place prior to the spare parts being produced. Next, the initial production schedules are defined through constraint-based systems that take into account forecasts, lead times, quality standards, takt time and production leveling. Using their Enterprise Resource Planning (ERP) system in conjunction with a Demand Management suite of applications, Toyota works with its suppliers to create a Value Stream Map. The intent of the map is to define how spare parts workflows will be used within inventory services in addition to order processing for fulfillment of service depot and dealer orders (Black, 2007). Figure 3, Value Stream Mapping for Spare Parts illustrates the outcome of an iterative series of process improvement cycles and the development of staging and storage locations...
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