Toyota Way

The Toyota Production System (TPS), identifies as a goal that its overall objective is to control from which the customer orders the product until it is charged that, in order to reduce the time it generates waste and produces no value.
By having a read, it does not mean you have to stop updating as required to beconstantly improving and innovating to keep pace with thecompetition. Toyota began bySakichi Toyoda, who started a textile, but then I think a car company, which grew byKiichiro Toyoda, son of Sakichi, then stayed by Eiji Toyoda, Kiichiro's cousin. They were innovative, pragmatic idealists, who learned through facts, relentless in achieving theirgoals, always contributing to society, as leaders. The TPS was gradually changing withTaiichi Ohno, plant manager, as theprinciples applied by the time of trial and error.Drafted a document within the company where he speaks of a "spirit of challenge" whichwill be responsible to accept any challenge put to them, even to be able to match the output of Ford.
Toyota Motor Corporation was not so successful in the thirties when they made straight trucks as vehicles produced low quality and notmuch technology. Toyota executivesvisited Ford and GM to study their assembly lines and read the book by Henry Ford, Today and Tomorrow (1926). They had studied the ideas of conveyors, precisionmachine tools and economies of scale in production looms. Even before World War II, Toyota noticed that the Japanese market was very small and highly fragmented demandto support large volumes of U.S. production. Toyota managers need to adapt massproduction to the Japanese market. Toyota's situation after the Second World War in 1950 was in a bind because the country had been attacked by two atomic bombs, mostindustries had been destroyed and consumers had little money. Imagine that you are theplant manager, Taiichi Ohno. His boss, Eiji Toyoda commissioned a task, improving theToyota manufacturing system to equate productivity withFord. Based on the paradigm of mass production of the time, just their own economies of scale should make it impossible for a small Toyota. The system of mass production Ford was designed tomanufacture large quantities of a limited number of models. This is the explanation thatall models were initially black T. What Toyota needed was to produce small
amounts of different models using the same assemblyline as a line could not devote to each product, for its small demand.
Ford had tons of money into a liquid and a large domestic and international markets.Toyota had no liquidity and operating in a small country. Toyota needed to convertinvestments into cash. Ford had a complete system supplier, not Toyota. Toyota could not afford to take shelter under large volumes and economies ofscale provided the mass production system of Ford.
The first question in TPS is always "the customer wants?". In this way the value is defined.
Big types of losses that Toyota has identified:
1. Overproduction.
2. Expect.
3. Transport or unnecessary movement.
4. On process or process incorrectly.

5. Excess inventories.
6. Unnecessary movement.
7. Defects.
8. Employee creativity unused.

In theToyota people is what gives birth to the system: working, communicating, solvingproblems and growing together, it is clear that workers are doing their managementassets for improvement.
"The 5's is a lean tool that facilitates team work, are activities that help eliminate wastesthat create errors, defects and accidents.
The 14 principles that constitute the Toyota model are organized into fourmajorcategories.
Principle 1. Make management decisions on a long-term philosophy, no matter what happens to the short-term financial goals.

Principle 2. Create continuous flow process to see the problems directly.
Principle 3. Use the pull system to produce no more.
Principle 4. Level the workload (heijunka). (Work like the tortoise, not hare.)
Principle 5. Create a culture of...