Toyota Kirloskar Motors Jit Essay Example For Students

Toyota Kirloskar Motors Jit Essay Toyota Production System at TOYOTA KIRLOSKAR MOTOR PRIVATE LIMITED CONTENTS: 1 2 3 Introduction to Toyota Profile of Toyota Kirloskar motor. Toyota Production System practices in TKM. 4 Overview of TKM Logistics. †¢ †¢ Just In Time Kaizen- (Continuous Improvement in logistics) 5 Future â€Å"Supply Chain† Direction. TOYOTA MOTOR CORPORATION †¢ Established in 1937 in Japan †¢ 160 Countries 5400 Dealers. †¢ 26 Countries 46 Plants †¢ Sales of 15. 1 trillion Yen in March 2002 †¢ 247,000 employees worldwide. †¢ Manufacture of all types of Vehicles including Luxury Small Cars. Automakers ranking worldwide based on vehicle sales 9000 8000 No. of Units Sold (1=1000 Units) 2003 First quarter Result Toyota – No. 2 7000 6000 5000 4000 3000 2000 1000 0 GM Ford Toyota VW Daimler Chrysler PSA Honda Nissan Renault Fiat Company Toyota is 3rd Largest Auto Maker in the World TKM is the 14th almost the last automobile manufacturer to enter in Indian automobile industry TOYOTA KIRLOSKAR MOTOR PRIVATE LTD Establishment Location Start of Production Production Model Production Capacity Investment No. of Employees : : : : : : : 6th October 1997 Bidadi near Bangalore in Karnataka State Dec 1999 Multi Purpose Vehicle Passenger car 50,000 Units/year US$ 170 Million (Phase I) 2300 PRODUCTION / SALES 50000 40000 Volume 30000 20000 10000 0 Corolla Qualis 21086 28509 2000 2001 2002 1383 28989 Crossed 1Lakh cars in Sept 03 2003 9000 34000 COMPLETE VIEW OF TKM PLANT In-house facilities at TKM Press Shop Weld Shop Paint Shop Assembly Shop Inspection Area ISO 14001 WITHIN THE FIRST YEAR TPS AT TOYOTA KIRLOSKAR MOTORS IMPLEMENTATION OF TPS IN TKM TAKT UP (7. 5’ 7’) TAKT UP (9. 25’ TAKT DOWN START OF TAKT 8’) (7’ TAKT UP 8’) UP (10’ TAKT UP 8’) i TAKT UP 7. 5’) (12’ 9. 25’) (8’ 3000START OF SECOND t (9. 25’ 8’) TAKT DOWN s SHIFT TAKT DOWN (8’ 10’) 2500 / (8’ 9. 5) TAKT DOWN TAKT DOWN M (9. 25’(8’ 12’) 9. 25’) o 3500 n U VEHICLE QUALITY TREND 2000 n t 1500 h Just In Time 70. 00% 68. 00% Standardized Work GLOBAL TOYOTA LEVEL REFORM LEVEL IMPROVEMENT TKM 0 AS ON DATE MAINTENANCE TIME M-I-R START OF VOLUME PRODUCTION 1000 500 0 Dec- Jan99 00 Feb00 Mar- A p r May- Jun00 00 00 00 Jul- Aug- Sep00 00 00 Oct- Nov- Dec- Jan00 00 00 01 Feb01 Mar- A p r May- Jun01 01 01 01 Jul- Aug- Sep01 01 01 Oct- Nov- Dec01 01 01 Heijunka This is the average yield ratio of all the suppliers I. e. STTI, Visual Control Board Built in Quality GLOBAL YIELD RATIO COMPARISON This data excludes 15. 474 kg/veh of material saved by sending offals to supplierpartslikeNTTF,STANZEN QUALIS BASIC YEILD RATIO 66. 00% 64. 00% 62. 00% TPS 133W133W 797T 2 1 4 0 N 0 4 351T 143N 4 3 9 3 T 0 T 0 5 231T 0W 325N 316T 0W 3 T 0 T 7 6 4 9 415T4 0 0 T 0 395T 0W 2 186N 465N 4 153T 391T 9 0 4 T 6 1 5 0 T 5 0 T 7 8 652T 651T 6 7 0 1 T N 3 0 525T 828T 191N0 0 2 T T 9 133W971T 6 1 5 N 0 0 0 9 8 5 7 541T 8 T T 1 0 N 1 T 6 5 2 0 4 5 0 T 0 0 8 9 T T 5 0 8 477T 8 N 8 9 T 0 T 7 185T 7 277N 781T 0 T 8 0 T 60 3. 42%06 00 00 00 00 00 00 00 00 00 00 00 00 00 20 00 00 00 00 00 00 00 00 00 1. 6%00 00 00 00 00 00 00 00 00 00 00 00 00 05 00 00 00 00 00 00 00 00 00 1. 48% 00 00 00 00 0% . 5% 0% 0% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% . . . . . . . . . . . . . . . . . . . . . . . . 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 8% 0% 0% 0% 0% 0% 0% 0% 0% 0% . . . . . . . . . . . . . . . . . . . . . . . 0% 0% 0% 0% . . . . 61% 61%90 67% 69% 64%80 64% 62%80 68. 00%69%70 66% 62% 62% 68%60 65%67 61% 00%68% 65%50 63% 67%40 68% 68% 68%40 66% 62% 62%46 61% 61% 67%39 65% 61% 00%68% 68%20 66% 65% 65%20 60. 70%62. 00%65% 86%57% 40 40 62% 90 80 80 68% 80 80 61% . . . . . . . . . 79 69% 75 77 70 40 65% 60 62% 60 66. 50 50 64% 50 30 69% 40 40 40 67% 40 40 40 61% 40 40 30 65% 20 30 63. 20 20 66% 20 27 20 65% . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 60. 90 . . MODELS 60. 00% 58. 00% M OE ETYIDSNU0 I P VMNI E A AG R NL O 1 DTCLETDUNLEF FUL AAOLCEDRGI OO AI I N- F Q S Challenge Team Work Genchi Genbutsu Jidoka Kaizen OVERVIEW OF LOGISTIC OPERATIONS TKM’S Logistics concept †¢ Just in time supply †¢ Small lot high frequency delivery †¢ Palletised cargo †¢ Standardized packaging TKM SUPPLY CHAIN CBU LOGISTIC In 1993 worldwide illegal copying of domestic and EssayQTY/BOX 10 PACKING CODE : 55581- 0B010- 00 PB10123 516 SEQ NO 1 DOCK 01 PARTS READY FOR DESPATCH AT SUPPLIER SIDE (BANGALORE SUPPLIER CASE OPERATING WITHOUT CROSS DOCK) LOADING / UNLOADING USING FORK LIFT LABELS FACING OUTSIDE PARTS PALLETISED Parts stacking at PC Zone ready for in-house logistics: †¢Parts are stored at PC Zone at predefined locations Line wise or process wise. TKM Inventory Status 9 8 7 6 Stock in Days 5 4 3 2 1 0 Conventional System Kanban System -1~ 16 delivery / day Truck status control by wireless – Time control Safety Stock Avg 6 Hrs (0. 3 days) Safety Stock Avg 4 Hrs (0. 5 days ) Frequency increase with Mix logistics of TKM Suppliers Avg 2 Hrs TKM Current ( Y 2003 ) TMC Inventory of Bangalore supplier ( No Cross dock operations) JUST IN TIME JUMBIKI SYSTEM ( Sequential Procurement ) JUST IN TIME Jumbiki System †¢ System for total elimination of Inventory. †¢ System to supply Part s directly from supplier to Assembly line according to sequence of production. †¢ Suitable for bulky Parts with more variants supplied by nearby supplier e. g- Seats, Door Trims, Carpets (Araco) CENTRAL CONTROL ROOM (CCR) JUMBIKI SYSTEM Line In Based on Production Leveling Assembly ASSEMBLY LINE Information to CCR Fax to Supplier Receiving and Supply to Line Preparation at Supplier Transport to TKM Pre defined Time Scale based on tact time JUMBIKI SYSTEM CONVENTIONAL SYSTEM Model A Model B Model C Assembly Line JUMBIKI Model A Model B Model C Assembly Line For Model A For Model B For Model C A1 A1 A1 B1 B1 B1 C1 C1 C1 A1 B1 A2 A2 A2 B2 B2 B2 C2 C2 C2 TPS A2 B2 A3 A3 A3 B3 B3 B3 C3 C3 C3 A3 B3 Stock of each set Seats received from supplier in sequence of Production Plan JUMBIKI PARTS RECEIVED JUMBIKI SEAT AT LINE SIDE JUST IN TIME IN-HOUSE LOGISTICS JUST IN TIME INHOUSE LOGISTICS (Chorukyu System) WELDING SHOP CONVENTION SYSTEM TKM SYSTEM Manufacturing Manufacturing TPS A1 A5 A2 A6 A3 A7 A4 A8 A1 A5 A2 A6 A3 A7 A4 A8 INHOUSE LOGISTICS (SMALL LOT SUPPLY) INHOUSE LOGISTICS – ASSEMBLY SHOP SEQUENTIAL SUPPLY SYSTEM INHOUSE LOGISTICS – ASSEMBLY SHOP SEQUENTIAL SUPPLY SYSTEM SUPER FLEXIBLE ASSEMBLY LINE TKM IS CHALLENGING NEW CONCEPT OF SUPER FLEXIBLE LINE THAT IS MIXED PRODUCTION OF MPV (frame model) AND PASSENGER CAR (monocock model) ON SINGLE PRODUCTION LINE, BY QUICK LAUNCHING OF NEXT MODEL ON THE EXISTING PRODUCTION LINE. KAIZEN (CONTINUOUS IMPROVEMENT) Kaizen based on practice of manufacturing Shooter system to maintain perfect FIFO Before After †¢FIFO not followed †¢Mikara not established †¢Unsafe movement of F/L †¢FIFO achieved †¢Mikara established †¢ F/L movement standardized Kaizen based on practice of manufacturing Pallet, Dolly, Flow rack to reduce handling Before After †¢Double handling of Parts †¢Generates waiting time †¢Fatigue while parts picking †¢Direct supply of parts †¢zero waiting time †¢Workability improved †¢Space reduced (210 Sq. mt) Kaizen based on practice of manufacturing Combined Logistics Kaizen based on practice of manufacturing Collapsible Returnable packing The space saved by this kind of packing is used to transport service parts to dealers on the return journey Kaizen based on practice of manufacturing Kaizen in packing areas 1 Plastic Caps of hose flexible eliminated 2 Achieved 99% returnable packaging FUTURE DIRECTION E Kanban SERVICE SERVICE PROVIDE PROVIDE R R Supplier operations SUPPLIER S1 S2 S3 S4 S5 S8 S9 CROSS CROSS DOCK DOCK S1 0 S1 1 S1 2 Download Kanban data TKM in-house operations TKM P In-house Bar Coded Kanban e Kanban information to Suppliers/ Cross Dock Kanban Room Store Cards Insert cards Store Parts Cross Dock operations CROSS DOCK S1 S2 S 3 S 10 S4 S5 W T A PC Z O N E S 1 S 8 S 2 S 9 S 3 S 1 0 S 4 S 1 1 S 5 S 1 2 S8 S9 S1 1 S1 2 Download Kanban data Receive Material 1st Step Mixed Logistics Mixed Logistics Concept Increase frequency Reduce lot size Purpose: 1) Share logistics between TKM Supplier. 2) Reduce lot, increase delivery frequency and finally reduce inventory. 3) Reduce transportation cost. 4) Mutual development and benefit between TKM supplier. Example Mixed Logistics Image TKM TKAP Mixed Logistics Closing word We live in an age of constant change ‘Todays perfection is tomorrows mediocrity’ We need to realise improve THANK YOU FOR YOUR ATTENTION