Lean OperationsTPS: Toyota Production SystemReducing Waste: Push versus Pull SystemPenville GamePush SystemPull SystemTeam SystemLean Operations“Eliminate WasteThrough Continuous Improvement”A system that continually searches for and eliminates waste throughout the value chain. Views every enterprise activity as an operation and applies its waste reduction concepts to each activity - from Customers to the Board of Directors to Support Staff to Production Plants to Suppliers.TPS: Toyota Production SystemMaterial FlowInformation FlowFGICustomerRawMaterialSupplierFinalAssemblyPUSH FGICustomerRawMaterialSupplierFinalAssemblyPULL TPS System uses KanbansReducing Waste: Push versus Pull SystemPenville GameCompare the performance of Push systemPull systemTeam systemPush SystemEvery worker maximizes own output, making as many products as possiblePros and cons:Focuses on keeping individual operators and workstations busy rather than efficient use of materialsVolumes of defective work may be producedThroughput time will increase as work-in-process increases (Little’s Law)Line bottlenecks and inventories of unfinished products will occurHard to respond to special orders and order changes due to long throughput timePull SystemProduction line is controlled by the last operation, Kanban cards control WIPPros and consControls maximum WIP and eliminates WIP accumulating at bottlenecksKeeps materials busy, not operators. Operators work only when there is a signal to produce.If a problem arises, there is no slack in the systemThroughput time and WIP are decreased, faster reaction to defects and less opportunity to create defectsTeam SystemGroup of cross-trained workers have overlapping responsibilityPros and cons:Cross-training and team efforts reduces WIP or the bottleneck conceptMost efficient use of both materials and laborCross training means one worker can step out if a problem arisesHigher process responsibility and ownershipCross training can be
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