1. TAIICHI OHNO GROUP : AVENGERS NAMEMATRIC NO. NUR ZUHAILI BINTI JUHARIPA13027 MOHAMAD ADHIAT AKHASHAH B ZUBIRPB 13068 MOHD SAFIK BIN ABDUL RAHIMPC13084 NUR HAZLINDA BINTI ABDUL RAHMANPB13016 NUR FARAIDAYU WAHIDA BINTI ABU BAKARPB13021 SYAZWANI BINTI ARZMIPB13004 SITI FATIMAH BINTI UMAR BAKIPB13094

2. TAIICHI OHNO (1912-1920)

3. HISTORY Born in Manchuria, China 1912. Graduated from Nagoya Technical High School as a mechanical engineer before joining Toyota in 1932. Joined Toyoda Family’s, Toyoda Spinning and Weaving in 1932 before moving to Toyota Motor Company in 1943 where he became machine-shop manager six years later. During the formative period of the TPS (roughly 1945- 1965 when Toyota was fighting to survive) Ohno came to the fore. The day World War II ended, Toyota’s president Toyoda Kiichiro set a remarkable challenge:

4. “Catch up with America in three years. Otherwise, the automobile industry of Japan will not survive.” During this period Toyota verging on bankruptcy. Despite these constraints, Ohno's leadership instituted a new way of thinking and a new work culture in the company. Appointed director in 1954, he rose to become executive vice president in 1975. 1980s, Ohno retired from Toyota and became president of Toyota Gosei, a Toyota subsidiary and supplier.

5. Man who did the most, to structure the TPS as an integrated framework. Consider to be Father of The Toyota Production System and Kanban System which become Lean Manufacturing in the US. He devised the Seven Wastes as part of this system.

6. APPROACH OF TAIICHI OHNO 1. The Toyota system differed from the Western approach, emphasizing a reduction in costs rather than an increase in selling price. 2. A Different Approach to Production  The Toyota Production System evolved by Ohno was strikingly different from -approaches used in the West.  In the West, selling price was regarded as the combination of actual costs plus profit.

7. C ONCEPT BY T AIICHI O HNO 1. Just in Time reduce inventory and decreasing cycle times lack of capital resources,forced Toyota to rely on decision making skills and problem –solving of their employees to eliminate waste and improve productivity Just in Time is closely correlated with TQM(Total Quality Management key to the success of just in time -improved relationships with supplier

8. C ONCEPT OF K ANBAN A unique production control method called the “Kanban system”. Also known as “supermarket system” because of the idea of it. A kanban system is a work scheduling system that maximizes the productivity of a team by reducing idle time Kanban is a system to control the logistical chain from a production point of view, and is not an inventory control system. system to improve and maintain a high level of production. Kanban is one method through which JIT is achieved..

10. A DVANTAGE OF J UST -I N -T IME Just in Time Inventory Control eliminates waste and improves quality, and in the process, improves all-around organizational efficiency

11. 5 M AJOR W AYS The Just in Time method entails sourcing the required raw material or item for processing on demand, and scheduling the work based on order or demand for the product. JIT’s focus on eliminating waste from the production process leads to redesign of the workspace to ensure a smooth flow of works.

12. JIT makes it possible to manufacture even single pieces or components without any delays. JIT’s system of kanban or specific instructions for each worker eliminates all scope for mistakes in the workfloor.

13. A DVANTAGE OF K ANBAN A team has multiple opportunities to give direction for course corrections during interactions. Helps people easily identify problem areas and develop a solution to he problem.

14. Maximize resources lies in the ability to continuously deliver products while continuously improving the process required to get there. Revolve around productivity and efficiency, two concepts that also tie back to the reduction of waste.

15. EXAMPLE OF JUST IN TIME APPLICATION

16. C AR M ANUFACTURING Toyota is considered by many to be the poster child for JIT success. The Toyota production strategy is highlighted by the fact that raw materials are not brought to the production floor until an order is received and this product is ready to be built. No parts are allowed at a node unless they are required for the next node, or they are part of an assembly for the next node. This philosophy has allowed Toyota to keep a minimum amount of inventory which means lower costs.

17. C OMPUTER M ANUFACTURERS to control the manufacturing and ordering of their computer systems. Rather than a warehouse filled with pre-assembled computers, the companies places orders for computer parts as customers make purchases. The computer firms by their parts from various suppliers.

18. EXAMPLE OF KANBAN APPLICATION

19. C AR M ANUFACTURING At Toyota, empty bin (a kanban) is send upstream after a demand instance. It is a signal to refill it with a specific number of parts or send back a card with detailed information about the part location. Even today, one can see Kanban cards and bins moving on the shop-floor. Instead of using sophisticated computer scheduling techniques, this is a simple, effective and visual system of managing and ensuring the product flow and JIT production system

20. F AST FOOD between the server and the kitchen is what is known as the “burger regulator.” As the servers remove burgers from the regulator this is the signal to produce more to the kitchen behind. Batch sizes for production are changed during the day to match expected demand for peak and slow periods 95% of customers should find their order freshly available without having to wait.

21. REFERENCES (Ohno, Taiichi. Toyota Production System. Cambridge, MA: Productivity Press, 1988) Toyota Production System: Beyond Large- Scale Production Hardcover by Taiichi Ohno, Norman Bodek The Toyota Way: 14 Management Principles by Jeffrey K. Liker