Conceptual Structure of TFM Toyota Logistic Chains

Goals of TFM:
• Creation of Flow = Minimize Material Waiting (Stocks) in the Chain (Lead-time);
• Manpower Productivity = Minimize Non Value Added Time;
• “Just In Time” and Pull Flow Production.

Logistics: Assembly and Production:

• Mizusumashi Trains with high frequency • Mixed Production for Leveling;
supply (20 min, 60 min);
• “Mura Concentrated” Line Balancing;
• Supermarkets (easy picking by the
Mizusumashi); • Border of Line with “Low Autonomy”
(small containers and all parts);
• Milk Run with suppliers (2 h cycle);
• Operator “Standard Work”;
• Small Containers (Kanban controlled);
• Low Cost Automation.
• Synchronization of some parts
(minimized).

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 Assembly Line TFM

• Applies to assembly lines (mechanical or manual) with cyclic takt already defined;
• Starts with Time measurement and Muda elimination through Std Work;
Assembly • Develops Quality Standards according to FTQ board monitoring and 3C;
Line •
•
Improves BDL (Border of Line) to 2h WIP containers;
Organizes Mizusumashi, Kanban and Supermarkets;
TFM • Introduces LCA and Mizusumashi Standard work;
• Usually involves Levelling Mixed model and “Mura Concentrated” Line Balancing.

Situation Before Kaizen (poor Situation After Kaizen (excellent

FTQ/Efficiency) FTQ/Efficiency)

Too much WIP Easy ID and Picking

Line Supply Storage Dificulty of Picking

Small Train
Forklift transport Small/Specific containers
CAF Big containers Standard Mizusumashi
Daily supply 60min/20min supply

Big containers (1 or 2 Small/Specific containers (2

day WIP) or 4h WIP)

Muda of movement Std WORK

Std WORK LCA
Dificulty of Picking Mura Line Balancing
Average Balancing Takt Levelling
Bad FTQ at line end Std QUAL

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INTEGRATION OF OPERATIONS AND
CREATION OF PHYSICAL FLOW

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 The sea of inventory

Reduce stocks Problem solving Reduce stocks

Problem solving Reduce stocks Problem solving

S
T
O
C
Transport Flow
K Quality Lead time
S Layout
Machines ???
Availability Set up time Organisation Absentism

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One Piece Flow and Mixed Production for Leveling

Source: Toyota Magazine

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 CREATION OF FLOW – Introduction

It is a Kaizen Concept that aims to Reduce

materials lead time flow (ideally one piece, or set,
at a time, from raw material to finished product)

– MUDA elimination of operators movements (Standard

Work);
– Flexibility to achieve small lot production (leveling) with
efficiency (Mass Customization);
– Effectiveness of the planning process to eliminate delivery
delays;
– Simplification before Automation (automation with no flow
is Automation of MUDA).

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 Conditions for Flow Production

1. EQUIPMENTS –
• MAKE EQUIPMENT COMPACT

2. EQUIPMENT LAY OUT –

• LAY OUT EQUIPMENTS IN PROCESS SEQUENCE
• CREATE U-SHAPED MANUFACTURING CELLS

3. OPERATION METHODS:
• ONE PIECE FLOW
• SYNCHRONISATION – MAINTAINING SAME
PITCH AMONG VARIOUS PROCESSES
• MULTI-PROCESS OPERATIONS
• STANDING WHILE WORKING

4. OPERATORS:
• MULTI-PROCESS OPERATORS

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 Production Line TFM

• Applies to assembly or production layouts where the stations / machines are separated (functional batch
layout) with no cyclic Takt defined;
Production • Starts with Process Operations Chronologic list and Time measurement
Line • Involves a Layout redesign;
• Involves a Technology redesign according to LCA and small batch capacity;
TFM • Introduces all the Assembly Line TFM tools.

Situation Before Kaizen (very poor Situation After Kaizen (excellent

FTQ/Efficiency) FTQ/Efficiency)

Transport distance = 28 m

• Production and transport in big batches between Process steps; • One piece flow assembly or production line according to Takt;
• No Standard Work; • Standard Work;
• Big WIP; • One piece of WIP per station;
• Quantity and Quality Control very dificult; • Excellent Quantity and Quality Control;
• Big Muda of Overproduction, Stock, Movement; • Managed according to the previous Assy Line tools;
• No takt and poor levelling; • Excellent 5S and Visual Management.
• Bad 5S and bad Visual Management.
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PREPARE FOR FLOW

ANALYSIS TOOLS

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 SPAGHETTI DIAGRAM
M5 FG STORE
M1

M3
M6
M2
M4

Total distance traveled by material = 185 mtr

RM STORE
Total no. Of touches -15

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PRODUCT QUANTITY ANALYSIS
P - Q ANALYSIS

25000 120%
100%
QUANTITY
20000
80%
15000
60%
10000
40%
5000 20%
0 0%
A B C D E F G H
PRODUCT NAME

Product Category Layout

A Runner Specialized/dedicated line
B,C,D,E,F Repeater Ordinary line, create using Group
technology. Improve using SMED
G,H Stranger Fill in the gaps in either line / No
line
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 PROCESS ROUTE TABLE

Machine M1 M2 M3 M4 M5 M6

Product

B X X X X

C X X X

D X X X

E X X X

F X X X

B,C and E have similar process routes and can form one group
D and F can form another group

Try to find alternate process for M4 so that it can join any one group.
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 Principles for Flow

• Determine pitch (takt) at which line should operate

• Layout equipment according to sequence
• Standing while working
• Line balancing
• Make equipment compact & movable

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 Takt Time

• The production cycle should obey the Takt Time, i.e.,

match the demand cycle.

Available Time for Production (1)

Takt Time =
Customer Demand (2)

(1) Total Time without programmed stoppages.

(2) Number of units required in that period of time.

Example:
Time: 2 x 8 h (480 min)
Breaks: 20 minutes / shift Takt time = 2 x (480-20-10)
Cleaning: 10 minutes / shift 10.000 / 5
Demand: 10.000 units/week = 0,45 min = 27 sec /unit

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 STEP 1 - FLOW LAYOUT
Step 1 : Change equipment layout and arrange in order of processing

M1 M2 M4 M3 M5 M6

Arrange machine position based on feeding and discharging positions so as to

minimize transportation and motion (straight line/U shaped/L shaped cell)

M1 M2 M5

M6
RM M4 M3
FG

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 PRODUCE TO TAKT TIME
Process takt time (P2) = 58 sec
60

50 Customer Takt time = 50 sec

40

30 P 2 and P3 have cycle time > takt time

20
Focus to eliminate waste and reduce
10 cycle time of these processes to below
takt time
P1 P2 P3 P4 P5 P6

Takt time does not take into account downtime, defects etc

Hence focus on reducing the waste and reduce cycle time for P4 and P6
which are very close to the takt time
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STEP 2 – WORKSTATION DESIGN
Step 2: Standing while working – workstation design to minimize Muri and Muda. Use
operations analysis table to identify – Value Adding work vs waste Thoroughly eliminate
waste
Work Step Work time (s) NVA time (s)
Move and pick up plywood sheet 15
Grind surface (pick up grinder and apply) 30 10
Apply glue 50 10
Move and pick up laminate 15
Stick laminate on to plywood sheet 30 5
Total Cycle time = 165 s of which 110 55

1/3 rd of the cycle time comprises of waste (NVA)

Workstation design can help reduce the movement and picking up activities –
Muri and Muda – reduces strain as well as cycle time
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 STEP 3 – LINE BALANCING
Step 3: Synchronization by line balancing – pitch should be uniform
and equal to takt time
63s
62s
Takt 60s 54s 54s 56s Takt 60s
50s 50s 50s 55s
Pitch 63 s Pitch 56s
45s

Punch &

Punch &
Notch

Notch
ut
ut

C
C

Notc
Punc

Ben
Ben
h

Fol

Fol
h

d
d
d

d
OP 1 1 1 1 1 OP 1 2 1 1
Process kaizens for line balancing
2 operators each doing both punching and notching operations chasing each other
Folding operator delivers to bending press instead of bending press operator moving and
Reaching for the component
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Line balance efficiency = Total of worker operation times
Pitch time x no. of workers

Before improvement = (50+63+45+50+62)/(63 x 5) =270/315 =86%

After improvement = (50+54+54+55+56)/(56 x 5) = 269/280 = 96%

Line balancing not only brings the cycle time below the required takt time
But also ensures all the operators are doing more value adding work

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“Mura Concentrated” Line Balancing following the Takt Time

«Mura» is spread all over the line = Operator Stress = «Muda»

Time (sec)
Line Takt = Average Operator Takt

Car
Car A B C A B C A B C (Product)
Operator 1 Operator 2 Operator 3 Type

«Mura» concentrated WS (workstations)

Time (sec)

Line Takt = Operator Takt

Car A B C A B C A B C
Operator 1 Operator 2 Operator 3

Std WS "MURA" WS Std WS

A B C

Std WS Std WS Std WS Std WS Std WS KANZEN

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 STEP 4 – MULTIPROCESS OPERATIONS

Step 4: Multi-process operations

Each worker made capable and starts handling many different processes together

P1
P1 P2
P2
RM
RM

Thorough standardization of machines

“anyone can easily learn to operate” P3
P3

Standardize operations thoroughly

O
FI F
Company wide multi-skill training
FG
FG P5 P4
P4
P5

Increase flexibility
Builds in quality in the process
Easy to add/subtract workers to adjust to output changes

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 STEP 5 – COMPACT EQUIPMENT

Step 5: Make equipment compact

• Make equipment as movable as possible
• Inexpensive so that we need not worry about their capacity utilization
• Specialized to deliver quality

We should be in a position to quickly change the layout in response to market

needs as well as add capacity when required by adding flow lines

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