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Toyota Production System

We apply lean manufacturing to our production and work according to a pull system, which means we only produce what you order. This way we can produce everything just in time, generating a smooth workflow. We continuously check quality and improve our processes along the way.

How TPS can benefit your operation

  • High quality    
  • Value for money  
  • On-time delivery  
  • Environmentally friendly  
  • Health & safety

Working with TPS allows us to produce high-quality, cost-effective products, that are delivered to you on time. Our production respects the environment, which includes recycling our products at the end of their lifetime. We create a safe workplace, both for our employees and our customers.

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TPS fundamentals

How TPS guarantees quality trucks

Just in time

TPS fulfills customer demand efficiently and promptly by linking all production activity to real marketplace demand. Just-in-time production relies on finely tuned processes in the assembly sequence using only the quantities of items required, only when they are needed.

  • Heijunka – levelling the flow - The term Heijunka describes the foundation of the TPS approach to just-in-time processes – ones in which inventory costs are minimised by having the parts required arrive at their point of use only as they are needed.

  • Muda – elimination of waste – Waste – defined as anything that does not add value.

  • Takt time – The term given to a work-cycle that fulfills each customer’s demand. The key is that the work-cycle should be synchronised with demand to avoid under or overproduction.

  • Kanban card – In order to have flexibility and efficient, smooth workflows, it is necessary to have the right things at the right place at the right time. The Kanban card is the device that TPS uses to call up components as they are required.

Jidoka: making problems visible 

Jidoka builds quality checks into each step of the production process. By ensuring that all processes are visible, jidoka helps ensure that abnormalities are made visible and addressed immediately.

  • Genchi Genbutsu –  Improvements are often made as a result of discovering problems. Therefore, problems need to be properly understood through genchi genbutsu, which means ‘going to the source’ of the problem and assessing it yourself.

  • Andon board – The andon board is a electronic sign displaying the status of production lines. It notifies management immediately if a worker has identified a fault, precisely identifying its location. The production line will not be restarted until the reason for the fault has been resolved.

  • Standardisation – Developing and relying on standardised work tasks not only ensures consistently high levels of quality, but also maintains production pace and provides a benchmark for implementing continuous improvement.

Kaizen: continuous improvement

In many organisations the process of change can be challenging. At Toyota change is a way of life, thanks to the company’s fundamental philosophy of continuous improvement known as kaizen. Kaizen means that all team members throughout the organisation are continuously looking for ways to improve operations, and this is supported at all levels.

Kaizen also requires clarity in terms of what is to be achieved - setting clear objectives and targets for improvement. It is very much a matter of a positive attitude, with the focus on what should be done rather than what can be done.

  • The ‘Thinking People System’ – In TPS, team members are invited to think about the process and make timely decisions in order to keep it running smoothly, rather than merely operating like machines. This involvement creates responsibility for the success of the process, increasing both morale and quality. This is also essential for the success of kaizen.

  • 5 Whys? – Kaizen requires the logic and benefit of all improvements to be carefully evaluated before implementation. The concept of ‘5 whys?’ is employed to achieve this. Every planned improvement needs to be tested by questioning ‘why?’ at five levels to ensure that the logic and value of the improvement is clear. This reduces the risk of making changes without sufficient justification.

  • ‘5S’ – The Toyota Production System goes beyond purely principles related to production processes. It also extends to the whole organisation. Every employee receives the same treatment. Toyota takes care to nurture a sense of pride and efficiency in the workplace. This is supported by ‘5S’: Sifting, Sorting, Sweeping, Spic-and-span, Sustain. This ensures that every team member is involved in keeping processes are effective and efficient as possible.

Woman working in the factory

What TPS means for our team members

  • A strong culture of safety and quality
  • Well defined responsibilities
  • The opportunity to work at different stations and develop skill set

Thanks to our extensive experience in TPS, we can offer you the quality you deserve. We are also confident to give our employees well-defined responsibilities, which encourages them to continuously improve and develop.

Thanks to our long experience in TPS, we can offer you the quality you deserve. We are also confident to give our employees well-defined responsibilities, which encourages them to continuously improve and develop.

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