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TSSC is the Toyota Prodcution System Support Center. We have been developing and refining and improving our manufacturing system for over 70 years. We share our manufacuring know-how with organizations throughout North America. Toyota Production System is basically an organizational culture that consists of three key elements. It starts off with a basic philosophy about how you are going to run the business, how you are going to gauge your employees. That philosphy is coupled with some technical tools, and then the third piece of this is the managerial role, which is to develop people to surface problems and solve problems to make improvements. So when we see companies that are good fit, then we can help out and strengthen the economies and the communities and the suppliers, we think that's a very special unique way that we can make our contribution. Herman Miller started over a hundred years ago, and it has been one of the big innovators of both office furniture and home furnishings. To lose Herman Miller, it would have devasted the whole town. My father-in-law worked here and my husband also works here so, I don't know where I would be. This is the beating heart. If these lines left, it would affect this plant, the plant next door, plus other companies. Customers are actually looking to be able to order smaller quantities of furniture and to be able to get them more quickly. We didn't have the ability to meet the challenge in front of us, so we approached Toyota to help us. Every organization we've partnered with, we ask for a commitment up front that nobody is going to be laid off or lose their job as a result of these improvements. The first thing that happened was, Toyota spent time side by side with us on the shop floor understanding our process, and understanding what our current situation was and being able to see where the opportunities were. We started working on one line which is a filing cabinet manufacturing line that had a very pressing need. We had multiple assembly lines making the same product and we had assembly cells where we were doing the low bind product, so we would build the product and complete in that cell. With Toyota's help, we were able to develop one assembly line that can build our product from start to finish with each worker just doing a part of the job. In the technical dimension, there are two main pillars of the Toyota Production System. One is Just In Time. One is Just In Time, and the other is Built in Quality. For the Just In Time, basically it means we want to work for a state when a customer makes an order, we can deliver their product one by one immediately. So, to do that in a very complex manufacturing environment like we had here, what we would like is that when the customer makes an order, we can make a filing cabinet immediately. To make the filing cabinet immediately, we need to paint it immediately. To paint it immediately, we need to stamp it to weld the parts immediately. Previously when we were to switch from one type of pedestal filing cabinet to another, we would need to move all of the components away from the assembly line. Everybody on the line basically took a break for about 20 minutes, and then the material handlers will bring in the next lot of parts, set up the line, and then we call the workers back to start making the new product. What we needed to build was a capability to build any product at any time so we had to move to smaller containers that had every type of component on the line so we could quickly switch from one type of product to another. We call it instantaneous changeover. It's more of a one piece flow. We get an order in, we do what that customer wants and no more, and then it goes out. We had lots of racks all over the place, that are stacked from the floor to the ceiling, whenever we needed something, we were digging through tubs, totes, whereever you can find parts. We would typically only paint one color a day. Beginning of the week, we would start out with lighter colors, by the end of the week, we are paiting brown or black. We had to develop a faster capability to changeover so we could truly manufacture what the customer wanted on that particular day. Everybody just gave out their own ideas on what we can do to improve the processes. They came up with a manifold idea, that really reduced the time significantly. Within a couple of seconds, I can do a color change. I change from this color, automatically to the next color. A lot faster, a lot more efficient. So they gave us a whole new capability to paint what the assembly line needed right when they needed it. Then, we need to move upstream there, to the welding and fabrication departments so they can do the same thing. Our set up was the biggest issue we had. It would take sometimes 4, 5 hours just to get the machine set up. We were expecting that we were going to have to spend a lot of money for the equipment to be able to do a changeover quickly but what Toyota taught us was really we just needed to coodinate the work of the team members so each person was doing a portion of the changeovers, kind of like a pit crew in Indianapolis 500. When they first told me that we'd be doing 10 minute setup, I just laughed. That'd never be done. Well, here we are today. For the filing cabinet line, they got some major results in a couple of areas. They reduced the customers' lead time from 60 hours down to less than 4, their productivity trippled. Those are huge results to the current customers, that has helped them increase their volume and get more customers.

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Duration: 6 minutes and 39 seconds
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Language: English
License: Dotsub - Standard License
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Views: 4
Posted by: buddhakissed on Jan 24, 2018

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