胜仔芮甜甜吃葡萄事件三部曲合集!

Quality:

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One of Toyota鈥檚 philosophies is the concept of always improving the quality of its products,听Kaizen. Employees at Toyota production facilities are encouraged to offer suggestions to improve processes and streamline production to consistently improve the quality of Toyota forklifts. As a result, in a听2015 study conducted by Peerless Research, Toyota forklifts ranked number one in quality for the eleventh听year in a row.

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Durability:

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Toyota forklifts are made to stay strong and keep running. One Toyota forklift owner said 鈥淲e have ten Toyota trucks with over 20,000 hours each and they are still running with excellent run time and minimal down time.鈥�

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Reliability:

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Toyota forklifts may get a lot of use, but the repair manuals don鈥檛. Toyota forklifts are designed to require less maintenance and to be more energy efficient than other brands. One Toyota owner said 鈥淎 regular preventative maintenance plan is all we need to keep our Toyota fleet running.鈥�

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Value:

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Toyota forklifts give you multiple ways to boost savings. You get efficient, environmentally-friendly and fuel efficient forklifts for the best overall value in the industry. In fact, in the same study mentioned above, Toyota ranked number one for value and lowest cost of ownership for the eleventh听year in a row. That鈥檚 a pretty good track record.

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How did we get here? The Toyota Production System and lean management philosophy are founded on a set of practices and principles that are tried and true. Each is built on practice, always striving for improve, and above all else, people who are dedicated to success, just like you.

The Toyota Production System鈥檚 way of manufacturing, which is sometimes referred to as a 鈥渓ean manufacturing鈥� or a 鈥淛ust-in-Time (JIT) system,鈥� has come to be well-known and well-studied, worldwide.

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The听Toyota Production System (TPS)听was established based on three concepts:

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1.听Jidoka, which can be loosely translated as 鈥渁utomation with a human touch.鈥� Jidoka means when a problem occurs, the equipment stops immediately to prevent defective products from being produced. Jidoka began with the Type-G Toyoda Automatic Weaving Loom in 1924. The Type-G would stop as soon as it detected a broken thread, which prevented defective products.

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2. Just-in-Time听means each process produces only what is needed by the next process in a continuous flow. Parts are delivered on-time, in real-time and only the parts needed for the current task.

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3. Kaizen, which can be translated into continuous improvement. Under听Kaizen, Toyota continually makes improvements to production and products.

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Based on the basic philosophies of jidoka, Just-in-Time, and kaizen, the TPS process can efficiently and quickly produce forklifts of sound quality, by the order, to fully satisfy customized customer requirements.

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Like U.S.-built forklifts,听Toyota engines, which are built in Japan, follow the same Toyota Production System concepts. Since 1956, Toyota has produced nearly 5 million industrial engines and over 15 million engines overall. The philosophy of Kaizen has influenced downsized displacement with equivalent output, higher fuel efficiency, cleaner emissions and a total reduction in engine size.

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When you buy a Toyota, you are buying a product and components that were manufactured in a world-renowned system and to the听highest听quality standards.

Kaizen听is a process to identify problems at听their source. It involves every employee making small improvements on a continuous basis. Here are three ways kaizen can make a difference at your company:

1.听Reduce waste.听Kaizen can reduce waste in several areas including inventory, over production, worker movement and waiting times.

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2.听Get immediate results.听Kaizen is the ongoing process of continually making small changes all the time. These changes are usually easy to implement, giving you immediate results.

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3.听Improve employee retention.听Kaizen includes employees in the process, giving them a greater sense of responsibility for their job. It often results in higher employee morale and job satisfaction.

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1. Andon Board听鈥� The medium听for workers to signal problems to supervisors for immediate remedy, stopping the production process if necessary. Workstations along the production line can activate a warning on an illuminated central display board, which constantly displays productivity levels.
2. Asa-ichi Meeting听鈥� A meeting held every morning in Toyota plants to discuss quality deviations and eliminate their causes. An essential part of the practice of kaizen.
3. Genchi Genbutsu听鈥� Going to the source to find the facts to make correct decisions, build consensus and achieve goals.
4. Heijunka听鈥� Leveling the production schedule in both volume and variety. A precondition for just-in-time and elimination of mura, muri and muda.
5. Jidoka听鈥� The act of making problems visible so they can be immediately addressed.
6. Just-in-Time听鈥� Making only what is needed, when it is needed, and in the amount needed, delivered just as they are needed (a continuous 鈥榩ulling鈥� flow of standardized operations).
7. Kaizen听鈥� Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.
8. Kanban Card听鈥� An instruction in the process that parts need to be replenished for production to continue uninterrupted.
9. Muda听鈥� Waste in all its forms (things that do not add value to the final product): overproduction, surplus inventory, rework/correction, motion, processing, waiting and conveyance.
10. Mura听鈥� Unevenness (in workload). Heijunka eliminates mura, muri and muda.
11. Muri听鈥� Overburden or strenuous work, leading to safety and quality problems 鈥� more waste.
12. Poka-Yoke听鈥� Mistake-proofing 鈥� devices that make it difficult or impossible for a worker to make common errors at his or her workstation. A simple but creative and reliable way to reduce errors and maintain quality.
13. Pull-System听鈥� Items called only as they are needed, as opposed to a 鈥榩ush-system鈥� that may not take account of actual need.
14. Takt Time听鈥� The rate of customer demand 鈥� producing only what the market requires, and thereby achieving the optimum duration of the work-cycle that fulfills each customer鈥檚 demand.
15. Yokoten听鈥� Best practice sharing. Horizontal transfer of information and knowledge across an organization.

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The Toyota Production System helps ensure that Toyota forklifts retain industry-leading听quality, durability, reliability and value. Toyota is the听number one forklift brand听as determined by Modern Materials Handling鈥檚 annual听Top 20 Lift Truck Suppliers list.

Toyota鈥檚 famous 5S approach to organization and workplace culture is one of the primary reasons that the lean management works. And implementing 5s is something that can happen at your facility. It鈥檚 more than a philosophy and it can be applied in a wide variety of industries, not just manufacturing. Use this infographic to help you get started.