John Boyd and the Toyota Production System

1
John Boyd and the Toyota Production System

• This might seem like and odd topic. After all,
  nowhere in the many descriptions of the TPS are
  OODA loops mentioned, and I dont think John ever
  even owned a Toyota.
• On the other hand, he did devour the translations
  of Taiichi Ohno and Shigeo Shingo and freely
  acknowledged that they drew from many of the same
  sources as he didthe strategic tradition that
  includes Sun Tzus Art of War and Musashis Book
  of Five Rings.
• Most important, the TPS represents a
  spectacularly successful confirmation of the
  preeminence of time, a fact explicitly recognized
  by Toyota itself and a main theme of Boyds
  theory of competition.

2
The Goal
Turn Manufacturing into a Competitive Weapon
To paraphrase Tom Peters Turn Manufacturing
into a Marketing Weapon, a chapter in Thriving
on Chaos
3
Manufacturing as a Competitive Weapon
Manufacturing as a Competitive Weapon

• Shorter throughput (order to delivery)
• Lower costs
• Higher quality
• More flexibility

Simultaneously.
4
The Strategy
Constantly shorten the time it takes to convert
customer orders into deliveries.
Toyota Motor Company, Toyota Production System,
p. 2
5
The Plan
Implement the Toyota Production System
Why Toyota?
6
Cost reduction is the goal
Implementing the TPS
Cost Reduction Is the Goal
Why?

• Reduce people at all levels in the organization

There are two ways to increase efficiency 1)
increase production quantity or 2) reduce the
number of workersTaiichi Ohno.
In the short term, you may need to
Over time, lower costs, higher quality, and
faster development production times will
increase sales.
Manufacturing as a Competitive Weapon
7
A Lean Paradox(Just One of Many)
Reducing costs means reducing people, but if you
eliminate people as a result of improvement, you
will get no more improvement.
The Toyota Production System clearly reveals
excess manpower Managements responsibility is
to identify excess manpower and utilize it
effectively. Hiring people when business is
good and production high just to lay them off is
a bad practice. On the other hand, eliminating
wasteful and meaningless jobs enhances the value
of work for workers. Taiichi Ohno.

• Resolve how to maintain mutual trust while
  reducing people

8
Implementing the TPS
Implementing the TPS
All activities must support the goal of
shortening the time it takes to convert customer
orders into deliveries. Toyota Motor
Corporation, 1992

• Apply axiomatic design to create the basic
  factory system

Manufacturing as a Competitive Weapon
(Hit any key/left mouse button to continue)
A TPS Glossary
9
Hot Button Excursions
Implementing the TPS
All activities must support the goal of
shortening the time it takes to convert customer
orders into deliveries. Toyota Motor
Corporation, 1992
Design The Manufacturing System
Strive For Perfection

• Institute kaizen institutionalize 5Ss
  throughout organization
• Transfer ownership of all processes to work force
• Push lean down to suppliers
• Integrate product development
• Reduce people at all levels in the organization

• Create a sense of urgency

• Identify the customer base and product range
• Identify takt time its range
• Apply axiomatic design principles to create the
  basic factory system

• Throughout the enterprise, sell lean/TPS as the
  solution

• Transfer ownership of all processes to work force

• Apply axiomatic design to create the basic
  factory system

• Resolve how to maintain mutual trust while
  reducing people

• Integrate product development

• Eliminate non-essential infrastructure and layers
  above the factory floor

Manufacturing as a Competitive Weapon
jump
Hot buttons
A TPS Glossary
10
Epilogue
We strive continuously to find and implement ways
to shorten that (order-to-delivery) sequence and
to make it flow even more smoothly.
A smooth flow of production and continuing
improvements can support tremendous gains in
productivity and product quality.
Toyota Motor Corporation
Success in war depends on the golden rules of
war Speed, simplicity, and boldness.
Patton
11
Epilogue
We strive continuously to find and implement ways
to shorten that (order-to-delivery) sequence and
to make it flow even more smoothly.
A smooth flow of production and continuing
improvements can support tremendous gains in
productivity and product quality.
Toyota Motor Corporation
Success in war depends on the golden rules of
war Speed, simplicity, and boldness.
Patton
12
The End
Shorter Simpler Smoother
Foundations
Zen and the TPS
A TPS Glossary
The Toyota Production System follows The Tao
(The Way), the ancient Eastern concept of
harmony, flow, and power
Home