The Toyota Production System kanban system strongly supports the production of 10 million cars worldwide
Toyota Systems is responsible for the development, kaizen, operation and maintenance of the kanban system, used at Toyota plants around the world. This system supports the workplaces worldwide that produce 10 million cars annually based on the Toyota Production System.
High level technological capabilities, response capabilities and teamwork are required to ensure stable operations.
We are proud to be able to support the Toyota production through these activities, and we continue our improvement efforts to achieve even better manufacturing.
What is the Kanban System?
Toyota Motor Corporation produces automobiles under the “Toyota Production System,” one of its key concepts is “Just-In-Time.” This concept means making and delivering what is needed, just when it is needed, and just in the amount needed. We use Kanban as a tool to implement this.
The “Kanban” specifies which parts, where, when, and how many pieces will be used. At the factory, kanban information is communicated to parts manufacturers as required, according to the daily production conditions. When the parts manufacturer receives this information, it delivers exactly the required amount of parts. This process prevents excess production at the parts manufacturer and enables production activities where the necessary number of vehicles are reliably produced on time without waste.
The digitized version of this system is the Kanban system. For more than 20 years since its establishment, we have continued to evolve it as we strive for more efficient and advanced mechanisms.
What Toyota Systems does to support global systems
Toyota Systems is in charge of the kanban systems used at Toyota plants around the world. In addition to promoting the kaizen and optimization of this system in close cooperation with Toyota Motor Corporation, our role is to respond to the inquiries and problems from plants in Japan and overseas 24 hours a day, 365 days a year.
The kanban system has been in use worldwide for decades, and we continue to make small kaizen every year. These enhancements not only increase convenience for users but also reduce labor hours to improve efficiency. Furthermore, potential problems are prevented by minimizing human errors through the system. We are committed to daily maintenance and ongoing kaizen aimed at optimizing the entire workflow.
As a recent example, we developed a new function that enables the system to verify data accuracy during input, aiming to minimize human errors when plant staff manually enter data. By preventing input mistakes in advance, unnecessary troubles on the production floor are reduced, ultimately contributes to smoother and more accurate manufacturing. This function has been highly praised by many users. In addition to helping improve the reliability and efficiency of operations, it also reduces the burden on workers and enhances overall productivity. We believe that this ultimately leads to the delivery of higher-quality products. While our primary responsibility is the system, we constantly keep manufacturing sites in mind as we operate and maintenace system.
Gathering global user feedback to build a smarter, more efficient system
Parts Procurement Systems Division
eKanban Systems Group
Assistant Manager
Tomonori Yamauchi
I belong to the Parts Procurement Systems Department and have been in charge of the Kanban System and other parts arrangement-related systems since I joined the company in 2007. Currently, I am part of the overseas team for Kanban system, serving as both leader of operation and maintenance as well as the leader of system improvements.
For system like this, it is most important that it can be used reliably and seamlessly every day without any issues. This “reliable” operation is supported by our daily operation and maintenance efforts. I take great pride in being able to contribute to the vast business of the Toyota Group through this work.
Also, I have a lot of opportunities to communicate directly with users around the world, including those at overseas plants. Many of the kaizen we make are inspired by the feedback we receive from these users and also from our team members. I want to continue gathering kaizen ideas that leverage each team member’s expertise and use them to help the system grow and evolve further, and I’m committed to keep challenging myself toward that goal.
Keeping a strong system foundation, Embracing modern evolution
This system is indispensable to the car production process. Even if just one part is missing among countless components, the car cannot be completed. Being involved in such a massive system that supports Toyota’s production of 10 million cars carries a great sense of responsibility. At the same time, it is highly rewarding because we are closely connected to the production site, which gives me a strong sense of accomplishment.
At our company, we are always working on developing and maintaining various systems that incorporates the latest technologies and methodologies. These development cases are actively and regularly shared within the company, allowing us to gain new insights and ideas for kaizen from our colleagues’ experiences.
The Kanban system has a long history as a core part of the Toyota Production System. While maintaining a solid system platform, I believe it’s important to keep evolving it to meet the demands of the times by actively incorporating new technologies going forward.
Supporting Toyota Production System through layered expertise and new technologies
We are involved in the operation and maintenance in a position where we are able to listen to the opinions of the users directly. By quickly reflecting on-site insights and points for kaizen, we aim to nurture the system into the best possible tool for the field. We want to leverage over 20 years of accumulated experience in handling and improving the system to achieve this.
The system has steadily evolved and become more refined as a result of us continuing to repeat the kaizen. At the same time, our team’s skills improve as well. I believe that the knowledge and technologies that will continue to be accumulated at Toyota Systems, togeter with the experience of our team members, will lead to building stronger and more reliable systems. I also believe that creating a positive cycle where both the system and team members can continue to grow is our team’s true goal and greatest strength.
