Through continuous improvement and the relentless pursuit of lean manufacturing processes, Toyota Motor Corporation has become the world’s largest automaker. But as the industry evolves toward electric vehicles, the company is having to reimagine its production strategy by combining cutting-edge technology with old-school lean thinking.
various manufacturing This technology is being developed at the Motomachi, Akechi, and Teiho factories in Japan. Toyota plans to introduce new technologies such as Gigacast modules, self-propelled assembly lines, and digital twin technology to remain competitive in the rapidly evolving automotive industry.
The company recently held a workshop entitled “Changing the Future of Automotive Manufacturing,” outlining how the company plans to implement more human-centered manufacturing along with Industry 4.0 technologies.
This new strategy is rooted in the fundamental principles of the Toyota Production System (TPS), which includes a willingness to do things “for the benefit of someone other than yourself” and a “human-centered” approach to manufacturing.
“At Toyota, we think as follows.manufacturing teeth Developing people(Creating things means nurturing people),” said Kazuaki Shingo, head of production. “Our philosophy of “doing our best for people,” wisdom and ingenuity, advanced technology and skills, and the development of human resources equipped with these are our field strengths and the foundation of our company.” manufacturing.
“Even as technology advances and robots become more integrated into the production process, it is people with knowledge of the Toyota Production System who can come up with further improvements,” explains Shingo. “Aiming for better manufacturing, [we believe] Aiming for further progress and evolution, it is important to develop human resources based on TPS and pass on the skills of experts to the next generation. manufacturing.
“As we continue to run the cycle of continually challenging ourselves to shorten lead times through daily improvements, our on-site ability to respond to evolving customer needs and changing times supports our competitiveness and the production system of more than 10 companies. “There are millions of cars on the road each year,” Shingo points out.
According to Shingo, Toyota’s manufacturing We continue to evolve through the fusion of inherited technology and digital tools. “Use to cut the process in half” [our] By fusing skills and digital/innovative technology, we remove the barriers between development and production, rapidly provide new mobility, and work to solve problems at the core of society. manufacturing, Things like factory carbon neutrality and logistics,” he explains.
New era thinking
Several lean manufacturing experts familiar with Toyota’s production philosophy recently weighed in on Shingo’s remarks. They believe this new initiative represents the next generation version of his TPS, designed for the era of digital manufacturing and electric vehicles.
“One of the most notable aspects of Toyota’s approach is the seamless interaction between humans and robots in automation,” said Lando Nishida, Managing Director of Headquarters Associates. “The balance between human expertise and technological innovation is truly unique.
“At Toyota factories, for example, operators don’t just supervise robots; they actively participate in employee training and foster a culture of continuous improvement for both humans and machines. ” explains Mr. Nishida, who leads the digital initiative at the headquarters. “This underscores Toyota’s commitment to achieving the highest quality standards and is a testament to the commitment and commitment of our entire team.
“Compared to other companies, Toyota differentiates itself by effectively blending human skills and cutting-edge technology,” Nishida points out. “This approach not only results in a high-quality product, but also provides the flexibility needed to quickly adapt to market changes. It is a production model that combines the best of both worlds, Experience and technological advances work together to create truly outstanding products.
“Toyota offers valuable lessons for all of us, regardless of the industry we work in,” Nishida asserts. “It is a reminder that the key to success lies in the ability to effectively blend human capabilities and technology.”
“Working at Toyota in the mid-1980s was very similar to working at Toyota 20 or 30 years later,” adds Sammy Obara, senior partner at Headquarters Associates. “It always felt like there were big changes, but they were all the result of a lot of constant and continuous improvement.
“The last time I was there was in 2022, and I felt a big difference,” says Obara, who spent three years studying lean manufacturing principles in Toyota City and another 10 years applying them to Toyota assembly plants in Brazil, Venezuela, and the United States. he says. “I’ve still seen countless improvements across all processes, and many of them were simple; they weren’t implementations packed with sophisticated, robust technology.
“But this time, we saw a significant increase in the use of flat screens, replacing the old manually updated management boards,” Obara recalls. “I saw drones being used for maintenance work and some meetings being conducted via video, even between people in the same building.
“What caught my attention the most was seeing a famous person. local goods (Actual locations, actual facts) are now done through video,” Obara points out. “Toyota engineers” [designed a] A vest for holding cameras so those in remote locations don’t have to go to the scene to see everything.
“Needless to say, local goods These are the core practices that form the basis of the Toyota Way,” says Mr. Obara. “The lesson is that you have to go and see it with your own eyes. [During my recent visit]Toyota felt it was rapidly catching up to many of the technologies its competitors had been using for years.
“But they did so only after they were convinced that the new technology would accomplish their overall objective,” Obara points out. “It’s as if we want to make sure that we don’t lose our roots as we leverage technology.”
new tools and technology
Toyota’s next-generation EV will be built on a new modular structure in which the body is divided into three sections: front, center, and rear (Tesla outlined a similar assembly concept earlier this year). The center section houses a solid-state battery, which allows faster charging and longer charging distances than traditional batteries.
The new modular construction divides the underbody, including the front frame and cabin floor, into three sections, each fitted with its own parts.
According to Shingo, this approach increases production efficiency by eliminating the need for operators to climb inside the vehicle during assembly. “This new vehicle structure allows parts such as seats to be installed before the roof and side panels are installed, simplifying the design and operation of equipment such as robots,” he explains.
Gigacasting is one of the new production technologies that makes these modular structures possible. Currently, the rear section of the Toyota bZ4X EV is made from 86 sheet metal parts and 33 stamping steps.
“If we use integrated molding with aluminum die-casting, we can create a single part in a single process,” Shingo claims. “This approach aims to reduce both cost and weight and increase productivity over traditional models.”
The process begins by injecting molten aluminum alloy into a mold at high speed and pressure. In a matter of seconds, the material is cooled from 700 degrees Celsius to 250 degrees Celsius, solidifying, and then the mold is opened to remove the integrated cast part.
To explore applications for Gigacasting in mass production, Toyota engineers focused on improving productivity by reducing two types of waste: downtime during mold changes and defects or rework.
“A typical setup changeover takes 24 hours and requires a large crane, but Giga Casting molds weigh more than 100 tons, so there is even more time lost,” says Shingo. “[Our new] In the Gigacasting approach, molds are divided into two types: general-purpose molds that remain attached to the machine, and specialized molds that have different shapes for each vehicle model. When replacing, only the small special mold is automatically removed from the general purpose mold. ”
Toyota aims to shorten lead times to 20 minutes or less through just-in-time mold replacement, which replaces only what is needed, when it is needed, and in the amount needed.
“This automation of mold division and attachment/detachment is the culmination of many years of in-house improvements to everything from mold design to production and maintenance,” Shingo explains. “When the mold expands and contracts due to the heat during casting, the positions of the general-purpose parts and special parts may shift, making it impossible to release them from the mold. The necessary clearance is maintained by the skill of the mold craftsman.”
The second type of waste comes from defects and rework. To analyze Gigacasting, Toyota engineers used proprietary simulation software that leverages expertise accumulated in mass production of engine blocks and other components. Takumi Craftsmanship is also digitized and incorporated into parameters and calculation methods to produce high-quality parts.
“While there is a strong tendency to use commercially available equipment, with in-house development, [us] You may need to add parameters or change the calculation method,” Shingo points out. “Building high quality into machines reduces the number of defects.
“With the skills of experts who are well-versed in casting, and the reduction of waste and lead time through TPS, [our] manufacturing We will continue to improve and evolve,” says Shingo.
Toyota engineers have also developed a “self-driving assembly line” that allows vehicles to move between workstations under their own power.
“For a vehicle to run independently, it only requires at least three modular components: a battery, a motor, tires and a wireless terminal,” Shingo claims. “Such a setup eliminates the need for conveyors from the assembly line, allowing for a more flexible factory layout. This reduces the multi-year lead time required to prepare for mass production and reduces the required factory investment. will be reduced.
“This self-propelled assembly line utilizes vehicle control and sensor technology. [we have] This is a technology cultivated through the development of autonomous driving,” says Shingo. “camera [and lidar sensors installed] It tracks vehicles throughout the factory and keeps them moving along a set route at 0.22 miles per hour. ”
At the Motomachi Assembly Plant, Toyota’s most flexible factory, a simplified line concept using unmanned transport is already being trialled in part of the welding process for the Noah and Voxy.
Toyota engineers are also using digital twin technology to design interactive production processes that increase productivity and efficiency. The goal is to improve factories and equipment through interactive front-line improvements that are digitally enhanced before being fed back to the factory floor.
“Before it falls into human hands, [operators]New production equipment typically goes through a design, part fabrication, and assembly process,” says Shingo. “However, the drawings created at the design stage may contain parts with shapes that cannot be machined.
“Even after adjustment, the equipment may not work properly or people at the production site may find it difficult to use,” Shingo explains. “Much of the manufacturing lead time is spent dealing with issues like this, resulting in waste due to defects and rework.
“To deal with this, [our new] The current process uses 3D drawings and involves workers in the later stages of production, who see the drawings as they are being created and share the expertise that goes into the design,” said Shingo. states.
“[We are] We transform the way people work through a holistic approach that encompasses the entire equipment manufacturing process,” says Shingo. “As part of reducing lead time, [we are] By bringing jobs forward and synchronizing them, we aim to eliminate rework. ”
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