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Truck Operating System (TOS)
Truck Operating System
TOSCommercial Vehicles Division
Truck Operating System
System Description
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Preamble
DCPS, the DaimlerChrysler Production System, describes the basic structure of the production
organisation for all DaimlerChrysler commercial vehicle sites.
At Daimler Benz before the merger with Chrysler we used a number of operating systems, and atChrysler we used the Operating Principles. We have compared the systems as part of the
integration effort and found that the basic elements were the same. We then linked the best parts
from each system to create our new system. As we started from a common base there were not
many changes necessary compared with the already known systems, principles and methods.
Our Production System is the synthesis of principles and methods which we use to manufacture
our products - particularly products for automobile production. Although our common
DaimlerChrysler Production System will help us to work as a corporation, the current operating
principles and methods will also be influenced by local conditions, cultures and agreements at our
production sites around the world. In this handbook our particular conditions relevant to theproducts and sites have been considered. This interplay of principles and methods impacts the
resulting work safety, quality, delivery, costs and staff issues.
The DaimlerChrysler Production System creates standardized processes to assure smooth
production and quality of products and reduce staff work stress. By being involved, employees
have a direct impact on the design of their Production System, the performance required of them
and continuous improvement. Standards can be worked out specific for each site. The sites
compile implementation plans with priorities depending on the current situation. Our Production
System thus provides the framework for the implementation and further development of successful
methods. Through consistent implementation of the principles of the DaimlerChrysler Production
System the competitiveness of the corporation and the working situation of the staff will be further
improved.
We view the high qualifications of our staff as an advantage and an indispensable condition for
quality and flexibility. The production work is therefore structured by DaimlerChrysler Production
System in such a way that it is attractive to skilled staff and allows them to use their qualifications.
The plant fulfil the conditions by offering job training and additional courses. Comprehensive tasks,
where appropriate and economically feasible, help make jobs more attractive and remuneration
better, both now and in the future.
Truck Operating System
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In the course of implementing the DaimlerChrysler Production System , suitable instruments for
controlling and evaluating the implementation were developed. These measures will be useful to the
further development of DaimlerChrysler Production System .
The implementation of DaimlerChrysler Production System is part of DaimlerChrysler corporate vision
and policy.
DaimlerChrysler Production System
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DaimlerChrysler Production System
Vereinbarung
Wir vereinbaren, das DaimlerChrysler Produktionssystem zu implementieren und zu betreiben.
Wir führen alle notwendigen Aktivitäten durch, um die erfolgreiche Implementierung abzusichern.
We commit to implementing and operating the DaimlerChrysler Production System. We will
undertake all necessary activities to ensure the successful implementation.
Dr. Bartke Diez
Hebe Dr. Maier
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Contents overview
A Truck Operating System
B Subsystems
C Operating Principles and Tools
D List of Abbreviations
E Imprint
F Attachments
6
12
28
95
96
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Truck Operating System (TOS)
A Truck Operating System
System
Definition
7
8
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Truck Operating System
C l a r i t y o f T a s k s a n d R o
l e s
L e a d e r s h i p
E m p l o y e e I n v o l v e m e n t a n d D e
v e l o p m e n t
W o r k G o u p O r g f a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d E n v i r o n m e n t a l
A w a r e n e s s
S t a n d a r d i z e d
M e t h o d s a n d P r o c e d u
r e s
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
P r o d u c t i o n S m o o t h i n
g
C o n t i n u o u s f l o w P r o c e s
s i n g
C u s t o m e r D e m a n d R a
t e
W a s t e E l i m i n a t i o n
Just in Time Continuous
Improvement
Quality
Focus and
Robust Processes
and Products
Standardi-
zation
Human
Infrastructure
C u s t o m e r s F o c u s
( I n t e r n a l a n d E x t e r n a
l )
R o b u s t P r o c e s s / P r o d u c t s a n d p r e v .
Q u a l i t y A s s .
Q u i c k I s s u e D e t e c t i o n
a n d
C o r r e c t i o n
1.1.1
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.1.7
1.1.8
1.1.9
1.1.10
1.1.11
1.1.12
1.2.1
1.2.2
1.2.3
1.3.1
1.3.2
1.3.3
1.3.4
1.3.5
1.3.6
1.4.1
1.4.2
1.4.3
1.4.4
1.4.5
1.4.6
1.4.7
1.4.8
1.5.1
1.5.2
1.5.3
1.5.4
1.5.5
2.1.1
2.1.2
2.1.3
2.1.4
2.1.5
2.1.6
2.1.7
2.1.8
2.2.1
2.2.2
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.1.6
3.1.7
3.1.8
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.2.6
3.2.7
3.2.8
3.2.9
3.2.10
3.2.11
3.2.12
3.3.1
3.3.2
3.3.3
3.3.4
4.1.1
4.1.2
4.2.1
4.2.2
4.2.3
4.2.4
4.3.1
4.3.2
4.3.3
4.3.4
4.3.5
4.3.6
4.4.1
4.4.2
5.1.1
5.1.2
5.1.3
5.1.4
5.1.5
5.1.6
5.1.7
5.1.8
5.1.9
5.1.10
12 15 21 29 34 42 44 52 64 68 70 74 80 82 93
S u b s y s t e m s
O p e r a t i n g P r i n c i p l e s
T o o l s
R e s u l t s
Safety, Quality, Delivery, Cost, Morale (S, Q, D, C, M)
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Truck Operating System
What is the new Truck Operating System?
Definition:
The Truck Operating System is an integrated model of how processes should be designed,
implemented and sustained within Daimler manufacturing. The Production System describes how
we will produce automobiles and parts, and how we will run the day-to-day business.
Description:
The description of this model as a model is deliberate. Models are highly integrated - the individual
elements or principles cannot function on their own, and the resulting model is one that is greater
than the sum of its individual elements.
Our Production System consists of five subsystems, fifteen operating principles, and multiple
tools. The remainder of this booklet will describe these elements in detail.
STANDARDIZATION
HUMAN INFRASTRUCTURE
QUALITY FOCUS AND
ROBUST PROCESSES
AND PRODUCTS
WA S T E
J U S T
I N
T I M E
C O N T. I M
P R O V E M
E N T
SHOP
FLOOR
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Why implement a Production System?
Today’s highly competitive global economy is characterized by companies which provide their
customers with high quality products at competitive prices with just in time delivery. High quality is
an attribute desired by all customers, but the marketplace is littered with companies who ignored
the cost of this quality. Customers also require competitively priced products. It’s often postulated
that speed is the true competitive edge in business today. But delivering poor quality or high cost
products faster than your competitors is simply ridiculous. Therefore, corporations that want to
enjoy long-term success must have the ability to provide the high quality products their
customers desire, at low cost, faster than the competition.
Corporations are more than buildings, equipment, and capital. What differentiates one corporationfrom another are the people. If a corporation attempts to deliver high quality products, at a low
cost, with a short lead-time, but ignores the development of its people, they won’t enjoy long-term
success. A successful enterprise needs to utilize the full potential and expertise of each and every
person. Poor working conditions and a lack of employee development and involvement indicate a
disrespect for human dignity. Only the utmost respect for all employees can be tolerated by an
organization focused on long-term growth and survival. Empowered employees working in a clean,
efficient, safe, and waste-free environment is an expression of this respect.
Who is involved in implementing the Production System?
The nature of change that the implementation of the Production System entails requires theinvolvement of everyone in the organization.
Where do we implement the Production System?
Although the Truck Operating System can and should be applied across many aspects and functions
within our company, the focus is shopfloor implementation. As raw material is converted into a
finished product, value is added on the shopfloor. This is where the implementation of the
Production System should begin and be focused. The shopfloor focus will yield an immediate return
on the investment of the time and effort applied by everyone.
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How do we implement a Production System?
Establishing flow (an element of just in time production) is where to begin. Problems become
apparent as a result of this implementation focus and will provide a roadmap to follow in implementing
the other subsystems and their respective tools and techniques. The resolution of these problems will
require the response of everyone in the organization (including advanced manufacturing) and a strong
commitment from the organization’s leadership to ensure success. A strategy of deploying the 5S’s
(should be launched early in the process) will then provide stabilization and set the stage for
standardization and continuous improvement.
The five Subsystems of the Truck Operating System
Human Infrastructure enables Daimler to operate a world classmanufacturing system. It defines our roles and organizational structure and
management, and it emphasizes the involvement of all employees in the
achievement of our company’s goals.
Standardization is a fundamental philosophy and practice that ensures that
a process is performed exactly in the same manner on all shifts with each
cycle. Each single standard represents at a given moment the best, simplest
and safest way to perform a task
Quality Focus is the effort of all employees to achieve zero defect products.Robust processes and products means to design products capable of
holding their tolerances and enable processes to obtain predictable, stable,
and in-control results.
Just-in-time is producing what the customer wants, in the amount they
want, when they want it, using only the required material, equipment, labor,
and space.
Continuous Improvement is a process for continuously finding improve-ments in our current standards through systematic analysis and development
of creative solutions to implement and strengthen the production system.
HumanInfrastructure
Standardization
Just-in-time
ContinuousImprovement
Quality Focus &Robust Processes
and Products
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For the corporation to succeed in the world economy our processes must be continuously
improved to ever higher levels of quality in both products and processes. To enable continuous
improvement waste must be eliminated.
The basis of continuous improvement is standards. Standardization assures that the gains made
through continuous improvement of the products and processes do not return to previous levels. As
processes are optimized through continuous improvement , the standards are accordingly adapted.
The power for the maintenance and improvement of a production system lies with its team oriented
human infrastructure. Operators, managers, and engineers work together to eliminate waste and
improve the process. The utmost respect for the time and effort of all employees in the system
requires an enlightened leadership style. A leadership style that is characterized by:
• the free sharing of information
• development of teamwork
• fostering creativity
• empowering employees
• setting and achieving goals• involving employees.
Truck Operating System
The center of the model is the Just- in-time subsystem. Within
manufacturing the focus of process
improvement should begin on the
shopfloor. Processes should be
designed to flow one piece at a
time, when the downstream process
issues a pull signal. The rate at
which production flows is based
upon the customer demand . Since
customer demand fluctuates, a
method to smooth or level the
demand over time is required for a
stable production environment.
STANDARDIZATION
HUMAN
INFRASTRUCTURE
QUALITY FOCUS AND
ROBUST PROCESSES
AND PRODUCTS
WA S T E
J U S T
I N
T I M E
C O N T. I M
P R O V E M
E N T
SHOPFLOOR
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Truck Operating System (TOS)
B Subsystems
Human Infrastructure
Standardization
Quality Focus and Robust Processes and Products
Just-In-Time
Continuous Improvement
13
16
19
21
24
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1. Human Infrastructure
What is Human Infrastructure?
Definition:
Human Infrastructure enables Daimler to operate a world class manufacturing system. It defines
the principles of our roles, organizational structure and the principles of leadership. It emphasizes
the involvement of all employees in the deployment and achievement of our company’s goals.
Description:
The skills, efforts and creativity of employees are channeled and supported by programs and
systems based on mutual trust and respect. These processes effectively link the technical and
human aspects of manufacturing, thereby enabling the involvement of the employees.
Why is Human Infrastructure important?
Structured approaches to each operating principle ensure consistent application of policies and
practices for all members of the company. This subsystem develops core competencies and defines
behaviors required to effectively implement the Production System. Human Infrastructure defines
our employees as the necessary and fundamental element of manufacturing.
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1. Human Infrastructure
How do you implement Human Infrastructure?
Operating principle relationship
The Human Infrastructure subsystem consists of five operating principles:
Leadership - We will lead the organization toward the achievement of goals through the
implementation of our operating principles and using our leadership tools. The supervisors,
particularly the Team Leaders, play a key role here.
Role Clarity - We will clearly define operation and system responsibilities for all levels of the
organization. The resulting job profiles have been worded in job descriptions
Employee Involvement and Development - The effort and ability of all our employees are valuable
resources. We will ensure that neither is wasted. We will promote joint activities between
employees, management and unions to achieve our goals. Employees should be developed through
training programs and increased involvement.
Work Group Organizational Structure - We should be organized utilizing a group structure
composed of individual teams that work together to accomplish defined tasks as a group. The aimis to constantly improve our competitiveness and thus secure jobs, and to improve the employees’
situation in manufacturing and the related areas wherever applicable.
Here we wish to draw attention to the integration of handicapped employees. The rulings on the
company agreements on teamwork at the individual sites will be taken into consideration.
Safe Work Practices and Environmental Awareness - Safety is a key operating principle and will
be emphasized at all times. The company and all employees operate with a sense of social
responsibility by conserving resources and protecting the environment.
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1. Human Infrastructure
Requirements – preconditions
Prerequisites for the success of the Human Infrastructure subsystem are open channels of
communication, flexibility and commitment between labor and management.
The Human Infrastructure subsystem is part of and reflects the culture of the society, the skills of
the workforce and the economic situation.
Linkages to other subsystems
Standardization provides the opportunity for increased role clarity
and ensured safe work practices, as well as the involvement of
operators and their further development.
Quality build in allows employees to raise the flag when abnormal
situations arise and contribute to their quick resolution.
JIT develops internal customer focus.
Continuous Improvement fosters employee involvement and
development and provides opportunities to implement creativesolutions and ideas.
HumanInfrastructure
Standardization
Quality Focus
and RobustProcesses and
Products
Just-in-time
Continuous
Improvement
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2. Standardization
What is Standardization?
Definition:
Standardization is a fundamental philosophy and practice that ensures that a process is performed
exactly in the same manner on all shifts with each cycle. Each single standard incorporates the best,
simplest and safest way - at that specific time - to perform a task.
Description:
Standardization should be implemented from a systemic point of view with respect to theintegration of manpower, methods, machining and material. The goal of standardization is to bring
repeatability to each (standardized) process. It is important that the standard and any deviation is
visually apparent. Standardization does not restrict the required manufacturing flexibility
Standardization provides a means to stabilize existing processes that are subjected to changes in
volume, manpower, product , etc. It also prevents a process slipping back to a previously inefficient
state. The aim is to encourage employee involvement and creativity which provides the basis for
continuous improvement. The nature of standards is not that they are fixed forever but enhanced
continuously by improvements - providing a opportunity to involve all team members in the processof standardization.
Why do Standardization?
Within the Truck Operating System, the subsystem of standardization ensures that each process
contributes to the production of our products in a way that is safe, efficient, and predictable in
quality. It also ensures that from the start quality is built into the process for all activities in the
organization.
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2. Standardization
How do you do Standardization?
Operating principle relationship
The Standardization subsystem consists of two operating principles:
Standardized Methods and Procedures - Each process is standardized to ensure a safe operation,
reduce process variability, ensure quality and form the basis for continuous improvement.
Visual Techniques - The manufacturing processes are organized so that everyone can tell at a
glance if production activities are proceeding normally. Any abnormalities are visually apparent.
Supported by a 5S system and process (Sift, Sort, Sanitize, Sweep, Sustain). All steps should be
continually repeated and improved.
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Truck Operating System (TOS)
2. Standardization
Requirements – preconditions
• A well organized work place that promotes the repeatability of work.
• Work instruction format that is easily understood and designed to capture and display major steps
and key points related to operator safety, product quality, and process efficiency.
• Two way communication between process engineers and process operators.
• The standards are optimized primarily by the employees themselves; in the case of expert
activities employee involvement is assured.
Linkages to other subsystems
The development of Standardized Work Instructions provides the opportunity for
meaningful involvement and development of employees.
Standardization provides a starting point in effectively solving problems related
to the capability of a process.
Ensures the predictable material usage and production required to implement
JIT.
Serves as the basis for Continuous Improvement, as non-standardized processescan include unknown discrepancies which can nullify an improvement.
HumanInfrastructure
Standardization
Quality Focus
and Robust
Processes and
Products
Just-in-time
ContinuousImprovement
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3. Quality Focus and Robust Processes and Products
What is Quality Focus and Robust Processes and Products?
Definition:
Quality Focus is the effort of all employees to achieve zero defect products and performances.
Robust processes and products means to design products capable of holding their tolerances and
enable processes to obtain predictable, stable, and in-control results.
Description:
In order to effectively meet the requirements of our customers, a quality focus mindset (from allemployees) and robust processes and products are required. This subsystem must provide built-in
quality the first time. Therefore preventive action is taken (i.e. Process-FMEA) and equipment is kept
capable by application of Total Productive Maintenance (TPM). Quality-Stop ensures that no defects
are passed on.
Why is Quality Focus and Robust Processes and Products important?
This subsystem helps to ensure and improve product and process quality. Workers are heavily
involved in their role of best specialists for their respective task and equipment – this strengthens
morale. No defective part is released into the next process. Second, reliable processes are necessary
to have a material flow without excessive buffers.
•Through the use of tools that ensure quality is built in the first time
•Install TPM to achieve robust processes with equipment
•Process audits to regularly confirm the level of process capability•Through the systematic implementation of a Quality Management System, In US: MQAS, QS
9000, ISO 9000; In Germany: VDA 6, QS 9000, ISO 9000
•Implementation and application of quality feedback loops to systematically catch defects at the
source and then drive them out of the system (e.g. using Q-stop)
How is Quality Focus and Robust Processes and Products implemented?
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3. Quality Focus and Robust Processes and Products
Operating principle relationship
Three operating principles support the subsystem:
Quick Issue Detection & Correction – We will quickly determine abnormalities and respond with
effective analysis and countermeasures.
Robust Processes/Products & Preventive Quality Assurance – The manufacturing Process and
products are designed and maintained in a way that ensures first time capability and reliably
produces high quality products.
Customer Focus (Internal & External) – Each process is designed and each job is performed with
an obligation of delivering the highest quality product (zero defect) to the next process.
Requirements – preconditions
Standardization is a precondition for all operations / processes. Good design for manufacturability
(e.g. error proofing) supports this subsystem.
Linkages to other subsystems
Quality targets are best communicated through the use of policy deployment
A key result of Standardization is repeatability and reduced process variation.
Just in Time is supported by the predictability and stability of robust processes.
The ever increasing drive to provide customers with superior quality products is
supported by implementation of a Continuous Improvement mentality.
HumanInfrastructure
Standardization
Quality Focus
and Robust
Processes and
Products
Just-in-time
ContinuousImprovement
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4. Just In Time (JIT)
What is Just-in-time?
Definition:
Just-in-time is producing what the customer wants, in the amount they want, when they want it, using
only the required material, equipment, labor, and space.
Description:
JIT is basically an information and material flow concept based on self-steering chains (flow layout,
pull concept). Its aim is processes which are as simple and efficient as possible, customer-focused
manufacture, a minimum of stocks and short lead-times.
The resulting lean system contains no slack (e.g. buffer stocks, unnecessary machinery, excess staffetc.) as a traditional process does. At the same time it provides the necessary flexibility and scope
for development to accommodate short-term and long-term adjustments.
Product development (e.g. design to assembly, building brick concept, late variant option) and
manufacturing planning (basic layout of manufacturing process incl. innovations) are the basis for the
success of Just-in-time. In the plant this process of continual improvement supports the stabilization
of the concept and further improvements.
Why do Just-in-time?
JIT is a fundamental subsystem in the overall Production System. It directly supports the goals of the
Production System to supply the highest quality product at the lowest cost with the shortest lead-
time through the elimination of waste.
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Truck Operating System (TOS)
4. Just In Time (JIT)
How do you do Just-in-time?
Operating principle relationship
The JIT subsystem consists of four operating principles:
Production Smoothing: Product volume and variation are balanced to ensure a smooth flow of
production and to enable a pull production system and efficient flow of material.
Pull Production: Each production process produces based on the demand from the next process.
The movement of material is controlled by the signal from the customer. This also means that all
processes have to be stabilized promptly, e.g. by consistently dealing with errors.
Continuous Flow Processing: The production process is organized so it flows continuously at a
constant rate from beginning to finished process. The optimal flow is one piece at a time. Where lot
production is required the smallest lot possible should be used.
Customer Demand Rate: Build rates and line speeds are based on customer demand. Each process
is designed so that the process cycle time corresponds to the takt time.
Requirements – preconditions
JIT depends in the broadest sense on the required technical, process and social components to
achieve the efficient functioning of the manufacturing system. These include:
• Team layout and multi-product manufacture; staff who can work flexibly, with a correspondingly
wide range of work skills.
• Methods of reducing die change time when manufacturing small lots
• Smoothing the demand over all the work stations.
• Managing the quality of products and process to ensure process assurance.
• Visual information and steering systems
• Assuring high availability by means of TPM (Total Productive Maintenance)
• Standardization
• Consistent removal of hindrances.
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It is essential to assure that knowing about problems means changing the processes. This
presupposes a climate where criticism is tolerated and there is willingness to learn and take risks
in expressing and implementing new ideas. A precondition is clear acceptance by the supervisors
and “living” this culture.
Just-in-time can only be successfully implemented if the adjacent areas along the process chain
can implement the subsystems of the manufacturing concept in an analog and agreed way.
Linkages to other subsystems
The right skills, flexibility and willingness on the part of employees enable
fleible and accurate manufacture necessary for JIT. All staff are committed to
pass on only defect-free parts to the next process.
Production requirements must be stabilized and standardized before just in
time can be used effectively.
Error-free production, stable processes, quick elimination of defects and the
commitment of the staff to pass only defect-free parts to the following process
are the basic requirements for successful JIT.
JIT directly affects and is affected by the Continuous Improvement subsystem.
The implementation of JIT eliminates waste in all its forms (i.e. 7 waste
reduction, particularly the waste of over-production).
HumanInfrastructure
Standardization
Quality Focus
and Robust
Processes and
Products
ContinuousImprovement
Just-in-time
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5. Continuous Improvement (CI)
What is Continuous Improvement?
Definition:
Continuous Improvement is the process of continuously finding improvements in our current
standards - by the employees too - to improve our efficiency and our work situation. This is achieved
by systematic analysis and development of creative solutions to implement and strengthen the
Production System.
Description
The goal of continuous improvement is to recognize and reduce or eliminate non-valued added
activity, reduce process lead-time, eliminate waste, and enhance the working environment of all
employees (e.g. ergonomics, safety, involvement ..). Waste is defined as anything more than the
absolute minimum amount of equipment, materials, space, time, processing, and staffing needed to
add value to the product. Continuous Improvement aims at more intelligent rather than harder work.
Continuous improvement focuses on the elimination of (7) primary wastes associated with
manufacturing:
• Over production
• Product defects, rework
• Inventory
• Transportation
• Processing
• Motion
• Waiting
Continuous improvement requires the involvement and support of all employees. C.I. is a culture and
not simply a tool or program to be administered occasionally.
To secure this culture certain conditions must be fulfilled (e.g. participation time for employees,
adequate competence, skills and support). In the case of conflicting targets the aim should be to
seek solutions which are as harmonious as possible. The supervisors are responsible for putting the
developed steps into practice.
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Truck Operating System (TOS)
5. Continuous Improvement (CI)
Why do Continuous Improvement?
As the transportation industry continues to become a more competitive global market, those
companies that survive will be the companies that continually improve. Therefore it is essential that
continuous improvement become a part of our culture in order to be the premier transportation
company in the world.
Continuous improvement offers a fundamental approach to staying competitive and fostering a
learning organization flexible enough to adapt to changing customer demands.
Every individual at every level of the organization has a role in continuous improvement. C.I. must be
integrated and systematic in order to be sustained. This means that everyone has ownership and
responsibility for continuous improvement.
How do you practice Continuous Improvement?
C.I. workshop is built on three pillars:
1) CI done by the workforce
2) CI done by experts and supervisory staff,3) individual participation in implementing the remaining solutions, e.g. suggestions and assessment
of standard work methods. These interact and complement each other.
Continuous improvement workshops can serve as a platform to introduce and implement continuous
improvement activity. Action-oriented workshops provide hands-on training and understanding of the
dramatic improvements that can be realized within a relatively short time period. A continuous
improvement workshop consists of a cross-functional team including management, direct and indirect
employees and other experts where required. C.I. workshops should be conducted by experienced
facilitators who can coach a team to realize high level improvements.
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Truck Operating System (TOS)
5. Continuous Improvement (CI)
The C.I. workshop is a (3) phase tool:
1) workshop preparation (i.e. involving the workforce)
2) conducting the workshop,
3) workshop follow-up (i.e. implementation of remaining solutions).
The use of internal and external experts is done in accordance with work-oriented goals. The advisers
support the groups and train the workforce methodically for the long-term continuation of the
improvement processes within the workforce-supported CI process. Suggestions made by employees
are given consideration.
Operating principle relationship
The continuous improvement subsystem consists of one operating principle:
Waste Elimination: We improve Safety, Quality, Delivery, Costs, and Morale and increase profit by
continuously eliminating waste and reducing manufacturing leadtimes.
Requirements – preconditions
Continuous improvement can only occur if it starts at the top and is actively supported by leadershipand all functional departments in the organization. Resources to implement continuous improvement
ideas must be made available.
The supervisors take up useable suggestions by the workforce and support their development into
applicable improvement suggestions. The employees are rewarded with a financial bonus for
suggestions implemented.
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Truck Operating System (TOS)
5. Continuous Improvement (CI)
Linkages to other subsystems
HI is a basic requirement for a learning organization using CI for lasting
success. The level of success for continuous improvement activity is strongly
tied to the level of employee involvement, development, role clarity and
leadership practices that we incorporate within our corporate human
infrastructure strategies.
Standardization is the foundation upon which improvements are built. It
provides a “base line” from which to identify problems more easily and to see
precisely how any change in equipment or manpower helps or hinders the
efficiency of the work process.
The concept of continuous improvement means we continuously improve the
robustness of our processes and products. Additionally, processes must be
stable before continuous improvement can take place or be sustained.
Just-in-time helps bring problems to the surface and allows to focus our
continuous improvement energy.
HumanInfrastructure
Standardization
Quality Focus
and Robust
Processes and
Products
Just-in-time
ContinuousImprovement
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Truck Operating System (TOS)
Human Infrastructure
− Leadershop
− Role Clarity
− Employee Development and Involvement
− Work Group Organizational Structure
− Safe Work Practices and Environmental Awareness
Standardization
− Standardized Methods and Procedures
− Visual Techniques / 5S
Quality and Robust Processes and Products
− Quick Issue Detection and Correction
− Robust Processes / Products and Preventive Quality Assurance
− Customer Focus (internal and external)
Just-In-Time
− Production smoothing
− Pull Production
− Continuous Flow Processes
− Customer Demand Rate
Continuous Improvement
− Waste Elimination
C Operating Principles and Tools
29
36
38
44
51
55
60
62
67
74
77
79
82
86
88
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Truck Operating System (TOS)
We will lead the organization toward the achievement of goals through the implementation of our
operating principles and using our leadership tools. Here supervisors, particularly team leaders, playa key role
• 2 way communication at all levels (incl. feedback)
• Policy deployment as a tool to manage the business and promote staff
• Clear mission (= clearly expressed) tasks and expectations of supervisors
• Follow up / audit procedure
• Prioritize employee development and involvement
• Focus on improvement (not maintaining)
Tools listed in this model are:
• Policy Deployment
• Employee Feedback
• Employee Opinion Surveys
• Employee Recognition
• Appraisal System
• Checklists and Monitoring
• TOS assessment by management (division audit)
• Standardized Communication Channels
• Team Development Activities• Management Assessment System
• Promotion and Support of Management
• Attendance Improvement Program
Tools
Human Infrastructure StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n
d
E n v i r o n m e n t a l A w a r e n e
s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e
s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a
n c e
Human InfrastructureHuman Infrastructure
Leadership
Subsystem:
Human Infrastructure
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Truck Operating System (TOS)
1.1.1.
C a s c a d e o f t a r g e t s
P e r i o d i c f e e d b a c k s e s s i o n s
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Policy
Deployment• Systematic approach to ensure
commitment to the annual
objectives of the company at all
levels
• Oriented to the most strategic
goals and critical successful
factors of his area (idea of value
based management)
• Targets are broken down from
corporate level to division to
plant to area to groups, teams,
etc.
• Goals must be accepted by
both sides
• Achievement of goals reviewed
several times per year allowing
for active feedback loops
(minimum is quarterly)
• Should be visualized onshopfloor together with quality
agreements
• It should be possible for Group
Leaders and groups to agree on
additional goals
• The rules and agreements
applicable to each staff level
must be followed
• Promotes involvement at all
levels of the organization
(business goals, objectives
and targets are shared with
all employees)
• Improves identification with
own work area and
consciousness of business
interests
• Promotes ownership and
commitment to company
success
• Promotes responsibility
and accountability for
meeting objectives
• Aligns organization
objectives with corporate
strategic vision
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Truck Operating System (TOS)
1.1.3.
1.1.2.
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Employee
Feedback• Supervisors/managers receive
structured feedback from their
group/team/team members on a
yearly basis
• Participation by submitters is
voluntary. Feedback content is
confidential
• Methodical support demands
uniform implementation and
uniform quality standards of the
feedback (where required)
• The staff feedback should point
the direction for further
development
• Promotes open and
transparent relationships
• Provides an opportunity for
improvement
• Results in meaningful
feedback
• Establishes performance
expectations fromemployees to supervisors
Employee
Opinion
Surveys
• The surveys are carried out
regularly
• Opinion survey is anonymous• Company, department, and group
results are shared at feedback
meetings facilitated by the
supervisor
• Communication should be
constructive and understandable
to all employees
• Where necessary the meetings
should be used to initiate new
areas of activity and be backed up
by action and time schedules
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Truck Operating System (TOS)
1.1.5.
1.1.4.
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Employee
Recognition• Supervisor recognizes the good
performance of an employee
• Recognition should be specific and
timely
• Appropriate recognition may be:
Positive feedback
Job rotation (for further staff
development)
Incentives
• Recognition may be verbal or written,
verbal is preferred
• Clear indication of what the supervisor
considers important to provide
orientation for a positive development
• Stronger relationships
between management and
employees
• Boosts morale of
employees
• Reinforces positive
performance
Appraisal
System• The appraisal system applicable at each
site will be implemented.
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Truck Operating System (TOS)
1.1.7.
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
1.1.6.
Tool Description Benefits
Checklists
and
Monitoring
• Checklists are developed for key
functions (e.g. TPM jobs)
• Checklists are monitored by staff
and supervisors
• Deviations are marked so action
can be taken
• Management require
completeness, precision and
feedback; this ensures systemfunction
• Forms a system for complying with
standards and reacting to critical
success criteria
• Improves process stability
• Enables rapid recognition and
elimination of problems
• Promotes disciplined work
• Promotes transparency of
responsibilities
• Promotes own responsibility
TOS
Assessment
by
Management
• Management regularly audits own
division, involving staff
• Goal is to keep to agreed
standards
• After the audits management
initiates supportive activity
• Audit results are visualized
• Increases management
competence
• Management takes responsibility
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Truck Operating System (TOS)
1.1.10.
1.1.9.
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
1.1.8.
Tool Description Benefits
Regular
Communi-
cation
• The supervisor informs the team
members in good time, goal-
oriented and with relevance to the
situation
• Everyone able to raise issues of
their work place, the surroundings,
management etc.
• The standardized communication
must take place regularly
• Informed and involved staff
• Common improvements
Team
Development
Activities
• Team development is a permanent
process. It is practiced on a daily
basis (e.g. in regular
communication or team meetings)
• Follow-up team development
events are held and usually
prepared, moderated and followed
up by a trainer
• Where necessary supporting
activities are initiated bymanagement
• Continuous improvement of
performance by the team
• Improvement of communication
also with customers and suppliers
• Establish a basis of trust where
even controversial discussions can
take place
Management
Assessment
System
• Standardized management
selection process to assess
candidates and find high
potentials. (e.g. LEAD)
• Process should take place every 2
years
• New position placements are
decided solely on Appraisal results
• Standardized process
• Objective management selection
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Truck Operating System (TOS)
1.1.12.
Leadership
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
1.1.11.
Tool Description Benefits
Management
development
and support
• The management plays a key role in
TOS implementation. Appropriate
training schemes apply
• All management staff are trained
according to requirements
• Additional coaching of individual
managers is possible
• Management is responsible for
agreed training and coachingactivities
• Tried and tested selection and
potential assessment schemes (e.g.
Compass) will be used
• Improves responsibility of
management in their role
• Implementation involves more
commitment
Attendance
Improvement
Program
• Standardized communication loops
between supervisor, employee and
personnel department after sickness
depending on severity of sickness
• Each employee is encouraged to tellwork situations or processes which
stress physically in order to change
the situation through appropriate
actions
• Action to improve attendance is
tested for effectiveness
• The introduction and implementation
of these programs is based on the
agreements applicable at each site
• Increased Attendance
• Health of employees
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Truck Operating System (TOS)
We will clearly define operation and system responsibilities for all levels of the organization.
The resulting function profiles have been set out in the job descriptions.See quality management systems ( MQAS, VDA6, QS 9000)
Tools listed in this model are:
• Job Descriptions
• Process Descriptions
• New Hire Orientation
Tools
Human Infrastructure StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n
d
E n v i r o n m e n t a l A w a r e n e
s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e
s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o
r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a
n c e
Human InfrastructureHuman Infrastructure
Subsystem:Human Infrastructure
Clarity of Tasks and
Rolls
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.2.2.
1.2.3.
1.2.1.
Clarity of Tasks and Rolls
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Job
Descriptions• Written document describing an
employee’s
Task
Qualifications
Responsibility
• Roles are clearly communicated
• Documented in a manner that
ensures flexibility
• Promotes accountability
• Everyone knows line of
responsibility
• Establishes clear
expectations
• Clear task, competency,
and responsibility for all
concerned
Process
Descriptions• Written document describing the
different tasks and steps of a
process
• Definition of internal customer
/supplier relations
• Process not only job focus
• Is part of any Quality Management
System (ISO9000, VDA 6, QS9000,MQAS)
• Provides understanding
of process and
interfaces
• Promotes interest for job
rotation
• Improves cooperation
and flexibility
New Hire
Orientation• Structured introduction to:
Company policies/work
rules/mission
Culture
Safety
Operating System
Organization structure
• Special presentation by labor
representatives (where applicable)
• Promotes staff
orientation with
corporation
• Builds employee
commitment
• Establishes role clarity
• Speeds transition into a
new environment
Tool Description Benefits
Job
Descriptions• Written document describing an
employee’s
Task
Qualifications
Responsibility
• Roles are clearly communicated
• Documented in a manner that
ensures flexibility
• Promotes accountability
• Everyone knows line of
responsibility
• Establishes clear
expectations
• Clear task, competency,
and responsibility for all
concerned
Process
Descriptions• Written document describing the
different tasks and steps of a
process
• Definition of internal customer
/supplier relations
• Process not only job focus
• Is part of any Quality Management
System (ISO9000, VDA 6, QS9000,MQAS)
• Provides understanding
of process and
interfaces
• Promotes interest for job
rotation
• Improves cooperation
and flexibility
New Hire
Orientation• Structured introduction to:
Company policies/work
rules/mission
Culture
Safety
Operating System
Organization structure
• Special presentation by labor
representatives (where applicable)
• Promotes staff
orientation with
corporation
• Builds employee
commitment
• Establishes role clarity
• Speeds transition into a
new environment
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
The effort and ability of all our employees are valuable resources. We will ensure that neither is
wasted. We will promote joint activities between employees, management and unions to achieve our
goals and support staff willingness to change. Employees should be developed through training
programs and increased involvement.
• Employee recognition
• Cross functional opportunities
• Transparent promotion process
• Involvement in continuous improvement
• Formal training and development programs
Tools listed in this model are:
• On the Job Training
• Performance Standards
• Suggestion System
• Selection Process to employ new Team Members
• Shop Floor Training Area
• Continuous Improvement Implementation Area
Tools
Human Infrastructure StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n
d
E n v i r o n m e n t a l A w a r e n e
s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e
s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a
n c e
Human InfrastructureHuman Infrastructure
Employee Involvement
and Development
Subsystem: Human
Infrastructure
Emphasis is on:
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.3.1.
Tool Description Benefits
Training
on the Job• Site management is responsible
for implementing training
• Training is done on the job where
possible
• Provides hands on training and
practice in basic skills
• Is given by expert, methodical
and social training activities andgoal-oriented
• Has direct relationship to job
requirements
• Training provided preferably by
team- leader, co-operator or
machine specialist
• Type and size of training scheme
is jointly agreed by supervisors
and staff
• Utilizes the four step approach:
(observe the job, perform themajor steps of the job, perform
major steps and key points, work
independently)
• Group visualizes the training
standard achieved and document
the training success through the
use of a training matrix
• Where required supporting
activities will be introduced
• Ensures requirements
oriented training
• Provides quick skill
building
• Ensures the match
between qualifications of
the operator and the job
• Provides for direct two-way communication (i.e.
questions and answers)
• Improves job
performance through job
familiarity
Employee Involvement and Development
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.3.2.
Employee Involvement and Development
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Performance
Standards• Performance standards are
discussed and agreed between
supervisors and group at the sites in
accordance with current
agreements.
• Based on time efficiency studies
from specialized departments
• Committed between supervisor and
team members. Commitment byonly one party not permitted
• Type and number of tasks and
resulting staff requirement (staff
requirement or work requirement)
are documented
• All relevant data is documented
using existing tools (e.g. SWI's)
• During discussion the questions,
objections and suggestions made by
team members will be considered
and any questions cleared up.
Alternative solutions will be
assessed
• Should be checked after
improvements and changed if
required
• Foundation for
improvement and training
• Promotes employee
involvement
• Provides clear
performance expectations
• Provides a means to
measure and assess
actual performance totargets
• Tangible indicator of
performance (e.g. SWI)
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.3.3.
Tool Description Benefits
Suggestion
System• Formal means to capture and
implement employee ideas for
improvement
• Goals are efficient procedures and
improvement of work setup
• Management takes up useable
ideas by team members and
supports development into
workable improvement suggestions
• Ownership of implementation
resides with local management
• Improvements are discussed with
team members and implemented
jointly
• Success is measured by recording
implemented suggestions, actual
savings, and improvements in the
work situation or safety
• Financial bonuses for improvementsuggestions put into practice as
staff recognition
• Includes a feedback loop requiring
suggestion acceptance/rejection
• Provides direct employee
involvement in quality and
efficiency improvement
• Promotes employee problem
solving activity
• Defines and promotes the
responsibility of local
management in improvements
• Provides a means of employee
recognition
• Increases efficiency and quality
• Improves work situation
Employee Involvement and Development
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.3.4.
1.3.5.
Employee Involvement and Development
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Selection
Process to
employ new
team members
• Systematic selection process based
on defined criteria
• Employee skills and
potential match the
requirements of the
operating system
Shop Floor
Training Area
• Area on the shop floor for employee
skill building - prior to beginning workwithin a process
• Emulates the
tools/process/materials that will be
used on the job
• The pace of the training activity
should reflect the work pace that will
be experienced within the process
• Familiarize employees with
production tools, processes and
performance standards prior to actual
job assignment• The duration of the training phase
depends on the task learned.
Particular attention should be paid to
points 1 and 7 from 1.3.1
• Improved quality,
through better trainedoperators
• Promote individual skill
development without
negatively impacting
production
• Reduced injuries
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.3.6.
Employee Involvement and Development
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Continuous
Improvement
Implementation
Area
• Dedicated floor space with
materials, tools, manpower and
equipment for in-house
fabrication of employee’s
suggestions
• Emphasis on the submitter’s
involvement in the design and
fabrication
• Minimal bureaucracy• Must include training and
certification in the use of
equipment
• Aspects of work safety must be
considered
• Shortens lead-time to
implement ideas
• Improves rate of employee
suggestions
• Improves employee morale
• Empowers employee to drive
change on the work floor
• Integrates employee skill
level through practicalinvolvement in continuous
improvement
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
We should be organized utilizing a group structure composed of individual teams that work together to
accomplish defined tasks as a group, in order to constantly improve our competitiveness, guarantee jobsand improve the working situation of the staff (where relevant).
Consideration should be given to workers with limited application (handicaps). Also the rulings on
teamwork of each site should apply:
• Define team work
• Group tasks
• Continuous improvement process done by team members
• Information provision
• Group structure
• Skills• Team Leader
• Group meetings
• Work assessment
• Implementation and earning guarantee
• Steering team and project support
The central tools are:
• Group task
• Team Leader• Group discussions
• Integrating handicapped team members
Additional tools are:
•Procedure for assessing team work
•Team Boards
•Rotation
•Qualification Training matrix
Tools
Human Infrastructure StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n
d
E n v i r o n m e n t a l A w a r e n e
s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e
s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o
r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a
n c e
Human InfrastructureHuman Infrastructure
Work Group
Organizational
Structure
Subsystem: Human
Infrastructure W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Work Group Organizational Structure
Subsystem: Human Infrastructure
1.4.1.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Group Tasks • Is a joint task within a defined
task area with the aim of overall
achievement
• Indirect defined tasks (e.g.
maintenance, quality, time
studies and parts replenishment)
are integrated where possible
• The group is jointly responsible
for work results where these canbe influenced
• Group tasks include e.g.:
- Work allotment
- Planning of vacation and free
shifts
- Group discussion
- Fostering cooperation
- Training on the job in the team
- Constant improvement of work
procedures and safety
• Team members are given experttechnical, methodical and social
training for their tasks
• Work enrichment
• Improved motivation
• Greater work efficiency
• Improves responsibility and
involvement of employees
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.4.2.
Tool Description Benefits
Team-
Leader• Team is normally represented
by two team leaders
• Leaders are proposed by team
and supervisor and chosen by the
team
• Must be acceptable to team
members and supervisor
• Depending on site regulations
may be given specific supervisorycompetence
• Remains integrated into work
procedure, guides team
discussions, organizes work
allocation with the team and is
team spokesperson
• Improves morale and
cooperation within the team
• Assures external
representation of team
Work Group Organizational Structure
Subsystem: Human Infrastructure
Wording for different levels in themanufacturing hierarchy
Plant Manager
Center Manager
Area Manager
Group Leader
Team Leader
Team Member
Werkleiter
Abteilungsleiter
Teamleiter
Meister
Gruppensprecher
Mitarbeiter
N. America Germany
No hierarchical level
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Work Group Organizational Structure
Subsystem: Human Infrastructure
1.4.3.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Team
Discussions• Regular team talks in accordance
with site agreements, assisted by
team leader
• Serve planning and organization
of the tasks, deal with problems
of working together, improve
manufacturing procedure,
checking of goals and team
development• Supervisors and specialists can
join in if the team agrees
• Team can independently invite
internal experts to the meetings
• Supervisor is given report on
results
• Support teamwork
• Help problem solving
• Improves employee
understanding of daily/weekly
requirements
• Enable employee participation
in continuous improvement
• Improve co-operation between
team members andsupervisors
• Improve horizontal and
vertical communication
• Support team development
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.4.4.
Tool Description Benefits
Integrating
Handicapped
Team
Members
• We provide jobs depending on current
requirements and where applicable provide
necessary training
• Staff are placed primarily in known work
situation, particularly in teams
• Integration of handicapped staff is possible
and any additional burden on other team
members or rotation restrictions is
compensated for in work plan• Center management is responsible for
employing handicapped staff
• For all new investments a suitable number of
jobs should be planned for handicapped staff
• In all planning procedures and manufacturing
plans jobs should be considered depending
on total requirement
• In the case of existing jobs the needs of
handicapped staff should be given greater
consideration
• For employing handicapped staff jobs should
be allotted to talent as far as possible and
necessary
• These team members make a contribution to
productivity goals and thus to company
success.
• Employment of
handicapped staff in line
with requirements
• Avoids exclusion
• Active job planning
Work Group Organizational Structure
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Work Group Organizational Structure
Subsystem: Human Infrastructure
1.4.6.
1.4.5.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
1.4.7.
Tool Description Benefits
Procedure to
Assess Team
Work
• Carried out regularly based on agreed
quality criteria
• The team assesses (e.g. in team
discussion) e.g. the parameters:
responsibility, interaction, problem
solving behavior, interaction between
team and leader
• The results are discussed the leadergives feedback
• After the joint discussion the leader
and team decide on support activity
• Forms basis for staff
involvement
• Creates clear performance
standards
• Increases competence and
management awareness of
responsibility
Team Boards • Displays team / work group based
information, e.g.
Attendance
Vacation plan
Rotation plan
Training matrix
Figures about and for the work
model
• Team board and scoreboard should be
in the same area (see Scoreboards
2.1.4.)
• Provides all team oriented
information
• Increases transparency in
team / work group
Rotation • Regular change of job assignments within or
across teams
• Rotation begins within the team and then
maybe across teams
• More important when takt time is low andvalue added ratio is high (e.g. waste has been
eliminated in the jobs)
• Rotation plan is used and visualized as a tool
by the team leader and the group
• Increases flexibility
• Provides ergonomic balance and change
• Enables staff development and training
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Work Group Organizational Structure
Subsystem: Human Infrastructure
1.4.8.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Training Matrix
Tool Description Benefits
Training
Matrix• Displays who is able to perform which
tasks / processes (requirement
oriented training)
• Illustrates how well a operator can
perform job station tasks (i.e. exposed
to job, perform with help, perform
independently, able to train others)
• Defined criteria for each skill level (see
four steps in bullet above)• Integrated into a standardized training
process
• Group assesses training level of each
group member
• Systematic approach to
training and a basis for
planning.
• Allows for continuous,
gradual employee
development
• Enables floor management
to quickly adjust to abnormal
manpower conditions
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Safety is a key operating principle and will be emphasized at all times. The company and all
employees operate with a sense of social responsibility by conserving resources and protecting theenvironment.
• High level safety awareness
• Formal safety programs
• Strict compliance with safety regulations
• Community involvement
• Attention to economy and ecology
• Recycling
Tools listed in this model are:
• Health and Safety Regulations - also environmental aspects
• Visual Safety Signs
• Ergonomic Evaluation of Work Processes and Places
• Refuse / Waste Separation
• Environmental Awareness and Protection
Tools
Human Infrastructure StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n
d
E n v i r o n m e n t a l A w a r e n e
s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e
s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o
r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a
n c e
Human InfrastructureHuman Infrastructure
Safe Work
Practices and
EnvironmentalAwareness
Subsystem: Human
Infrastructure
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.5.2.
1.5.1.
Safe Work Practices and Environmental Awareness
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Visual Safety Signs
Tool Description Benefits
Health &
Safety
Regulations
• Safety standards are defined &
visualized
• Permanent reporting for management
• Medical support for employees who
have problems fulfilling job
requirements
• Supervisor and safety representative
are staff contacts
• Ensures social
responsibilities are met
• Increases commitment
to the employees
• Reduces social costs
Visual Safety
Signs• Visual indicators of area specific safety
hazards and requirements including
personal protective equipment
• Not too many indicators (over-
information!)
• Easy to see and provides
immediate awareness
• Reinforces verbal
communication
concerning safety
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.5.4.
1.5.3.
Safe Work Practices and Environmental Awareness
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Refuse/Waste Separation
Tool Description Benefits
Ergonomic
evaluation of
work
processes
• Standardized evaluations by
management, specialists and
affected staff
• Ensures good ergonomic conditions
first hand
• For each new work procedure
assessments are made (during
planning and setting up)
• Staff are involved in the procedure,
and make comments and
suggestions
• Establish evaluation for each new
process
• Evaluations also should follow
significant changes to the process
• Red, yellow, and green criteria to
evaluate work stations
• For red or yellow criteria action is
taken
• Acceptable healthy work
conditions
• Low absenteeism
• Healthier employees
• Provides focus to areas
needing improvement
Refuse/Waste
Separation• Containers marked for separation
• Delivery of these separated
materials for recycling (plans for
disposal and recycling)
• Improves environmental
awareness
• Provides cost benefit from
recycled material
• Minimizes landfill waste
• Supports the use of recycled
materials
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
1.5.5.
Safe Work Practices and Environmental Awareness
Subsystem: Human Infrastructure
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Environmental
Awareness &
Protection
• Closed loop for hazardous liquids
used in production
• Permanent task of management is
search to replace these with safer
liquids
• Closed loop for standard wrapping
material used in part delivery
• Closed loop for containers
• Containers have to be cleaned andprepared for multiple usage
• Organizational regulations for usage
of hazardous goods and materials
• Training the employees in
environmental awareness (water,
heating, air, electricity)
• Tied to ISO 14000 requirements
• Regular eco-audit
• Improved goodwill through
demonstration of good
corporate citizenship
• Remain in-sync with
environmental legislation
• Less environmental damage
• Protects resources
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Each process is standardized to ensure a safe operation, reduce process
variability, ensure quality and form a basis for continuous improvement.
• Output stability
• Employee involvement
• Employees work within station boundaries or designated workplace
• Work instructions are audited
Tools listed in this model are:
•Standard Work Instructions (SWI`s)
•Standard Work Documentation
•Standard Work in Process
•Scoreboards
•Shop floor Measurement
•Standard Shift Change Procedure
•Standardized Equipment
•Quality Gates
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s
s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s
s e s
C u s t o m e r D e m a n d R a
t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t
s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human InfrastructureStandardizationStandardization
Subsystem:
Standardization
Standardized Methods
and Procedures
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Standardized Methods and Procedures
Subsystem: Standardization
2.1.1.
2.1.3.
Tool Description Benefits
Standard Work
Instructions
(SWI’s)
• SWI documents all process relevant data
for one takt or cycle and station. e.g.:
Required tools
Material to be assembled
Value added and non value added
elements and times
Standard steps to complete the work
• Sketch of the steps (overview) and any
key points (quality, safety, signatureapprovals, etc.) requiring further detail
should be included
• For flexibility use collection of single,
separable, small steps (i.e. transferable
work elements)
• Operators, engineering and supervision
are involved in creating and developing
the SWI standards
• SWI’s are posted at station
• Provides for a common
way to build product
• When SWI`s are
followed process
stability, quality and a
safe workplace are
ensured
• Starting point for
ContinuousImprovement
• Allows for employee
involvement in the
design of the work
station
• Supports manufacturing
quality assurance
system
• Enables built in quality
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Standardized Methods and Procedures
Subsystem: Standardization
2.1.2.
2.1.3.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Standard Work
Documentation• Additional standardized formats /
templates may be used to transfer
standardized information needed in the
process , e.g.
Inspection orders
Maintenance schedules
Part lists, tool lists
• Provides for a common
way to build product
• Allows for employee
involvement in the
design of the work
station
• Enables built in quality
Standard work-in-process
• Standard work in process defines themaximum stock allowed between two
processes or within a process (stock of
semi-finished parts)
• Maximum stock should be physically
limited
• Ensures visual control of size of actual
stock
• Allows just enough stock to synchronize
two independent processes
• Normal stock level should remainbetween min. and max.
• Avoids extra stock and over-production
• Better uptime of two
independent processes
• Supports takt time build
• Promotes flow production
• Quickly reveals over
production and bottleneck
processes
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Standardized Methods and Procedures
Subsystem: Standardization
2.1.4.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
2.1.5.
2.1.6.
Tool Description Benefits
Scoreboards • Goals and targets are developed for each
individual production unit / work group
• The structure of the scoreboard is
standardized in the columns (S,Q,D,C,M):
Safety, Quality, Delivery, Cost, Morale
• Goals, trends, status (e.g. pareto) and action
plans must be presented on each board
• Red and green markers provide visual status
of each metric• Operators are involved in the development
and tracking of data
• Scoreboard should be regularly
communicated to the work group
• Goal is: Stage 1: uniformity within plant;
Stage 2: uniformity across all plant
• Responsibility e.g. for maintaining must be
agreed upon
• Communicates goals and
status to others
• Drives achievement of
goals
• Creates awareness in
work group
Shop floor
Measurement• Contains standardized measures and
standardized time intervals for update
• Maintained by shop floor personnel where
feasible
• Requires targets or tolerance limits
• Out of tolerance conditions triggers
corrective action
• Figures and results have to be displayed on
scoreboards
• Enables process
ownership for team
members
• Provides control
mechanism
• Triggers problem solving
process
StandardShift Change
procedure
• Standard communication routine betweenshift A / shift B /shift C personnel
• Either verbal or written
• Further definition of routine on site
• Minimizes downtimeresulting from lack of or
poor communication
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Standardized Methods and Procedures
Subsystem: Standardization
2.1.7.
2.1.8.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Standardized
Equipment• Technical equipment is standardized by
advanced manufacturing in cooperation with
manufacturing personnel
• Equipment on the shop floor has the same
format for the operator at the
machine/operator interface
• Modules and spare parts are standardized
for maintenance
• Low maintenance costs,
simplified training
• Lower equipment cost
• Reduced spare parts/
repair parts inventory
• Easier to interface various
electronic systems
• Simplify changeover/new
model changes
Quality Gates
(OPEN)• Go/no go milestones in product
development
• Escalation in hierarchy by hazard of
exceeding the gates
• Shorten lead time in
development, planning
and launch
• System is so designed
that management must
pay immediate attention
when required
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
The manufacturing processes are organized so that everyone can tell at a glance if production
activities are proceeding normally. Any abnormalities are visually apparent. Supported by a 5Ssystem and process.
• Abnormal conditions apparent
• Formalized process and procedure
• Responsibilities include an audit
• All personnel involved
• Foot printing, color coding, labeling
Tools listed in this model are:
• 5S
Sift
Sort
Sanitize
Sweep
Sustain
• Labeling, Marking and Foot printing
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s
s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s
s e s
C u s t o m e r D e m a n d R a
t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t
s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human InfrastructureStandardizationStandardization
Subsystem:
Standardization
Visual Techniques/5S
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
2.2.1.
2.2.2.
Tool Description Benefits
5 S Method • Sift, Sort, Sanitize, Sweep and
Sustain
• Basic daily task of team members to
ensure area is labeled, cleaned and
orderly
• Workplace audits performed on a
regular basis (such as Daily 5-minute
maintenance and clean up before shift
begin) according to an established
checklist
• Audits performed by the supervisor &
team members
• Serves as a foundation for
standardization by promoting
repeatability and predictability of
work
• Enhanced morale and
safety
• Promotes individual
commitment and
responsibility to a
well organized facility
Labeling,
Marking andFoot Printing
• Labeling, marking and foot printing is
used in defined work locations forprocess parts, materials, tools and in-
process goods
• Labels should contain specific
descriptions and be color coded
where potential for error exists
• Labels or footprints define fixed
maximum inventory levels
• Create orderly,
visually transparentwork areas
• Minimized walk time
while increasing
conveyance efficiency
• Abnormal conditions
become obvious
Visual Techniques/5S
Subsystem: Standardization
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
We will quickly determine abnormalities and respond with effective analysis and countermeasures.
• In-line check and in line repair
• Clear and visual inspection standards
• Quality feedback loops
Tools listed in this model are:
•Quality feedback loops on the Shop Floor•Root Cause Analysis
•Boundary Samples
•Shop Floor Section Audit
•Quality Alert System / Quality Stop / Line stop
•Quality Alerts / Production Information Boards
•Manufacturing test 1,2,3
•Go-ahead for series manufacture
Tools
StandardizationQuality Focus &
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r
r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Quality Focus and Robust
Processes and Products
Quality Focus and Robust
Processes and Products
Subsystem:
Quality Focus & Robust
Processes and Products
Quick Issue
Detection & Correction
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Act Plan
DoCheck
Act Plan
DoCheck
Act Plan
DoCheck
Act Plan
DoCheck
Determine ifproblem solving isrequired
Operator checksfor any defects,uses pull cord ifnecessary
Operatorperforms standardwork
Perform and
track problem
solving process
Leader checksrandom sample ofvehicles(Abschnittsprüfung)
Rework in line ornote defect forcentral rework
Perform and track
problem solving
processes
Quality management checksrandom sample of vehicles(BPA - center criteria)
Determine ifproblem solvingprocess isrequired
Communicate BPAresults to centermanagement
Perform and track
problem solving
processes
Quality managementchecks random sampleof vehicles (APA -customer criteria)
Communicate APAresults to plant andcenter management
Determine ifproblem solvingprocess is required
Level 1-Occurrence:Defects noted andrepaired in station
Level 2-Occurrence: Defect
noted at end of zone by
leader. Defect is noted and
shipped to next zone.
Level 3-Occurrence:
End of center (Body,
Paint, Assembly)
Level 4 - Occurrence: End of
line (finished product) audit
based on customer criteria
Operator orsupport personmakes repair in-line
Determine ifproblem solving isrequired
2. 1.
3.4.
1. 4.
2. 3.
1. 4.
2.3.
1. 4.
2. 3.
Four Quality Feedback Loops (as practiced in Rastatt)
see Tool
3.1.1.see Tool
3.1.4.
see Tool3.3.4.
see Tool3.3.4.
Quick Issue Detection & Correction
Subsystem: Quality Focus & Robust Processes and Products
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Quick Issue Detection & Correction
Subsystem: Quality Focus & Robust Processes and Products
3.1.1
3.1.3
3.1.2
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Quality
Feedback
Loops on the
Shop Floor
• Install quality checks on several
levels of shop floor (e.g. process,
team, line)
• This quality check is equivalent to
the CHECK in the PDCA cycle
• Abnormal conditions trigger the
implementation of appropriate
counter measures
• Better quality through
improved transparency
• Stabilizes processes
• Promotes systematic
analysis
• Prevents defects from
compounding
• Quick resolution ofprocess related defects
Root Cause
Analysis• Process used to separate
symptoms from causes of problems
• Goal is to create a causal chain
descending down to a root cause
• Countermeasure development must
be directed at resolving the root
cause in order to be effective
• See also 5 Why`s (5.1.4.)
• Identifies true cause of
the problem
• Provides a structured
approach rather than
random trial and error
approach to problem
solving
• Eliminates presumptions
• Ensures most effectivecountermeasures are
implemented
Boundary
Samples• Visual Displays at the process
defining acceptable and
unacceptable quality levels
• Effective in providing examples
related to paint and surface quality
• Triggers a specific protocol for non-
conformance
• Promotes clarity and
quick decision making
for the operator
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
3.1.4
3.1.5
Quick Issue Detection & Correction
Subsystem: Quality Focus & Robust Processes and Products
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Shop Floor
Section Audit• Random sample testing performed in
certain production areas
• Performed by designated team
member during production
• Quick problem
identification from
production
Quality Alert
System /
Quality-Stop
/ Line Stop
• Method of achieving quality for stable
straight manufacture/high process
assurance
• Visual indication of quality, production,or parts shortage problems
• In vehicle assembly lines used as pull
cord
1. Operator signals concern with a
“pull of the cord”
2. Designated person responds to the
signal at the job station where
problem is identified
3. Problem is either corrected during
line cycle or line stops, vehicles
/parts can also be tagged for off-line repair
4. Decision to continue or stop
production must be made by those
responsible
Often used with marquis and pull
cords Fixed stop position must be
defined and implemented for each
process
Line stops monitored by station
Can also signal a “behind”condition when used with process
“start/stop” and 70% lines
Further planning done on site
• Provides quick response
time to
quality/production
problems• Provides in-station quality
control
• Enables problems to
surface and be resolved
• Promotes quality
awareness in the process
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
3.1.6
3.1.7
Quick Issue Detection & Correction
Subsystem: Quality Focus & Robust Processes and Products
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
3.1.8
Tool Description Benefits
Quality Alerts
/ Production
Information
Boards
• An electronic board wired to each
work station (where applicable)
• Pull cord or signal indicates a problem
• Board indicates station, line and type
of problem; short/full, injury, potential
line stop, actual line stop
• Further planning done on site
• Promotes visual
management
• Clear indicator of line
stop
• Indicates exact location
and type
• Ensures fast correction
• Promotes qualityawareness
Production
Test 1,2,3
Go-Ahead for
SeriesManufacture
• During the production test, before
start of series production, a limited
number of products will be
manufactured under series conditions
• Also applies to start-up of builds,
variants and codes where applicable
• Goal of production (e.g. in vehicle
plant):
- Production Test 1: machinery-
oriented
parts co-ordination
- Production Test 2: parts-oriented
co-ordination
- Production Test 3: Prove procedure
and attain peak takt speed
• Release for series manufacture shows
if all conditions for process-suremanufacture have been fulfilled
• Is given shortly before start for new
builds, variants and codes where
applicable
• Corrections can be made to assure
overall procedure
• Assess manufacturability under
series conditions
• Make corrections to assure
procedure
• Whole procedure can be
checked before start ofmanufacture
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
The manufacturing process and products are designed and maintained in a way that ensures
first time capability and reliably produces high quality products.
Tools listed in this model are:
• Total Productive Maintenance (TPM)
• Error Proofing
• Mistake Proofing
• Statistical Process Control (SPC)
• Certification Audit
• Process Audit• Single Point Lesson
• Problem Solving / Closed Circuits
• Process - FMEA
• Suppliers’ Quality Management
• Procedure Assurance Plan
• Check Function of Testing Equipment and Materials
Tools
StandardizationQuality Focus &
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Quality Focus and Robust
Processes and Products
Quality Focus and Robust
Processes and Products
Subsystem:
Quality Focus & Robust
Processes and Products
Robust Processes &
Products and
Preventive QualityAssurance
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
3.2.1
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and ProductsHumanInfrastructure Standardization
Quality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Total
Productive
Maintenance
(TPM)
• Focus is to high availability, minimum
unscheduled failures, reduced upkeep
costs and safe manufacturing results,
i.e.:
safe operation of equipment
production availability(no downtime)
production capability (no quality
deviations)
• Schedules should be developed for all
equipment based on manufacturers
recommendations and maintenance
experiences
• Maintenance to be done by team as far
as possible
• Improved uptime
• Improved quality
• Improved productivity
and efficiency
• Cleaner, safer work
environment• Standard conditions
are maintained
• Checkpoints are
graphically displayed
• Supports
manufacturing quality
assurance system
(MQAS, VDA 6.1.)
• Involves the operators for simplemaintenance tasks
• Uses operator maintained maintenance
schedule as standard work instruction
• Is implemented in incremental steps
• TPM trains operator in specific fields of
maintenance
• Incorporates the use of multiple senses
(see, hear, touch, smell) to provide early
warning of impending machinery failure
• Includes downtime analysis, pareto andcorrective actions in a deep thorough
way
• Includes visual management for
technical conditions
• Employee involvement
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and Products
3.2.2.
3.2.3.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Error Proofing • Is a tool for preventing errors when
consistently applied in work procedure
(e.g. template)
• Due to the design specifications of parts
and for machine tools no error can occur
• Uses the Poka Yoke principle, i.e. only
clear solutions are possible
• Avoids mistakes
• Can be supported by FMEA during
engineering design
• Quality built in, no rework
• Stable process
• Reduced variation
• Ensures clarity for the
operator
• Eliminates uncertainty
• Enables robust processes
Mistake
Proofing• A tool for preventing mistakes
• Low cost, highly reliable devices or
innovations that detect abnormal
situations before they occur, or once
they occur will stop machines or
equipment
• Manufacturing tool used to improve the
robustness of the process
• Process enhancements that help reduce
or eliminate mistakes by the operator
• Includes items such as; auto machine
stops; color coding; part-in-position
indicator lights; identification of parts
through color coding and labeling
• Improves first time
capability
• Promotes employee
involvement
• Promotes work safety
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
3.2.4.
3.2.5.
3.2.6.
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and ProductsHumanInfrastructure Standardization
Quality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
SPC
(Statistical
Process
Control)
• Statistical process control applied by
measuring the ratio of process output to
(upper and lower) process
limits/tolerances
• Process defined as “capable” if no measure
is outside a 70% range of total tolerance
• May be required for certifications (ISO,
VDA...)• Involves the collection and analysis of data
by the operator
• Process capability
transparency
• Starting point for process
improvements
• Defines process stability
• Provides early warning of
out of tolerance conditions
through trend analysis
Certification/
Audit• Part of a regularly scheduled (yearly)
certification or surveillance process
• Applies to all direct and indirect operations
of the plant
• Processes must meet requirements of the
standardized QM-System in use
• Results which affect staff are discussedand solutions found jointly
• Uncovers hidden problems
• Validates current process
conformance
• Ensures process checking
Process Audit • Evaluates a process ability to consistently
produce quality
• Audits can be scheduled (preventive) or
unscheduled (event-oriented)
• Results which affect staff are discussed
and solutions found jointly
• Provides evidence to
confirm the quality ability of
processes
• Preventive application
allows for early recognition
of process weaknesses
• Provides help solutions
• Confirms that procedure
follows work instructions
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and Products
3.2.7.
3.2.8.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Single Point
Lesson• One page (flipchart etc.) explanation
of a small continuous improvement
idea that has been implemented
• Usually contains before/after photos
• Contains a measure of benefits
derived
• Often used with TPM
• Posted at point of implementation
• Simple, quick, transfer of good ideas
• Good for practice sharing
• Good form of employee
recognition
• Good form of employee
involvement and use of
employee knowledge
Problem
Solving
Process
• Systematic process to identify and
resolve problems
• See PDCA, quality alert system,
audits and checklists
• Emphasis on:
• Identifying and resolving problems at
the source
• Reduced lead time from problemidentification to problem resolution
• Short information flows and shop
floor measurement
• Includes countermeasure
development and tracking for
effectiveness
• Provides a means of follow-up and
feedback
• Systematically involves the relevant
staff
• Address the root cause, not
the symptoms
• Stabilize the process
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and Products
3.2.9.
3.2.10.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
• Process FMEA • Failure, Mode, Effects, Analysis for
the production process
• Fault avoidance methodology
• Used in an early planning stage
• Identify potential errors and
problems
• Prioritize through a rating factor
• Developed solutions /
countermeasures based upon ratings
• Performed up-front in advance
design and process development
• Requires decision where necessary
(no general use)
• Drives ease of
manufacturability
• Identify improvement
opportunities not considered
during design
• Promotes shared
responsibility and cross
functional involvement• Enables early detection or
process weak points
• Prevents defective parts
• Prevents unnecessary process
re-improvements
Supplier
Quality
Management
• In Supplier Quality Management
methods are used in set order
• Depends on supplier's ability to
provide quality• Methods are:
- do system audit as VDA6.1
- do supplier assessment
- do DT process audit (VDA6.3)
- compare checking plans
- initiate FMEA product and process
- do readiness workshops
- do color meetings
- do sampling
• Improves quality of bought
parts
• Optimizes process between
DT and supplier
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Robust Processes & Products and Preventive Quality Assurance
Subsystem: Quality Focus & Robust Processes and Products
3.2.11.
3.2.12.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Process
Assurance
Program
• Proves safety or feasibility of critical
procedure steps
• The proof consists of four elements:
- Define critical parameters of
procedure
- Prove feasibility of procedure or
testing plan
- Way of managing procedure- Plan of how to react when
tolerances are exceeded
• Preventive instrument to
guarantee procedure for
critical manufacturing
processes
• Quick reaction if tolerances
are overstepped due to
established contingency plan
Check of test
tools /
assessment
of test tool
capability
• The check of testing tools ensures
the applicability and usefulness of all
manufacturing testing equipment
• Testing tools include calibration
equipment (testing devices), gauges,
and software
The following action has to be taken:
- Examine required degree of
precision
- select tool
- calibrate using certified tools and
adjust (regularly at fixed intervals)
- ensure accuracy of tools
- ensure correct application and
surrounding conditions
- prove usefulness of tools under
manufacturing conditions
- list all tools
• Manufacture of products
within given tolerances
• Avoids waste and rework
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Each process is designed and each job is performed with an obligation of delivering the highest
quality product (zero defect) to the next process.
• Release to the next process only if product is ok
• Customer feedback system
(meetings, data share, feedback loop, ..)
Customer Focus
(Internal & External)
Subsystem: Quality Focus &
Robust Processes and Products
Tools listed in this model are:
• Quality Agreements (some with step-ups)
• Quality / Zero Defect Gate in Assembly• Customer Quality Measurement Method
• High Level Quality Feedback Loops
Tools
StandardizationQuality Focus &
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r
r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Quality Focus and Robust
Processes and Products
Quality Focus and Robust
Processes and Products
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
3.3.1.
Customer Focus (Internal & External)
Subsystem: Quality Focus & Robust Processes and Products
3.3.2.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Quality
Agreements
(partly with
escalation
steps)
• Defines the quality level to be
delivered
• Brings the producer and customer
in direct contact
• Also necessary between internal
supplier and customer
• Escalation in case of non-fulfillment
of the agreed standards
• Needs to be adjusted each yeartoward the “zero-defect goal”
• The staff affected must be informed
and where necessary additional
goals agreed
• Must be visualized (see Policy
deployment, 1.1.1.)
• Promotes consistency of
quality targets throughout the
enterprise
• Promotes shared
responsibility and
accountability in reaching
quality targets
• Improves cooperation
Quality / Zero
Defect Gate
in Assembly
• Standardized vehicle check by the
team
• Standardized feedback and
documentation• Identify any possible defect
• Opportunity for an improvement
• Initiates immediate problem solving
process
• Avoid propagation of defects
to succeeding processes
• Promotes responsibility within
the team
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Customer Focus (Internal & External)
Subsystem: Quality Focus & Robust Processes and Products
3.3.3.
3.3.4.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Customer
Quality
Measurement
Method
• Select, assess and prioritize the
results of internal and external
quality sensors (JD-Power,
APA/BPA, Q-sensor)
• Should be used and brought into
communication at all levels of the
organization
• Objective customer quality
feedback
• Quick introduction and
implementation of
countermeasures
High LevelQuality
Feedback
Loops
• Customer oriented vehicle / partaudit criteria
• PDCA-Cycle for center and at plant
level
• BPA and APA are the "Checks"
within the Plan-Do-Check-Act cycle
• Shows performance vs.targets
• Quick counter measures
• Company-wide standards
promote transparency
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Product volume and variation are balanced to ensure a smooth flow of production
and to enable a pull production system and efficient material flow.
• Balancing volume and variation to smooth operator workload and enable an effective pull
system
• Consistent build ratios
• No vehicle kick out
Production Smoothing
Subsystem: Just In Time
Tools listed in this model are:
• Production Planning Schedule
• String of Pearls
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Just in Time Just in Time
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Production Smoothing
Subsystem: Just In Time
4.1.1.
4.1.2.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Production
Planning
Schedule
• Two phase process that identifies
production goals with increasing
specificity and firmness as a function
of time
• Production planning is a constant task
• Production planning is a longer term
process - over several months
• Production planning lays the
groundwork for production planningscheduling
• Production planning and scheduling
are processes that overlap
• Process is subject to quality criteria
and constant checks ensure these are
met
• Balances responsiveness to
the market with stability
and predictability in
production
• Provides a basis for
resources planning
internally and externally
(e.g. suppliers)
String of
Pearls• Production of different body types,
variants and models are sequenced
throughout the day and correspond
closely to the diverse mix of model
variations from the dealers market
• Process is subject to quality criteria
and constant checks ensure these are
met
• Intermittent peak and
valley utilization of
equipment and manpower
are reduced
• Chronic inventories of
finished goods are reduced
• Provides predictability to
the production processes
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Each process produces based on the demand from the next process. The movement of the
material is controlled by the signal from the user. This requires swift stabilization of all
procedures, e.g. by constantly eliminating errors
Most important principle:
• Material is supplied based on actual usage and not scheduled or predicted usage
Pull Production
Subsystem: Just In Time
Tools listed in this model are:
• Material Flow Planning
• Tugger Transport with Mixed Loads
• Withdrawal and Fill-up
• Order (Kanban) Cards
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r
r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Just in Time Just in Time
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
4.2.1.
Pull Production
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tuggers
4.2.2.
Tool Description Benefits
Material Flow
Planning• The process of coordinating the
arrival of all materials, parts,
components, assemblies and
finished vehicles where, when and
in the minimum amounts needed
to satisfy actual downstream
process demand
• Applies a standard approach to
material flow
• Establishes a basis for continuous
improvement
• Increases process stability
• Reduces inventory
Tugger
Transport
with mixed
loads
• Tuggers are used to transport
small lots of material to the line
with high frequency
• Mixed loads (deliver several parts
with each delivery cycle)
• Use standard routes and standard
delivery frequency (e.g. make a
delivery route every 30 minutes,
fixed time - unfixed quantity)
• Application depends on quantities
and size of material
• Improves value added efficiency at
the workstation by reducing
transportation
• Reduces inventory in plant and at
lineside
• Improves efficiency of material
handling
• Minimizes investment in fork
trucks
• Improves shop floor safety if
properly applied
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Pull Production
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
4.2.3.
4.2.4.
Tool Description Benefits
Withdrawal
and Fill-up• Supplier department (material
handling) replenishes only what is
withdrawn by the customer
department
• Signal to replenish may be empty floor
storage location, empty small lot
container, or an order card (i.e.
kanban)
• Signal may be triggered electronically• Can be applied at any storage area
(workstation, CMA, etc.)
• Simple means to implement pull and
flow in the production system
• FIFO easily implemented
• Visual control of flow of
inventory (highlights over-
production)
• “Self-sustaining” process,
easy to sustain and manage
once it is set-up
• Simple method to ensure
what is provided is what isrequired.
Order Cards • Order card is attached to container; as
material is used the order card is
removed and returned to the supplier
(or supply department/process) as a
refill signal (i.e. permission to
produce/convey)
• Communication is “what”, “how much”
and “when”
• Order card can be paper, electronic
scan, empty box, empty dolly, cart,
empty location, etc.
• Lowest order lot (order card quantity)
possible should be established
• Correct order card quantity must be
calculated based on: (usage x lead-
time/order lot x safety factor)
• Works as the schedule for
supplying department
• Helps prevent over-
production
• Supports JIT: produce whatyou need, when you need it,
in the amount you need.
• Controls work in process
inventory
• Fluctuations in build plan can
be easily reflected by adding
or removing order cards from
the system
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
The production process is organized so it flows continuously at a constant rate from beginning
to finished product. The optimal flow is one piece at a time. Where lot production is required the
smallest lot possible should be used.
Continuous Flow
Processes
Subsystem: Just In Time
Tools listed in this model are:
• Kitting
• Quick Set-ups / Die Changes
• Small Lot Containers
• One Piece Flow
• First In First Out (FIFO)• Single Stage Stock Strategy
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Just in Time Just in Time
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Continuous Flow Processes
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
4.3.1.
Tool Description Benefits
Kitting • Filling one bin or container with the parts
required to complete a work element or
takt
• Used with a CMA (central material area) or
“supermarket” located near the point of
use
• Used with tuggers, mixed load conveyance,
and “waterspiders” (i.e. material handlers)for part conveyance
• Parts are kitted and sequenced according
to a broadcast (i.e. customer build
sequence)
• A kit comprises the material needed for the
job
• Kitting can be a team task
• System implementation must be compared
with conventional delivery to line – must be
more economical
• Delivers multiple parts for
assembly in one container
• Reduces walk and reach
for the operator and
lineside floor space
• Improves visual control by
avoiding excessive
storage at the workstation
• Allows for error proofing
(i.e. only the correct parts
for each job in the bin)
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Continuous Flow Processes
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
4.3.2.
4.3.3.
Tool Description Benefits
Quick set-
ups/ Die
changes
• Uses standard set-up procedures with
prepared tools, etc.
• Separate process activities into internal
and external time elements
• Perform external activities during run time
• When possible use quick release/quick
change tooling
• Reduced die change times should be
followed by reduced production lot size
and/or reorder points
• Quick set-ups (e.g. in
machining, press shops,
etc.) allow for small lot
production and reduced
inventory levels
• Provides the flexibility to
produce according to
customer requirements in
support of JIT production.
• Reduced storage
requirements
• Improved efficiency
Small Lot
Container-
ization
• Replaces large containers with small hand
carry containers
• Used for lineside/workstation display of
material
• Often used with tugger delivery of mixed
loads (i.e. multiple part numbers deliveredat the same time)
• Sometimes used with CMA’s (i.e. Central
Material Areas, “supermarkets”)
• Receiving small lots directly from suppliers
is preferred (no re-packing)
• Reduced line side display
and floor space utilization
• Improved ergonomics at
the work station
• Provides opportunity for
incremental inventoryreduction in response to
reductions in build plan
• Enable increases in
workstation density
• Supports visual
management
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Continuous Flow Processes
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
4.3.1.4.3.4.
4.3.6.
4.3.5.
One Piece Flow
Tool Description Benefits
One Piece
Flow• Low cost conveyance (e.g. gravity
chutes, ...), robots between machine
tools
• Customer demand driven
• No buffers
• Reduced leadtime
• Reduced space
• Constraint to
produce zero
defect
FIFO
(First inFirst out)
• “First in first out” must be used at all
times in material usage and handling
• Ideal lot for FIFO is one part – can also
be used for containers or truck loads
• Improved
traceability
• Each part is used
Single Stage
Stock
Strategy
• In the chain between supplier and
customer there is only one storage of
material, either at the site of the
supplier or at the site of the customer
• Inventory generally should be owned
by supplier until it is used by customer
• Waste reduction
due to reduced
material handling
• Reduces
interfaces/
Simplifies material
flows
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Build rates and line speeds are based on customer demand. Each process is designed so that the
process cycle time corresponds to the takt time.
Customer Demand Rate
Subsystem: Just In Time
Tools listed in this model are:
• Fixed Takt Time
• Takt Time / Cycle Time Bar Chart
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n a n d C o r
r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Just in Time Just in Time
R o b u s t P r o c e s s e s a n d P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Customer Demand Rate
Subsystem: Just In Time
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
4.4.1.
4.4.2.
Tool Description Benefits
Fixed Takt
Time• Takt time = (total available time – non
working time)/customer demand
• Ultimate goal: Single takt time links all
operations
• Takt time is stable, does not change with
small changes in demand (i.e. monthly
production demand is smoothed to allow
for consistent daily build)
• Adapt to short term demand changes by
changing working times (dependent on
work contract agreements with work
council)
• In continuously moving assembly lines
takt time can be visualized with start/stop
lines
• In automated processes takt time is built
into set up of machinery or conveyance
• Reduces/eliminates
fluctuation in manpower
requirements
• Provides a stable
production demand, build
rate and predictability in
material usage and
replenishment.
• Eliminates over
production.
Takt Time/Cycle Time
Bar Chart
• Is a tool for problem solving andContinuous Improvement (i.e. first
understand current situation)
• A bar chart which illustrates each
individual process cycle (e.g. for a
workgroup) with respect to takt time
• Bars may be divided by color to indicate
value and non-value added work content
• Visual display for bothoperators and
management
• Waiting time and
bottlenecks are easily
identified
• Can be used by
supervisors and operators
to rebalance the line when
takt time changes
• Improves cooperation
between teams and
management on efficiency
improvement
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
We improve Safety, Quality, Delivery, Cost, and Morale and increase profit by continuously eliminating
waste and reducing manufacturing lead times.
• Extensive employee involvement in all phases of the project
• Workshop concepts are driven and installed; in so doing expert-done continuous improvement
workshop progresses into staff-done continuous improvement workshop.
• All types of waste treated viewed harshly and quickly eliminated
• Takes place at all levels of the organization
Waste Elimination
Subsystem: Continuous
Improvement
Tools listed in this model are:
• Plan, Do, Check, Act (PDCA)
• 7 Wastes
• 5 Why`s (5 W`s)
• Process Map
• staff-done Continuous Improvement Workshop
• expert-done Continuous Improvement Workshop
• Engineering Change Control
• Practice Sharing Benchmark
• Simultaneous Engineering
Tools
StandardizationQuality Focus and
Robust Processes
and Products
Just in Time Continuous
Improvement
L e a d e r s h i p
C l a r i t y o f T a s k s a n d R o l l s
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l a n d E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R
a t e
Q u i c k I s s u e D e t e c t i o n a n d C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
Human Infrastructure Continuous
Improvement
Continuous
Improvement
R o b u s t P r o c e s s e s a n d P r o d u c t
s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n
c e
W a s t e E l i m i n a t i o n
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.1.
5.1.2.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
PDCA • Also known as the Continuous
Improvement Cycle: PLAN, DO,
CHECK, ACT
• Is a standardized problem solving
procedure
1. Plan: what should be done
2. Do: implement the plan
3. Check: verify the result
4. Act: correct problems that arise;
document; standardize; if goal isnot achieved: repeat the process
5. Is connected with problem solving
techniques like the 5 Ws
• Provides a standard template
for how people should
approach problems and
improvements
Seven Wastes • Processes are improved through the
elimination of waste
• Seven wastes:1. overproduction
2. over-processing
3. motion
4. transportation
5. waiting
6. inventory
7. defects/repair/rework
• Is applied in workshops
• Is a comprehensive method
of consistently optimizing
production processes
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.3.
5.1.4.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
5 Why • “Ask the question: Why? 5 times” in
order to understand what the root cause
of a problem is
• Tool of the problem solving process and
root cause analyses
• Determining root causes
to problems
Process Map • Graphic representation of the current
state
• Should depict manpower, material,machinery and method (4 M)
• Describes how material, information and
the process/people flow in an area
• Is relevant to the process
• Sets the parameter to measure the
current and future state
• Part of the planning process for
continuous improvement
• Visual aids in problem
resolution and solving
• Provides visual methodsfor the interactions of
people/process and
material
• Reinforces understanding
for everyone
• Supports planning for an
improved state
• Enables consensus
decision making
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.5.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Team-carried
Continuous
Improvement
Workshops
• Team members discuss
improvements themselves, e.g. in
team workshops, discussions etc.,
and carry them out.
• Supervisors adopt useful ideas and
support the team in working out
their improvement suggestions (e.g.
bonuses)
• The suggested improvements are
discussed by staff and supervisors
and put into practice
• Where required team members are
trained in planning, methods and
tools of the Team-carried
Continuous Improvement
Workshops
• Team-carried Continuous
Improvement Workshops are
supported and encouraged by
experts
• Workshops help propagate a
mindset of Continuous
Improvement in the firm culture
• Gives staff an opportunity to
learn together and work on
Continuous Improvement
• Promotes sustainable mindset
change
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.6.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
I Tool Description Benefits
Expert-carried
Continuous
Improvement
Workshops
• Expert-done Continuous
Improvement Workshops are
generally implemented when
intensive involvement of team
members is not feasible, e.g. in
planning of major restructuring
• Experts from all relevant sectors are
involved
• Where relevant internal experts are
supported by external experts
• Goal is same improvements as for
Staff-carried Continuous
Improvement Process (avoidance of
waste) or implementing procedures
into manufacturing system, e.g.
routing
• Here too the involved team
members must be informed before
the changes are implemented
• Expert-carried continuousimprovement workshops progress
into staff-carried continuous
improvement workshops
• Improvement (S Q D C M) by
reducing "waste" or applying MPS
methods
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.7.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Continuous
Improvement
Workshops
• Generally a three to five day action
oriented event in which
improvements are implemented
• Before and after conditions are
documented, measured, and
reported
• Provides a platform and standard
method for operators, supervisors,
and engineers to focus, learn about
waste elimination methods and
activities and implement them
usefully
• Workshops are initially conducted
by expert facilitators, the facilitation
has to be done later by in-plant
facilitators or supervisors.
• All employees are informed the
week ahead of the workshop (where
workshop takes place)
• The follow up phase is needed toimplement final actions
• Workshops help propagate a
"waste elimination mindset" into
the company culture
• Provides for a cross-functional
team to learn and work together
• Improves employee involvement
and cooperation
• Produces tangible cost
reductions quickly
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
Waste Elimination
Subsystem: Continuous Improvement
5.1.8.
5.1.9.
5.1.10.
HumanInfrastructure StandardizationQuality Focus &
Robust Processes
andProducts
Just inTime Continuous
Improvement
L e a d e r s h i p
R o l e C l a r i t y
E m p l o y e e I n v o l v e m e n t
a n d D e v e l o p m e n t
W o r k G r o u p
O r g a n i z a t i o n a l S t r u c t u r e
S a f e W o r k P r a c t i c e s a n d
E n v i r o n m e n t a l A w a r e n e s s
S t a n d a r d i z e d M e t h o d s
a n d P r o c e d u r e s
C u s t o m e r F o c u s
( I n t e r n a l & E x t e r n a l )
V i s u a l T e c h n i q u e s / 5 S
P u l l P r o d u c t i o n
C o n t i n u o u s F l o w P r o c e s s e s
C u s t o m e r D e m a n d R a t e
W a s t e E l i m i n a t i o n
Q u i c k I s s u e D e t e c t i o n & C o r r e c t i o n
P r o d u c t i o n S m o o t h i n g
R o b u s t P r o c e s s e s & P r o d u c t s a n d
P r e v e n t i v e Q u a l i t y A s s u r a n c e
Tool Description Benefits
Engineering
change
control
• Specified time intervals for the
release of engineering changes
• Reduces product to market lead-
time
• Leads to a stable process
Practice
Sharing
Benchmark
• Share experiences of completed /
implemented waste reduction
efforts
• Understanding of particularly
effective solutions
• Good practices are propagated
faster
• Sustainability strengthens CIP
company wide
• Helps to break paradigms
• Supports standards throughoutorganization
Simultaneous
Engineering• Planning and development
processes performed in parallel
• Ideas and suggestions from
operators and later users of the
machinery are integrated into SE
• Involves all disciplines
• Special emphasis on involving
machine tool suppliers• Information is shared and
accessible to all parties at every
stage of the process
• Reduces lead time
• Faster feedback from succeeding
to preceding process
• Improves cooperation between
engineering, production,
suppliers, marketing, production
control, etc
• Eliminates wait time betweendepartments
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
APA
FIFO
FMEA
ISO 14000
JIT
PDCAQS 9000
SE
SPC
SWI
TPM
VDA 6
Delivery Product Audit
First in, First out
Failure Method Effect Analysis
Standard Series to Environmental Protection
Just in Time
Improvement Cycle: Plan, Do, Check, ActQuality Management System
Simultaneous Engineering
Statistical Process Control
Standard Work Instruction
Total Productive Maintenance
Quality Management System of the
German Automotive Industry
D List of Abbreviations
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TOS_System_description_direct_090619.ppt
Truck Operating System (TOS)
E Imprint
Publisher:
Daimler AG January 2001Product and Production Planning CVD
Dr. Martin ZimmermannHPC F303D-70546 Stuttgart
Name Department Location
Horst Cronjäger PN/TP 000Dieter Streitenberger PN/TP 000Dr. Herbert Hörner P/PE EvoBusHelmut Backes P/PE EvoBus
Frank Ehleiter K/SWI 037Michael Humpert T 072Dr. Wolf-Dieter Schultze-Scharnhorst WL 065Reiner Lehr PAP/AP 096Thomas Frisch PBE 034Michael Thomas TPP/MP 000
Drucksachennummer: 888-00-001-02
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Truck Operating System (TOS)
F Attachments
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