Toyota discloses unprecedented details of F1 development

When an operator gets a metal ticket from the engine workshop, it’s the signal to start producing a cylinder head. In fact they get two cards, for a left and right hand cylinder head. Previously the department was not necessarily able to deliver sets of a left and right side. Now the operators had to make sure that they delivered sets, and if there was quality problem with a left hand one, ensure that another was introduced into the system.

If the idea of the department producing unnecessary parts sounds illogical, it was to some degree because the operators felt compelled to stay busy. There was a natural human concern that jobs might be at risk should they appear to be surplus to requirements, but those fears have been addressed. Any free time was to be devoted to other tasks such as training, which further enhances quality and productivity. One of the key aspects is to involve the operators. Taking their ideas into consideration is essential to make TPS work.

“We also wanted to help people to improve the processes themselves, for example de-burring. We made standardised work charts, and worked together with the operators to decide the best way to deburr a cylinder head. In fact it depended on the operator. One needed eight or nine hours, another 5 or 6. We all decided to standardise the process and method to assure both quality and speed at 0 hours. The result not only improves the process but improves the ability to plan – you can’t plan with a range from eight to 6.” Planning, free flow of information and gaining people’s understanding and involvement is vital. Daily meetings were introduced, and tasks outlined on charts that everyone could refer to.

It was not an instant solution, but as each stage of the process was subjected to improvements, the benefits of TPS began to be felt, so the department became more and more efficient. A target that had initially seemed out of reach was achieved and then exceeded.

“It came down in stages,” says Andrea. “And in the end we are able to produce a new cylinder head in two weeks. To beat that other Formula 1 team was a real motivation for the people, and we beat them, so now we’re able to give design the flexibility to bring in a new specification. The only thing we spent some money on was moving machines into the right areas, but that was nothing. Everything else was just for free.

After one year we delivered the first green stickered cylinder head. When we had specific quality problems before, we couldn’t find out the cause, because we had so many parts and such a long process. We tried to do something to avoid it for the next cylinder head, but until we found out that it really worked, we already had over 20 other cylinder heads going through the same step! Now we know after the first or second one whether it works or not.”

Crucially the department can now also guarantee delivery on time, whereas before it was much harder to meet deadlines.

“This target of 4 days was set by the General Manager of Production & Procurement, and it was for us such an unrealistic target. He said this is your aim, and I will support you, and I will make sure you have the time to do this.

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