Kanban Just-in Time at Toyota: Management Begins at the WorkplaceToyota's world-renowned success proves that just-in-time (JIT) makes other manufacturing practices obsolete. This simple but powerful book is based on the seminars given by Taiichi Ohno and other senior production staff to introduce Toyota's own supplier companies to JIT. It teaches the philosophy and implementation of what many call the most efficient production system in the world.
Every day more American companies are learning that JIT works outside Japan. Now you can get started with this step-by-step book which guides you through the implementation process. Every engineer, manager, supervisor, and worker should read this book to get the clearest, simplest, and most complete introduction to JIT available in English. Results at American companies after reading this book:
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Contents
Publishers Foreword | |
Figures | |
Basic Assumptions Behind the Toyota Production System | |
Leveling Smoothing Out the Production System | |
JustInTime and Automation | |
Workplace Control Through the Kanban System | |
Reality of WorkplaceDetermined Standard Operations | |
Improvement Activities for ManHour Reduction | |
Producing High Quality with Safety | |
Appendix A Production Planning Linking Toyota Motor with Dealers and Parts | |
The NUMMI Venture | |
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Common terms and phrases
abnormalities added value amount automated machines automatic becomes company’s conveyor cost reduction created cycle daily defective products delivery device efficiency eliminate waste elimination of waste engage equipment example excess capacity exchange exchange of die factory Figure final vehicle manufacturer hataraki human touch implement improvement activities inventory Japan Japanese jigs just-in-time kanban system Kiichiro Toyoda labor load-smoothing system man-hour reduction activities materials means metal-stamping method minutes month move number of cars number of kanban number of workers NUMMI overproduction percent pieces placement Poka-yoke preceding process problem procedure production plan production schedule profit ratio of operation reduce the number SAYINGS OF OHNO Shigeo Shingo standard stock stock on hand stop the line storage sub-assembly subcontractors subsequent process supervisor suppliers supply tables system of production Taiichi Ohno things thinking Toyota production system Toyota system transport units visual control waste arising whirligig beetle workplace