Toyota Production System: An Integrated Approach to Just-In-Time, 4th Edition - Rilegato

Monden, Yasuhiro

Rilegato

ISBN 10: 143982097X ISBN 13: 9781439820971

Casa editrice: Productivity Press, 2011

Riassunto

A bestseller for almost three decades, Toyota Production System: An Integrated Approach to Just-In-Time supplies in-depth coverage of Toyota's production practices, including theoretical underpinnings and methods for implementation. Exploring the latest developments in the Toyota Production System (TPS) framework at Toyota, this new edition updates the classic with new material on e-kanban, mini-profit centers, computer-based information systems, and innovative solutions to common obstacles in TPS implementation.

Yasuhiro Monden, instrumental in introducing the JIT production system to the United States, explains the logic and methodologies of the TPS. Extending the humanized aspect of production introduced in the third edition, Toyota Production System: An Integrated Approach to Just-In-Time, Fourth Edition explains how to cultivate the culture and way of thinking needed to establish the TPS holistically across your organization. Exploring the link between kaizen methods and calculation methods in TPS, this edition includes new chapters on:

• The goal of TPS
• One-piece production in practice
• Kaizen costing
• Material handling in an assembly plant
• Smoothing kanban collection
• Determination of the number of kanban
• New developments in e-kanban
• Cultivating the spontaneous kaizen mind

Following in the footsteps of its bestselling predecessors, the fourth edition provides easy-to-follow guidance for implementing the TPS in your organization. It explains how Toyota has adapted and reacted to recent fluctuations in demand, quality problems, and recalls. It also includes an appendix that considers the recent tsunami in Japan and investigates how to reinforce the JIT system to ensure supply chain flow during sudden stoppages at individual locations within the chain.

Su questo libro

L'autore:

Yasuhiro Monden is professor emeritus at the University of Tsukuba, Japan. He also currently serves as visiting professor in the graduate program of the Nagoya University of Commerce and Business. Monden held the position of professor at Tsukuba University from 1983 to 2004. Before coming to Tsukuba, he was an associate professor in the School of Economics at Osaka Prefecture University (1971–83) and a research associate and assistant professor in the School of Law and Economics at Aichi University (1966–71).

He received his Ph.D. in Management Science and Engineering from the University of Tsukuba, where he also served as dean of the Graduate Program of Management Sciences and Public Policy Studies and as chairperson of the Institute of Policy and Planning Sciences. He received his MBA from Kobe University, Japan, and his Bachelor of Economics from Kwansei Gakuin University, Japan. Dr. Monden has gained valuable practical knowledge and experience from his research and related activities in the Japanese automobile industry.

He was instrumental in introducing the JIT production system to the United States. Toyota Production System is recognized as a JIT classic and was awarded the 1984 Nikkei Prize by the Nikkei Economic Journal. However, his research fields are wide, covering not only production and operations management but also managerial and financial accounting, corporate finance, and business economics. His dissertation title was "Basic Research on Transfer Pricing and Profit Allocation in Decentralized Organizations," and his recent research includes Management of Inter-Firm Networks Based on Incentive Prices."

Dr. Monden’s international activities have included visiting professorships at the State University of New York at Buffalo (1980–81), California State University in Los Angeles (1991–92), and Stockholm School of Economics in Sweden (1996). He was also regional director of the Production and Operations Management Society (POMS), and has acted as international director of the Management Accounting Section of the American Accounting Association (AAA). In the business world he served as a JICA (Japan International Cooperation Agency) expert in Singapore for guiding TPS in 1987. Also he acted as a JICA expert in Thailand for guiding Strategic Cost Management, in 1998. Dr. Monden also served as Second Examination Committee Member of the Japan Certified Public Accountant (2000–2003).

He founded the Japan Society of Organization and Accounting and currently serves as its editor in chief for the English-language book series entitled Japanese Management and International Studies, published by World Scientific Publishing Company in Singapore.

Contenuti:

Total Framework of the Toyota Production System
Primary Purpose
Kanban System
Production Smoothing
Shortening Setup Time
Process Layout for Shortened Lead Times
Standardization of Operations
Autonomation
Improvement Activities
The Goal of TPS
Summary

Implementation Steps for the Toyota Production System
Introductory Steps to the Toyota Production System
Introduction of JIT at Toyo Aluminum— A Case Study

SUBSYSTEMs

Adaptable Kanban System Maintains Just-In-Time Production
Pull System for JIT Production
What Is a Kanban?
Kanban Rules
Other Types of Kanban

Supplier Kanban and the Sequence Schedule Used by Suppliers
Monthly Information and Daily Information
Later Replenishment System by Kanban
Sequenced Withdrawal System by the Sequence Schedule
Problems and Countermeasures in Applying the Kanban System to Subcontractors
Guidance by the Fair Trade Commission Based on the Subcontractors Law and the Anti-monopoly Law
Supplier Kanban Circulation in the Paternal Manufacturer
Practical Examples of Delivery System and Delivery Cycle

Smoothed Production Helps Toyota Adapt to Demand Changes and Reduce Inventory
Smoothing of the Total Production Quantity
Demand Fluctuation and Production Capacity Plan
Smoothing Each Model’s Production Quantity
Comparison of the Kanban System with MRP
Summary of the Concept of Production Smoothing

The Information System for Supply Chain Management between Toyota, Its Dealers, and Parts Manufacturers
The Order Entry Information System
Monthly Production System
The Information System between Toyota and Parts Manufacturers
New Toyota Network System (TNS)
Production Planning System at Nissan

How Toyota Shortened Production Lead Time
Four Advantages of Shortening Lead Time
Components of Production Lead Time in a Narrow Sense
Shortening Processing Time through Single-Unit Production and Conveyance
Shortening Waiting Time and Conveyance Time
A Broad Approach to Reducing Production Lead Time

Machine Layout, Multi-Functional Workers, and Job Rotation Help Realize Flexible Workshops
Shojinka: Meeting Demand through Flexibility
Layout Design: The U-Turn Layout
Attaining Shojinka through Multi-Functional Workers

One-Piece Production in Practice
Requirements for One-Piece Production
Resistance to Working Standing Up
Resistance to Multi-Skilling
Barriers to Autonomation
Attaching Castors
Smoothed Production
An Example of Improvement for One-Piece Flow: A Factory Producing Cabinets for Use as Flat-Screen Television Stands

Standard Operations Can Attain Balanced
Production with Minimum Labor
Goals and Elements of Standard Operations
Determining the Components of Standard Operations
Proper Training and Follow-Up: The Key to Implementing a Successful System

Reduction of Setup Time—Concepts and Techniques
Effects of Shortening the Setup Time
Setup Concepts
Concept Application

5S—Foundation for Improvements
5S Is to Remove Organizational Slack
Visual Control
Practical Rules for Seiton
Seiso, Seiketsu, Shitsuke
Promotion of 5S System

Autonomous Defect Control Ensures Product Quality
Development of Quality Management Activities
Statistical Quality Control
Autonomation
Autonomation and the Toyota Production System
Robotics
Company-Wide Quality Control

Cross-Functional Management to Promote Company-Wide Quality Assurance and Cost Management
Introduction
Quality Assurance
Cost Management
Organization of the Cross-Functional Management System

Kaizen Costing
Concept of Kaizen Costing
Two Types of Kaizen Costing
Preparing the Budget
Determination of the Target Amount of Cost Reduction
Kaizen Costing through Management by Objectives
Measurement and Analysis of Kaizen Costing Variances

Material Handling in an Assembly Plant
The Parts Supply System in an Assembly Plant
A System for Supplying Parts in Sets (the SPS, or Set Parts System)
"Empty-Handed" Transportation

Further Practical Study of the Kanban System
Maximum Number of Production Kanban to be Stored
Triangular Kanban and Material Requisition Kanban on a Press Line
Control of Tools and Jigs through the Kanban System
JIT Delivery System Can Ease Traffic Congestion and the Labor Shortage

Smoothing Kanban Collection
Obstacles to Collecting Smoothed Numbers of Kanban
Relationship between Smoothed Collection of Kanban and Parts Delivery
Smoothing Schedule for the Timing of Kanban Collection
Inventions of Kanban Posts at the Production Site
Post-Office Mechanism for Outgoing Supplier Kanaban

Applying the Toyota Production System Overseas
Conditions for Internationalizing the Japanese
Production System
Advantages of the Japanese Maker-Supplier Relationship
Reorganization of External Parts Makers in the United States
Solution for Geographical Problems Involving External Transactions
External Transactions of NUMMI
Industrial Relations Innovations
Conclusion

QUANTITATIVE TECHNIQUES

Sequencing Method for the Mixed-Model Assembly Line to Realize Smoothed Production
Goals of Controlling the Assembly Line
Goal-Chasing Method: A Numerical Example
The Toyota Approach: A Simplified Algorithm
Simultaneous Achievement of Two Simplifying Goals
New Sequence Scheduling Method for Smoothing
Basic Logic of Sequence Scheduling
Sequence Scheduling Using Artificial Intelligence
Diminishing Differences between Product Lead Times
Computation of the Number of Kanban
Computation of the Number of Kanban
The Constant-Cycle Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban
Computation of the Number of Supplier Kanban
Constant-Quantity Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban
Computation of the Number of Production-Ordering Kanban
Computation of the Re-order Point
Determination of Lot-Size
Changes in the Number of Kanban
Maintaining the Necessary Number of Kanban

Su questa edizione

• Editore: Productivity Press
• Data di pubblicazione: 2011
• ISBN 10: 143982097X
• ISBN 13: 9781439820971
• Rilegatura: Copertina rigida
• Numero edizione: 4
• Numero di pagine: 566