Toyota Production System : An Integrated Approach to Just-In-Time

The Just-in-time (JIT) manufacturing system is an internal system in use by its founder, Toyota Motor Corporation, but it has taken on a new look. Toyota Production System, Second Edition systematically describes the changes that have occurred to the most efficient production system in use today. Since the publication of the first edition of this book in 1983, Toyota has integrated JIT with computer integrated manufacturing technology and a strategic informa­ tion system. The JIT goal of producing the necessary items in the necessary quantity at the necessary time is an internal driver of production and operations management. The addition of computer integrated technology (including expert systems by artificial intelligence) and information systems technology serve to further reduce costs, increase quality, and improve lead time. The new Toyota production system considers how to adapt production schedules to the demand changes in the marketplace while satisfying the goals of low cost, high quality, and timely delivery. The first edition of this book, Toyota Production System, published in 1983, is the basis for this book. It was translated into many languages including Spanish, Russian, Italian, Japanese, etc., and has played a definite role in inspiring production management systems throughout the world.

I Total System.- 1. 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.- Summary.- II Subsystems.- 2. Adaptable Kanban System Maintains Just-In-Time Production.- Pulling System for JIT Production.- What Is a Kanban?.- Kanban Rules.- Other Types of Kanbans.- 3. 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 Table.- Problmes 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.- Structure of the Supplier Kanban Sorting Office.- 4. Smoothed Production Helps Toyota Adapt to Demand Changes and Reduce Inventory.- Smoothing of the Total Production Quantity.- Smoothing Each Model’s Production Quantity.- Comparison of the Kanban System with MRP.- 5. The Information System Between Toyota, Its Dealers, and Parts Manufacturers.- The Order Entry Information System.- The Information System Between Toyota and Parts Manufacturers.- Production Planning System in Nissan.- 6. Computer Control System in an Automobile Factory.- Centralized Control System and Decentralized Control System.- Structure of a Hierarchical Decentralized Control System.- New ALC System at Toyota.- 7. 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 Production and Conveyance.- Shortening Waiting Time and Conveyance Time.- Broad Approach to Reducing Production Lead Time.- 8. Reduction of Setup Time—Concepts and Techniques.- Setup Concepts.- 9. Practical Procedure for Reducing Setup Time.- Analyzing Setup Actions.- Procedure for Setup Improvements.- Informing Operators of Improvements.- Organization Structure for Promoting Setup Time Reduction.- 10. Standard Operations Can Attain Balanced Production with Minimum Labor.- Determining the Components of Standard Operations.- Proper Training and Follow-Up: The Key to Implementing a Successful System.- 11. Machine Layout, Multi-Function Workers, and Job Rotation Help Realize Flexible Workshops.- Shojinka: Meeting Demand through Flexibility.- Layout Design: The U-Turn Layout.- Attaining Shojinka through Multi-Function Workers.- 12. Improvement Activities Help Reduce the Work Force and Increase Worker Morale.- Improvements in Manual Operations.- Reduction of the Work Force.- Improvements in Machinery.- Job Improvements and Respect for Humanity.- The Suggestion System.- Kanban and Improvement Activities.- QC Circles.- 13. 5S—Foundation for Improvements.- Visual Control.- Practical Rules for Seiton.- Seiso, Seiketsu, Shitsuke.- Promotion of 5S System.- 14. “Autonomous Defects Control” Assures Product Quality.- Statistical Quality Control.- Autonomation.- Autonomation and the Toyota Production System.- Robotics.- Company-Wide Quality Control.- 15. Functional Management to Promote Company-Wide Quality Control and Cost Management.- Quality Assurance.- Cost Management.- Organization of the Functional Management System.- III Quantitative Techniques.- 16. Sequencing Method for the Mixed-Model Assembly Line to Realize Smoothed Production.- Goals of Controlling the Assembly Line.- 17. New Sequence Scheduling Method for Smoothing.- Basic Logic of Sequence Scheduling.- Sequence Scheduling Using Artificial Intelligence.- Diminishing Differences Between the Product Lead Times.- 18. Determining the Number of Kanban Pertinent to the Alternative Withdrawal Systems.- Constant Quantity, Nonconstant Cycle Withdrawal System.- Constant Cycle, Nonconstant Quantity Withdrawal System.- Changing the Cycle Time of Standard Operations Routine Instead of the Number of Kanban.- The Influence of the Supervisor on the Total Number of Kanban.- Constant Withdrawal Cycle System for the Supplier Kanban.- 19. Computer System for Kanban System Support.- Technology Data Base Subsystem.- Kanban Master Planning Subsystem.- Actual Performance Collection and Transition Subsystems.- 20. Numerical Analysis for Productivity Improvement.- Analysis Method for Work Place Improvements.- Performance Analysis of Facility and Worker.- Evaluation of Overall Production Performance after Improvement.- IV Implementation.- 21. Review of Kanban System Principles.- Functions of a Kanban.- Controlling Production-Ordering Kanbans.- Control of Tools and Jigs through the Kanban System.- Sequenced Withdrawal and the Later-Replenishment System Withdrawal.- 22. Prerequisites to Implementing the Toyota Production System.- Introductory Steps to the Toyota Production System.- of JIT at Toyo Aluminum—A Case Study.- 23. 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 of Geographical Problems Involving External Transactions.- External Transactions of NUMMI.- Industrial Relations Innovations.- Conclusion.- Appendix 1: JIT Delivery System Can Ease Traffic Congestion and the Labor Shortage.- Appendix 2: Goals Coordination Method.- Appendix 3: Quantitative Analysis of Stocks in a JIT Multistage Production System Using the Constant Order Cycle Withdrawal Method.- Appendix 4: Quantitative Analysis of Lot Size in a JIT Production System Using Constant Order Quantity Withdrawal Method.