Toyota Production System: An Integrated Approach to Just-In-Time (Hardcover, 4)

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