Verfügbarkeit: Toyota production system

Toyota production system: an integrated approach to just-in-time

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Bibliographische Detailangaben
1. Verfasser:	Monden, Yasuhiro 1940- (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boca Raton [u.a.] CRC Press 2012
Ausgabe:	4. ed.
Schlagworte:	Toyota-Jidōsha-Kōgyō-KK Lean Production Fertigungssystem
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XLVI, 520 S. Ill., graph. Darst.
ISBN:	9781439820971

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Datensatz im Suchindex

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adam_text	Contents Foreword to the First Edition ..........................................................xxiii Preface to the Fourth Edition ............................................................xxv Preface to the Third Edition .........................................................xxxvii Preface to the Second Edition ..............................................................xli Acknowledgments .............................................................................xliii About the Author .................................................................................xlv SECTION 1 Total System and Implementation Steps Chapter 1 Total Framework of the Toyota Production System ........3 § 1 Primary Purpose ...................................................................3 Profit through Cost Reduction .............................................3 Elimination of Overproduction ............................................4 Quantity Control, Quality Assurance, Respect for Humanity .................................................................................6 Just-in-Time and Autonomation ..........................................6 Flexible Workforce and Originality and Ingenuity ...........8 JIT Production ........................................................................8 § 2 Kanban System ......................................................................9 Maintaining JIT by the Kanban System ..............................9 Information via Kanban ......................................................10 Adapting to Changing Production Quantities .................10 § 3 Production Smoothing .......................................................11 Production in Accordance with Market Demand ...........11 Determining the Daily Production Sequence ..................12 Adapting to Product Variety by General-Purpose Machines ................................................................................13 § 4 Shortening Setup Time .......................................................13 vi · Contents § 5 Process Layout for Shortened Lead Times and One-Piece Production ...............................................................14 § 6 Standardization of Operations ..........................................15 § 7 Autonomation ......................................................................16 Autonomous Defects Control System ................................16 Visible Control System .........................................................17 § 8 Improvement Activities ......................................................17 § 9 The Goal of TPS ...................................................................18 The Ultimate Goal of TPS ...................................................18 To Improve Margin Ratio, Costs Must Be Reduced, since Profit = Revenue - Costs ......................18 To Improve Turnover Ratio, Lead Time Must Be Reduced ........................................................................19 Another Measure of the Integrated Goal: JIT Cash-Flows ..................................................................20 Motivational Effects of the JIT Cash Flow Measure ........21 Control Measure at the Top Management Level of the Whole Supply-Chain ............................................21 Control Measure at the Level of Plant Managers and Supervisors ................................................................22 Control Measures at the Level of Shop Floor Operators ..........................................................................23 § 10 Summary ............................................................................23 Chapter 2 Implementation Steps for the Toyota Production System ...............................................................................25 § 1 Introductory Steps to the Toyota Production System. ...25 Step 1: Upper Management Plays a Key Role ....................25 Step 2: Establish a Project Team .........................................26 Step 3: Prepare an Implementation Schedule and Set Goals to Be Achieved within the Schedule .................26 Step 4: Introduce a Pilot Project .........................................26 Step 5: Move from a Downstream Process to an Upstream Process .................................................................26 Application Order of JIT Techniques ................................27 § 2 Introduction of JIT at Toyo Aluminum— A Case Study ..............................................................................29 Contents · vii SECTION 2 Subsystems Chapter 3 Adaptable Kanban System Maintains Just-In-Time Production ........................................................................35 § 1 Pull System for JIT Production .........................................35 § 2 What Is a Kanban? ..............................................................36 How to Use Various Kanban ...............................................41 Two Methods of Utilizing Production-Ordering Kanban ..................................................................................43 § 3 Kanban Rules .......................................................................45 Rule 1— The Subsequent Process Should Withdraw the Necessary Products from the Preceding Process in the Necessary Quantities at the Necessary Point in Time ...................................................................................45 Whirligig ..........................................................................46 Constant-Cycle and Round-Tour Mixed- Loading System ...............................................................46 Rule 2— The Preceding Process Should Produce Its Products in the Quantities Withdrawn by the Subsequent Process ...............................................................47 Rule 3— Defective Products Should Never Be Conveyed to the Subsequent Process ................................48 Rule 4— The Number of Kanban Should Be Minimized ............................................................................48 Rule 5— Kanban Should Be Used to Adapt to Small Fluctuations in Demand (Fine-Tuning of Production by Kanban) ...................................................49 § 4 Other Types of Kanban ......................................................51 Express Kanban ....................................................................51 Emergency Kanban ..............................................................53 Job-Order Kanban ................................................................53 Through Kanban ...................................................................53 Common Kanban ................................................................54 Cart or Truck as a Kanban .................................................54 Label .......................................................................................55 Full-Work System .................................................................55 viii · Contents Chapter 4 Supplier Kanban and the Sequence Schedule Used by Suppliers .......................................................................59 § 1 Monthly Information and Daily Information ...............60 § 2 Later Replenishment System by Kanban .........................61 How the Supplier Kanban Should Be Applied to the Supplier .......................................................................61 How the In-Process Kanban Will Circulate in the Supplier s Plant ...........................................................63 § 3 Sequenced Withdrawal System by the Sequence Schedule ......................................................................................65 Store Space and a Variety of Products ...............................67 How the Sequence Schedule Is Used in the Assembly Lines of a Supplier ..................................68 § 4 Problems and Countermeasures in Applying the Kanban System to Subcontractors ....................................70 Criticism by the Communist Party against the Toyota Production System ...................................................70 § 5 Guidance by the Fair Trade Commission Based on the Subcontractors Law and the Anti-monopoly Law .........72 How Toyota Is Coping with Criticism ...............................74 § 6 Supplier Kanban Circulation in the Paternal Manufacturer ..................................................79 Inventory Quantity of Purchased Parts .............................82 § 7 Practical Examples of Delivery System and Delivery Cycle ............................................................................83 Number of Supply Runs and Delivery Schedule of Each Plant ..........................................................................83 Kanban System and Adaptation to Emergency ...............86 Chapter 5 Smoothed Production Helps Toyota Adapt to Demand Changes and Reduce Inventory .......................89 § 1 Smoothing of the Total Production Quantity .................89 Demand Fluctuation and Production Capacity Plan ......92 Adapting to Increased Demand .....................................92 Adapting to Decreased Demand ...................................93 § 2 Smoothing Each Model s Production Quantity .............93 Sequence Schedule for Introducing Models ......................94 Sequence Schedule Sheet Sample ........................................97 Contents · ix Sequenced Withdrawal of Engines ....................................97 Two Phases of Production Smoothing ..............................99 Flexible Machinery Supporting Smoothed Production ... 99 § 3 Comparison of the Kanban System with MRP .............101 § 4 Summary of the Concept of Production Smoothing... 102 Chapter 6 The Information System for Supply Chain Management between Toyota, Its Dealers, and Parts Manufacturers ................................................................105 § 1 The Order Entry Information System ............................105 Monthly Production System .............................................105 Master Production Schedule and Parts Requirement Forecast ....................................................105 Daily Production System ...................................................106 The Product Delivery Schedule and Sequence Schedule ..........................................................................106 The Sequenced Production Schedule ...............................109 Online System at the Distribution Stage .........................109 § 2 The Information System between Toyota and Parts Manufacturers ...............................................................110 Parts Requirement Forecast Table ....................................110 Network System within Toyota Group Using VAN .......112 The Parts Distribution System ..........................................113 § 3 New Toyota Network System (TNS) ...............................114 Establishment of Type II Carrier by Toyota ....................114 Toyotas New TNS (Toyota Network System) .................116 Parts Procurement Networks: JNX and WARP .............117 § 4 Production Planning System at Nissan ..........................118 Nissan s Ordering Systems from Parts Suppliers ...........121 Daily Order .....................................................................121 10-Day Order ..................................................................121 Synchronized Order .....................................................122 Special Order .................................................................122 Chapter 7 How Toyota Shortened Production Lead Time ............123 § 1 Four Advantages of Shortening Lead Time ..................123 § 2 Components of Production Lead Time in a Narrow Sense ..........................................................................124 χ · Contents § 3 Shortening Processing Time through Single-Unit Production and Conveyance ..................................................125 Functional Division of Labor Using Specialized Workers with Lot Production and Conveyance .........127 Product-Flow Layout with Multi-Skilled Workers for One-Piece Production ..................................................127 Comparison between Functional Division of Processes and Multi-Process Handling: A Summary ...129 Outline of Toyotas Plants ..................................................131 Shortening Processing Time through Small-Sized Lot Production ....................................................................131 Advantages of Small Lots in the Production of Different Products ..........................................................132 Control Chart of Lot Size Reduction ...............................133 § 4 Shortening Waiting Time and Conveyance Time .......134 How to Balance Each Process ..........................................134 Shortening Waiting Time Caused by Pre-Process Lot Size .................................................................................135 Two Steps for Conveyance Improvement ........................136 § 5 A Broad Approach to Reducing Production Lead Time ..........................................................................................137 Five Principles for the Ideal Factory Automation ..........138 Chapter 8 Machine Layout, Multi-Functional Workers, and Job Rotation Help Realize Flexible Workshops ............143 § 1 Shojinka: Meeting Demand through Flexibility ...........143 § 2 Layout Design: The U-Turn Layout ................................144 Improper Layouts ...............................................................146 Bird Cage Layouts ..........................................................146 Isolated Island Layouts ..................................................147 Linear Layouts ................................................................148 Combining U-Form Lines .................................................149 Cellular Manufacturing .....................................................151 § 3 Attaining Shojinka through Multi-Functional Workers .....................................................................................152 Cultivating Multi-Functional Workers through Job Rotation .........................................................................153 Step 1: Rotation of Supervisors ....................................153 Contents · xi Step 2: Rotation of Workers within Each Shop .........154 Step 3: Job Rotation Several Times per Day ...............156 Additional Advantages of Job Rotation ...........................158 Importance of the Line Chief: Giving Rest Time and Job Rotation to Workers .............................................159 Chapter 9 One-Piece Production in Practice .................................161 § 1 Requirements for One-Piece Production .......................161 § 2 Resistance to Working Standing Up ..............................162 § 3 Resistance to Multi-Skilling ............................................164 § 4 Barriers to Autonomation ................................................164 How to Achieve Autonomation (in the Sense of Decoupling Operators from Their Machines) ............165 § 5 Attaching Castors ..............................................................167 § 6 Smoothed Production .......................................................168 § 7 An Example of Improvement for One-Piece Flow: A Factory Producing Cabinets for Use as Flat-Screen Television Stands ..............................169 Chapter 10 Standard Operations Can Attain Balanced Production with Minimum Labor ................................171 § 1 Goals and Elements of Standard Operations ................171 § 2 Determining the Components of Standard Operations ................................................................................172 Determining the Cycle Time ............................................173 Determining the Completion Time per Unit .................173 Determining the Standard Operations Routine .............175 Yo-i-don System ..................................................................178 One-Shot Setup ...................................................................182 Determining the Standard Quantity of Work-in-Process .............................................................183 Preparing the Standard Operations Sheet ......................184 § 3 Proper Training and Follow-Up: The Key to Implementing a Successful System ...................................185 Chapter 11 Reduction of Setup Time — Concepts and Techniques .....187 § 1 Effects of Shortening the Setup Time .............................187 xii · Contents § 2 Setup Concepts.................................................................. 188 Concept 1: Separate the Internal Setup from the External Setup .....................................................................188 Concept 2: Convert as Much as Possible of the Internal Setup to the External Setup ...............................188 Concept 3: Eliminate the Adjustment Process ...............189 Concept 4: Abolish the Setup Step Itself .........................191 § 3 Concept Application .........................................................192 Technique 1: Standardize the External Setup Actions.. 192 Technique 2: Standardize Only the Necessary Portions of the Machine ....................................................192 Technique 3: Use a Quick Fastener ..................................192 Technique 4: Use a Supplementary Tool .........................194 Technique 5: Use Parallel Operations ..............................195 Technique 6: Use a Mechanical Setup System ................196 Chapter 12 5S — Foundation for Improvements ...............................197 § 1 5S Is to Remove Organizational Slack ............................197 § 2 Visual Control ..................................................................200 Visual Seiri ...........................................................................201 Indicator Plate for Visual Seiton ......................................203 Step 1— Decide Item Placement ..................................204 Step 2— Prepare the Container ...................................204 Step 3— Indicate the Position for Each Item .............204 Step 4— Indicate the Item Code and Its Quantity.... 204 Step 5— Make Seiton a Habit .......................................205 § 3 Practical Rules for Seiton ................................................207 Seiton of WIP .....................................................................207 Rule 1: First-In, First-Out ............................................207 Rule 2: Setup for Easy Handling .................................207 Rule 3: Regard Stock Space as Part of Manufacturing Line .....................................................208 Seiton of Jigs and Tools ......................................................210 Seiton of the Cutting Instruments, Measures, and Oil ...211 Visual Controls for Limit Standards ................................213 § 4 Seiso, Seiketsu, Shitsuke ...................................................214 § 5 Promotion of 5S System ...................................................216 Point Photography ..............................................................217 Contents · xiii Chapter 13 Autonomous Defect Control Ensures Product Quality... 219 § 1 Development of Quality Management Activities .........219 § 2 Statistical Quality Control ...............................................221 § 3 Autonomation ...................................................................223 § 4 Autonomation and the Toyota Production System .....225 Methods for Stopping the Line ........................................225 Mechanical Checks in Aid of Human Judgment ..........227 Mistake-Proofing Systems for Stopping the Line ..........228 Contact Method ............................................................229 Altogether Method .......................................................229 Action Step Method ......................................................229 Visual Controls ...................................................................231 Andon and Call Lights ..................................................231 Standard Operations Sheets and Kanban Tickets .....232 Digital Display Panels ..................................................234 Store and Stock Indicator Plates .................................234 § 5 Robotics ..............................................................................235 Robots and the Toyota Production System ....................236 § 6 Company-Wide Quality Control ...................................236 All Departments Participate in QC .................................237 All Employees Participate in QC .....................................238 QC Is Fully Integrated with Other Related Company Functions ..........................................................238 Chapter 14 Cross-Functional Management to Promote Company-Wide Quality Assurance and Cost Management ..........................................................239 § 1 Introduction .......................................................................239 § 2 Quality Assurance ............................................................240 § 3 Cost Management .............................................................241 Relations among Departments, Steps in Business Activities, and Functions ..................................................244 § 4 Organization of the Cross-Functional Management System ..............................................................245 Business Policy and Functional Management ...............250 Business Policy Development ...........................................252 Critical Considerations for Functional Management ...253 Advantages of Functional Management .........................254 xiv · Contents Chapter 15 Kaizen Costing ...............................................................257 § 1 Concept of Kaizen Costing ..............................................257 § 2 Two Types of Kaizen Costing .........................................258 § 3 Preparing the Budget ........................................................259 § 4 Determination of the Target Amount of Cost Reduction .................................................................................262 § 5 Kaizen Costing through Management by Objectives ...............................................................................263 § 6 Measurement and Analysis of Kaizen Costing Variances .................................................266 Chapter 16 Material Handling in an Assembly Plant .....................271 § 1 The Parts Supply System in an Assembly Plant ............271 § 2 A System for Supplying Parts in Sets (the SPS, or Set Parts System) ................................................271 The SPS System ...................................................................271 The Rationale for SPS, and Its Benefits ............................273 § 3 Empty-Handed Transportation ...................................275 Rationalizing the Reception of Outsourced Parts and the Removal of Empty Boxes .....................................275 Movement of the Site Materials Handler ........................275 Area for Storing Each Parts Manufacturer s Empty Pallets, and Trolleys with Tractor ...................275 Movement of the Parts Manufacturers Drivers: Coupling Station for the Trolleys Used to Bring the Parts in to Each of the Assembly Lines ..........................277 Chapter 17 Further Practical Study of the Kanban System ............279 § 1 Maximum Number of Production Kanban to be Stored ...............................................................................279 § 2 Triangular Kanban and Material Requisition Kanban on a Press Line .........................................................282 The Roulette System ..........................................................283 § 3 Control of Tools and Jigs through the Kanban System .......................................................................285 § 4 JIT Delivery System Can Ease Traffic Congestion and the Labor Shortage ..........................................................286 Contents · xv JIT Will Contribute to Rationalization of Physical Distribution ........................................................................286 Genuine JIT System Has Prerequisite Conditions ........287 External Environment for Physical Distribution Should Be Rationalized .....................................................288 Chapter 18 Smoothing Kanban Collection ......................................291 § 1 Obstacles to Collecting Smoothed Numbers of Kanban .................................................................................291 § 2 Relationship between Smoothed Collection of Kanban and Parts Delivery ..............................................292 § 3 Smoothing Schedule for the Timing of Kanban Collection .................................................................................293 § 4 Inventions of Kanban Posts at the Production Site ......295 Parts Storage Site in the Assembling Factory .................295 § 5 Post-Office Mechanism for Outgoing Supplier Kanban .....................................................................................296 Chapter 19 Applying the Toyota Production System Overseas ......299 § 1 Conditions for Internationalizing the Japanese Production System .................................................................300 § 2 Advantages of the Japanese Maker-Supplier Relationship .................................................301 § 3 Reorganization of External Parts Makers in the United States .....................................................................302 § 4 Solution for Geographical Problems Involving External Transactions ............................................................305 § 5 External Transactions of NUMMI ................................306 § 6 Industrial Relations Innovations ...................................308 Prerequisites of Flexible Labor Systems ..........................308 Prerequisites of Workplace Improvements .....................310 Features of New Labor Contracts .....................................310 Point 1..............................................................................310 Point 2..............................................................................312 Point 3..............................................................................312 § 7 Conclusion .........................................................................314 xvi · Contents SECTION 3 Quantitative Techniques Chapter 20 Sequencing Method for the Mixed-Model Assembly Line to Realize Smoothed Production ..........................317 § 1 Goals of Controlling the Assembly Line ........................317 Goal One: Work Load Streamlining ................................318 Goal Two and the Sequencing Model for Parts Usage Streamlining ............................................................318 § 2 Goal-Chasing Method: A Numerical Example ...........320 Evaluation of the Goal-Chasing Method .......................324 § 3 The Toyota Approach: A Simplified Algorithm ...........326 Sequence Scheduling in the Practice: An Example ......328 § 4 Simultaneous Achievement of Two Simplifying Goals ...................................................................329 Chapter 21 New Sequence Scheduling Method for Smoothing ......331 § 1 Basic Logic of Sequence Scheduling ...............................331 Assisting Rules ....................................................................333 § 2 Sequence Scheduling Using Artificial Intelligence ......337 Five Patterns for Deciding the Sequence Schedule .......340 § 3 Diminishing Differences between Product Lead Times ........................................................................................342 Chapter 22 Computation of the Number of Kanban ......................347 § 1 Computation of the Number of Kanban ......................347 § 2 The Constant-Cycle Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban .....................................................................................348 Numerical Example: Number of Inter-Process Withdrawal Kanban in the Constant-Cycle System .....349 §3 Computation of the Number of Supplier Kanban ........354 Supplier Kanban Using the Constant-Cycle Withdrawal System ..........................................................354 Computation of Supplier Kanban ...................................354 Numerical Example for Computing the Number of Supplier Kanban .............................................................357 Contents · xvii § 4 Constant-Quantity Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban ......................................................................................358 General Formula for the Constant-Quantity Withdrawal System ...........................................................358 Numerical Example for Computing the Number of Inter-Process Withdrawal Kanban Based on the Constant-Quantity Withdrawal System .............359 Effect of Lead Time Reduction through Kaizen Activities on the Number of Kanban ..............................360 Effect of Increasing the Capacity of Parts Boxes Because of Smaller Parts Size ...........................................360 § 5 Computation of the Number of Production-Ordering Kanban ..........................................361 Computation of the Number of Production Kanban Under the Constant-Cycle Withdrawal System ...........361 Computation of the Number of Production Kanban under the Constant-Quantity Withdrawal System ......362 Ping-Pong Ball as a Production Kanban ........................362 Use of Production Kanban as a Two-Bin System ..........363 Triangular Kanban of the Stamping Process ................365 § 6 Computation of the Re-order Point ...............................365 § 7 Determination of Lot-Size ..............................................365 § 8 Changes in the Number of Kanban ...............................366 Changes in the Number of Supplier Kanban .................367 § 9 Maintaining the Necessary Number of Kanban .........368 Maximum and Minimum Numbers of the Parts Boxes on the Indicator Plate at the Parts Shelf ..............368 Automatic System for Pushing Aside Excess Kanban.... 369 Discovery of Lost Kanban ............................................370 Chapter 23 New Developments in е -Kanban ................................... 371 § 1 The Two Types of е -Kanban ............................................ 371 § 2 Sequenced Withdrawal Method e-Kanban: Sequenced Withdrawal of Parts Matched to the Vehicle Loading Sequence Schedule .....................................371 The Evolution of the Kanban ............................................371 е -Kanban .............................................................................. 372 xviii · Contents § 3 е -Kanban in the Later-Replenishment System: е -Kanban for the Parts Needed on Engine Assembly Lines, and So On ......................................................................374 § 4 Sequence Information for Main, Unit, and Sub-Lines.. .376 § 5 е -Kanban Passing through a Collection Center (an Intermediate Warehouse) ................................................379 Chapter 24 Kanban Supporting Information Systems ....................381 § 1 Toyota Production System Is Supported by Many Information Systems ...............................................................381 § 2 Material Requirement Planning Subsystem .................382 § 3 Kanban Master Planning Subsystem ............................384 Internally Produced Parts ................................................385 Externally Produced Parts ................................................385 Material Usage ...................................................................385 § 4 Process-Load Planning Subsystem ................................386 § 5 Accounts Payable and Accounts Receivable Subsystem via Electronic Kanban ........................................387 § 6 Actual Performance Measurement Subsystem ............388 SECTION 4 Humanized Production Systems Chapter 25 Cultivating the Spontaneous Kaizen Mind ..................393 § 1 Developing the Spontaneous Kaizen Mindset: Toward Embedding TPS .........................................................393 § 2 How Taiichi Ohno Came to Be Daihatsu s Consultant ...............................................................................394 § 3 Create a Difficult Situation and Give People a Problem to Solve .....................................................................394 Case 1: Mixed Assembly of the Starlet (the Successor to the Publica) and Daihatsu s Own Popular Car .........................................................................395 Case 2: Development of the Ready, Set, Go! System in the Body Welding Process ...........................................396 Case 3: You Mustn t Think, What Am I Going to Teach Them? ....................................................................397 Contents · xix § 4 Conclusions .......................................................................398 1. Get People to Exercise Their Ingenuity by Creating a Difficult Situation and Giving Them a Problem to Solve ................................................................398 2. Never Lead People by Their Noses to the Solution of the Problem but Always Make Them Come Up with Their Own Improvement Strategies, and Encourage Them to Develop Their Own Problem-Solving Abilities ................................................400 3. Even If Your Subordinates Fail, Do Not Communicate a Feeling of Frustration to Them; Lend Them a Helping Hand — Leaders Should Become Charismatic People on Whom Others Can Rely ..............................................................................400 Chapter 26 Improvement Activities Help Reduce the Workforce and Increase Worker Morale .........................................403 § 1 Resolving the Conflict between Productivity and Human Factors .......................................................................403 § 2 Improvements in Manual Operations ...........................404 § 3 Reduction of the Workforce ...........................................406 § 4 Improvements in Machinery ...........................................410 Policies in Promoting Jidoka .............................................410 § 5 Job Improvements and Respect for Humanity .............412 Give Workers Valuable Jobs ..............................................412 Keep the Lines of Communication within the Organization Open .............................................................412 § 6 The Suggestion System .....................................................413 § 7 Kanban and Improvement Activities .............................418 § 8 QC Circles ..........................................................................421 Structure of the QC Circle .................................................421 QC Topics and Achievements ...........................................421 Commendation Systems ...................................................423 Education Systems for QC Circles ...................................425 § 9 New Technical Personnel System ..................................426 Labor-Management System for Toyota Shop-Floor Technicians from 1990s Onward .....................................426 Introduction of Technical Specialists .............................426 xx · Contents Specialized Skills Acquisition System .............................427 Get-Up-and-Go Action Program .................................428 New Personnel System for Technical Personnel ...........429 The Discussion System Using Development Evaluation Sheets ................................................................431 Chapter 27 Respect-for-Humanity Subsystem in the JIT Production System .........................................................433 § 1 Toward Respect for Humanity Based on Ergonomics ...433 § 2 Conventional JIT Systems for Respect-for-Humanity Realization .......................................433 § 3 Process Improvements .....................................................435 Facility Investments Incorporating Automation ..........435 Facility Investments Incorporating Respect for Humanity ............................................................................436 Worker-Compatible Machines ....................................436 Improving Working Conditions .................................437 Work Strain Avoidance ................................................437 § 4 Need for Objective Evaluation of Workload ................442 § 5 Conclusion ........................................................................443 § 6 Appendix: Τ VAL Model for Measuring Workload .....444 The Model ...........................................................................444 Applying the TVAL Model to Assembly Operations ... 446 Author s Comment on the Model ....................................447 Acknowledgments ..................................................................447 Chapter 28 Motivational and Productivity Effects of Autonomous Split-Lines in the Assembly Plant ...........449 § 1 Why Can Split-Lines Enhance Morale and Productivity? ...........................................................................449 § 2 Problem with the Conventional Assembly Line ..........450 § 3 Structure of the Functionally Diversified Autonomous Line ....................................................................452 Physical Structure of Split-Lines .......................................452 Personnel Structure of Split-Lines ...................................454 Training of Line Workers and the Role of the Foreman ...................................................................454 Contents · xxi Training Corner and the Assembly Skill Master Program ..................................................................455 § 4 The Merits of Autonomous Split-Lines .........................456 Worker Motivation ............................................................456 Productivity and Autonomy Based on Risk Spreading... 458 Size of Buffer Stocks ..........................................................462 Line Stop Causes ................................................................462 Unnecessary Inventory Eliminated as Waste ................463 Chapter 29 Mini Profit Centers and the JIT System .......................465 § 1 Why Do MPC and JIT Systems Fit Each Other Well? .....465 § 2 Comparison and Mutual Extension of Merits between JIT and MPC Systems ............................................466 Motivating People in an MPC through the Single Goal of Profit ......................................................................467 Delegation of Larger and Wider Authority ....................468 Authority for Flexible Exchange of Workers among Various MPCs ..................................................468 Decentralized Authorities of Each MPD ...................468 Deployment of Target Profit ..............................................472 § 3 Computation Formula for MPC Profit ..........................473 § 4 Another Type of Mini Profit Center ...............................475 NEC s Line-Company ........................................................475 § 5 Local Optimization and Global Optimization .............476 § 6 JIT Production System as a Prerequisite for MPC Accounting .....................................................................478 MPC Accounting Is Cash-Basis Accounting ..............478 § 7 MPC Accounting Will Provide Motivation to Reduce Excess Inventory ...................................................479 § 8 Conclusion ........................................................................480 Appendix: Reinforcing the JIT System after the Disasters of 3/11/2011, Japan ...........................................................481 Bibliography and References ..............................................................487 English Language Literature .................................................487 Japanese Literature .................................................................492 Index ....................................................................................................501
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author	Monden, Yasuhiro 1940-
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edition	4. ed.
format	Book
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illustrated	Illustrated
indexdate	2024-07-09T22:55:34Z
institution	BVB
isbn	9781439820971
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-021210160
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spelling	Monden, Yasuhiro 1940- Verfasser (DE-588)12069817X aut Shin Toyota shisutemu Toyota production system an integrated approach to just-in-time Yasuhiro Monden 4. ed. Boca Raton [u.a.] CRC Press 2012 XLVI, 520 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd rswk-swf Lean Production (DE-588)4287302-2 gnd rswk-swf Fertigungssystem (DE-588)4154150-9 gnd rswk-swf Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 b Fertigungssystem (DE-588)4154150-9 s DE-604 Lean Production (DE-588)4287302-2 s 1\p DE-604 Digitalisierung UB Bamberg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021210160&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk
spellingShingle	Monden, Yasuhiro 1940- Toyota production system an integrated approach to just-in-time Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Lean Production (DE-588)4287302-2 gnd Fertigungssystem (DE-588)4154150-9 gnd
subject_GND	(DE-588)136030-9 (DE-588)4287302-2 (DE-588)4154150-9
title	Toyota production system an integrated approach to just-in-time
title_alt	Shin Toyota shisutemu
title_auth	Toyota production system an integrated approach to just-in-time
title_exact_search	Toyota production system an integrated approach to just-in-time
title_full	Toyota production system an integrated approach to just-in-time Yasuhiro Monden
title_fullStr	Toyota production system an integrated approach to just-in-time Yasuhiro Monden
title_full_unstemmed	Toyota production system an integrated approach to just-in-time Yasuhiro Monden
title_short	Toyota production system
title_sort	toyota production system an integrated approach to just in time
title_sub	an integrated approach to just-in-time
topic	Toyota-Jidōsha-Kōgyō-KK (DE-588)136030-9 gnd Lean Production (DE-588)4287302-2 gnd Fertigungssystem (DE-588)4154150-9 gnd
topic_facet	Toyota-Jidōsha-Kōgyō-KK Lean Production Fertigungssystem
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021210160&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT mondenyasuhiro shintoyotashisutemu AT mondenyasuhiro toyotaproductionsystemanintegratedapproachtojustintime

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