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Viser: Toyota Production System - An Integrated Approach to Just-in-Time
Toyota Production System
An Integrated Approach to Just-in-Time
Y. Monden
(2012)
Sprog: Engelsk
Detaljer om varen
- Paperback: 452 sider
- Udgiver: Springer (Marts 2012)
- ISBN: 9781461597162
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.