A Study of the Toyota Production System: From an Industrial Engineering ViewpointThis is the "green book" that started it all -- the first book in English on JIT, written from the engineer's viewpoint. When Omark Industries bought 500 copies and studied it companywide, Omark became the American pioneer in JIT. Here is Dr. Shingo's classic industrial engineering rationale for the priority of process-based over operational improvements in manufacturing. He explains the basic mechanisms of the Toyota production system, examines production as a functional network of processes and operations, and then discusses the mechanism necessary to make JIT possible in any manufacturing plant.
If you are a serious student of manufacturing, you will benefit greatly from reading this primary resource on the powerful fundamentals of JIT. |
Contents
The Structure of Production | 3 |
Analytical Process Chart | 9 |
Vacuum Molding Equipment | 10 |
Improving Quality and Productivity through | 11 |
Pokayoke for Instruction Manual | 15 |
Successive Checks | 19 |
Pokayoke for Bending Cover Edges | 20 |
Pokayoke for Retainers | 24 |
Production Period of Lot Operation and Onepiece Flow Operation | 100 |
Adopting SMED | 106 |
Functional Clamping Devices | 110 |
Flexibility of Capacity | 114 |
7 | 123 |
Load Adjustment and Leveling | 125 |
8 | 141 |
Productivity Improvements through | 158 |
Pokayoke for Attaching Metal Fittings | 25 |
Relationship between Setup Time | 35 |
Improvement of Lot Delays | 36 |
P | 38 |
Improving Operations | 41 |
Structure of Operations | 42 |
Production Analysis of a Large Press | 45 |
Securing a Stopper | 50 |
Changing Limit Switches | 52 |
A Rotary Stopper | 53 |
Flow Chart for Applying the Eight SMED Techniques | 54 |
Conceptual Stages and Practical Techniques | 56 |
Conclusions on Developing NonStock Production | 63 |
Flow of Planning Control and Inspection Functions | 68 |
Separation of Worker from Machine | 71 |
Number of Improvements Suggested | 77 |
Remote Control of Press | 81 |
Characteristics of Mass Production | 84 |
Production Plan of Toyota Production System | 89 |
Common and Specialized Nature of Production | 90 |
Differences between the Ford and Toyota Systems | 94 |
Pros and Cons of Multimachine | 162 |
The Evolution of the Kanban System | 167 |
Evolution of an Order Point System | 171 |
Order Point and Maximum Inventory | 172 |
Kanban | 180 |
How Kanban Are Circulated | 182 |
Cases Where Kanban Accumulate at Upstream Processes | 185 |
The Improvement Kaizen Function of Kanban | 188 |
Some Peripheral But Important Issues | 191 |
The Toyota Production System and the Seven Kinds of Waste | 193 |
The Future Course of the Toyota Production System | 201 |
Notouch Setup Change for Knob Production | 204 |
Implementing the Toyota Production System | 211 |
Plan for Introducing the Toyota Production System | 223 |
The Toyota Production System in Summary | 225 |
IEbased Observations of the Toyota Production Method | 230 |
History of the Toyota Production System | 232 |
Afterword | 235 |
Publications | 249 |
Other editions - View all
Study of "Toyota" Production System from Industrial Engineering Viewpoint Shigeo Shingō No preview available - 1981 |
Common terms and phrases
abnormalities achieved actual adopted approach assembly line automatic automation capacity clamping control chart cost reduction cushion stock delivery demand duction effective equipment example external setup FIGURE fluctuations functions human implement increase inspec Japan jigs just-in-time kanban system labor costs least common multiple limit switch load lot delays machine handling operations manufacturing materials Matsushita Maximum inventory mechanization ment method Mitsubishi Heavy Industries motions multi-machine handling multi-process handling multiple machine handling nagara system number of kanban Ohno one-piece flow operations one-touch order point order-based production overproduction period pieces plant poka-yoke devices pre-automation problem process delays production cycle production plan quantity result schedule setup changes setup operations Shigeo Shingo small lot production SMED system standard operations stopper storage suppliers synchronization Taiichi Ohno techniques tion Toyota Motors Toyota production system transport upstream processes visual control waste work-in-process worker worker worker zero defects
Popular passages
Page vi - When we look at process, we see a flow of material in time and space; its transformation from raw material to semi-processed component to finished product. When we look at operations, on the other hand, we see the work performed to accomplish this transformation — the interaction and flow of equipment and operators in time and space.