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Kanban Just-in Time at Toyota : Management Begins at the Workplace.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Portland :
Taylor and Francis,
1986.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Half Title; Title Page; Copyright Page; Table of Contents; Publisherâ#x80;#x99;s Foreword; Translatorâ#x80;#x99;s Preface; Figures; 1. The Source of Profit Is in the Manufacturing Process; Commercial Profit and Manufacturing Profit; We Cannot Be Guided by Cost Alone; True Cost Is the Size of a Plum Seed; Change Your Manufacturing Method, You Can Lower Your Cost; Production Technique and Manufacturing Technique; When You Say â#x80;#x9C;I Canâ#x80;#x99;tâ#x80;#x9D; You Admit Your Own Ignorance; To Work and To Move; Enhancing Labor Density; Utility Factor and Efficiency; Donâ#x80;#x99;t Be Misled by Apparent Efficiency.
- Itâ#x80;#x99;s a Crime to OverproduceEliminate Waste Thoroughly; 2. Basic Assumptions Behind the Toyota Production System; Toyota Production System and Kanban System; An Outline of the Toyota System; Characteristics of the Toyota System; The Goal Is Cost Reduction; One Goal, Many Approaches; Excess Capacity and Economic Advantage; What Is Effective Utilization?; Is It a Waste, If You Do Not Use an Expensive Machine?; High Speed and High Performance Can Be a No-No; A Little Over Time Adds Up; How to Use Yardsticks; High Efficiency Does Not Equal Lower Cost; Ratio of Operation and Ratio of Movability.
- Shorten the Lead TimeZero Inventory As Our Challenge; Can the Workplace Respond to Changes; 3. Leveling â#x80;#x94; Smoothing Out the Production System; Peaks and Valleys of Work; Gift Shops in Tourist Spots; On the Automobile Assembly Line; Processes Are Linked; Leveling Quantities and Types; Cycle Time; An Example of Processing a Gear; Method of Load-Smoothing Production; How to Let Things Flow; Plan Must Also Be Load-Smoothing; Easier to Establish Standard Operations; Obstruction Called Exchange of Die; Preparation and Cleanup Are the Keys; New Ideas Help Shorten the Time.
- Devising Plans to Shorten the Die-Exchange TimeA Manufacturing Section Chiefs Setup Guidelines; One-Shot Exchange of Die; 4. Just-In-Time and Automation; Supermarket Style; Just-In-Time; Withdrawal Is Made by the Subsequent Process; Automation with a Human Touch; Add the Wisdom of Those Who Use It; To Stop Automatically; Stop the Line; Easy-to-Observe Workplace; Visual Control; â#x80;#x9C;Have Time On Handâ#x80;#x9D;; The Visual Control Method; Cowboys Engage in Abnormality Control; 5. Workplace Control Through the Kanban System; Toyotaâ#x80;#x99;s Production Plan; Plans Are Made to Be Modified.
- Providing Information by the MinuteKanbanâ#x80;#x99;s Various Functions; Six Rules for the Kanban; Circulating the Kanban; A Whirligig Beetle; The Storage Area Called Store; Full-Work System; Uses in Unexpected Areas; Fewer Kanban; 6. Reality of Workplace-Determined Standard Operations; Three Components of Standard Operations; How to Determine the Cycle Time; Work Procedure (Work Sequence); Standard Stock on Hand; Methods of Determining Standard Operations; Work Combination; Overall Efficiency and Balance Between Workers; How to Implement Standard Operations; Changes in Work Combination.