A Study of the Toyota Production System: From an Industrial Engineering Viewpoint

Przednia okładka
CRC Press, 1 paź 1989 - 296
This 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.

  • Provides original source material on Just-ln-Time
  • Demonstrates new ways to think about profit, inventory, waste, and productivity
  • Explains the principles of leveling, standard work procedures, multi-machine handling, supplier relations, and much more

If you are a serious student of manufacturing, you will benefit greatly from reading this primary resource on the powerful fundamentals of JIT.

 

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Spis treści

PART
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
Common and Specialized Nature of Production
90
Differences between the Ford 94 Figure 29 Production Period of Lot Operation and Toyota Systems
94
Inventory Turnover of Auto Manufacturers
106
and Onepiece Flow Operation
110
Load Adjustment and Leveling
125
Productivity Improvements through
158
Pros and Cons of Multimachine
162
The Evolution of the Kanban System
167

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
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
Prawa autorskie

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Strona 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.

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