Kanban : Just-in-Time at Toyota

Toyota's world-renowned success proves that just-in-time (JIT) makes other manufacturing practices obsolete. This simple but powerful book is based on the seminars given by Taiichi Ohno and other senior production staff to introduce Toyota's own supplier companies to JIT. It teaches the philosophy and implementation of what many call the most efficient production system in the world.

• Provides a clear structure for an introductory JIT training program.
• Explains every aspect of the JIT system, including how to set it up and how to refine it once it's in place.
• Shows how to use a simple visual system to control the production process.
• Every day more American companies are learning that JIT works outside Japan. Now you can get started with this step-by-step book which guides you through the implementation process. Every engineer, manager, supervisor, and worker should read this book to get the clearest, simplest, and most complete introduction to JIT available in English.

Publishers Foreword
Translators Preface
Figures

Chapter 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 "I Can't" You Admit Your Own Ignorance
• To Work and to Move
• Enhancing Labor Density
• Utility Factor and Efficiency
• Don't Be Misled by Apparent Efficiency
• It's a Crime to Overproduce
• Eliminate Waste Thoroughly

Chapter 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 Time
• Zero Inventory As Our Challenge
• Can the Workplace Respond to Changes

Chapter 3 : Leveling : 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 Time
• A Manufacturing Section Chief's Setup Guidelines
• One-Shot Exchange of Die

Chapter 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
• "Have Time on Hand"
• The Visual Control Method
• Cowboys Engage in Abnormality Control

Chapter 5 : Workplace Control Through the Kanban System

• Toyota's Production Plan
• Plans are Made to Be Modified
• Providing Information by the Minute
• Kanban'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

Chapter 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

Chapter 7 : Improvement Activities for Man-Hour Reduction

• Knowing Your Workplace Well
• Redistributing Work
• From Work Improvement to Facility Improvement
• People-Centered Way of Thinking
• From People Saving to Fewer People
• How to Attain Man-Hour Reduction
• Thinking about Layout
• Implementation of Improvement

Chapter 8 : Producing High Quality with Safety

• True Worth of Improvement is in Quality
• Inspection Does Not Produce Added Value
• Quality is Built in by the Process
• Don't Issue a Death Certificate
• Foolproofing (Poka-yoke)
• Safety Transcends Everything
• Easy Automation Leads to Injuries
• Is It Safe to Have One-Touch Start-Up?
• Roles of Supervisors at the Workplace
• Abnormality Control
• When You are a Supervisor
• The Supervisor is Almighty

Appendix A : Production Planning Linking Toyota Motor with Dealers and Parts Manufacturers
Appendix B : Toyota Management at an Overseas Plant: The NUMMI Venture
Index