Toyota Production System

I Total System.- 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.