000			08458nam a22002417a 4500
999			_c1650 _d1650
005			20220222162510.0
008			220222b ||||| |||| 00| 0 eng d
020			_a9780367199951
082			_a658.5 _bMON
100			_aMonden, Yasuhiro _94578
245			_aToyota production system: an integrated approach to just-in-time
250			_a4th
260			_bCRC Press _aBoca Raton _c2020
300			_axlvi, 520 p.
365			_aINR _b2795.00
504			_aTable of Contents 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 The Goal of TPS Summary Implementation Steps for the Toyota Production System Introductory Steps to the Toyota Production System Introduction of JIT at Toyo Aluminum— A Case Study SUBSYSTEMs Adaptable Kanban System Maintains Just-In-Time Production Pull System for JIT Production What Is a Kanban? Kanban Rules Other Types of Kanban 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 Problems 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 Practical Examples of Delivery System and Delivery Cycle Smoothed Production Helps Toyota Adapt to Demand Changes and Reduce Inventory Smoothing of the Total Production Quantity Demand Fluctuation and Production Capacity Plan Smoothing Each Model’s Production Quantity Comparison of the Kanban System with MRP Summary of the Concept of Production Smoothing The Information System for Supply Chain Management between Toyota, Its Dealers, and Parts Manufacturers The Order Entry Information System Monthly Production System The Information System between Toyota and Parts Manufacturers New Toyota Network System (TNS) Production Planning System at Nissan 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-Unit Production and Conveyance Shortening Waiting Time and Conveyance Time A Broad Approach to Reducing Production Lead Time Machine Layout, Multi-Functional Workers, and Job Rotation Help Realize Flexible Workshops Shojinka: Meeting Demand through Flexibility Layout Design: The U-Turn Layout Attaining Shojinka through Multi-Functional Workers One-Piece Production in Practice Requirements for One-Piece Production Resistance to Working Standing Up Resistance to Multi-Skilling Barriers to Autonomation Attaching Castors Smoothed Production An Example of Improvement for One-Piece Flow: A Factory Producing Cabinets for Use as Flat-Screen Television Stands Standard Operations Can Attain Balanced Production with Minimum Labor Goals and Elements of Standard Operations Determining the Components of Standard Operations Proper Training and Follow-Up: The Key to Implementing a Successful System Reduction of Setup Time—Concepts and Techniques Effects of Shortening the Setup Time Setup Concepts Concept Application 5S—Foundation for Improvements 5S Is to Remove Organizational Slack Visual Control Practical Rules for Seiton Seiso, Seiketsu, Shitsuke Promotion of 5S System Autonomous Defect Control Ensures Product Quality Development of Quality Management Activities Statistical Quality Control Autonomation Autonomation and the Toyota Production System Robotics Company-Wide Quality Control Cross-Functional Management to Promote Company-Wide Quality Assurance and Cost Management Introduction Quality Assurance Cost Management Organization of the Cross-Functional Management System Kaizen Costing Concept of Kaizen Costing Two Types of Kaizen Costing Preparing the Budget Determination of the Target Amount of Cost Reduction Kaizen Costing through Management by Objectives Measurement and Analysis of Kaizen Costing Variances Material Handling in an Assembly Plant The Parts Supply System in an Assembly Plant A System for Supplying Parts in Sets (the SPS, or Set Parts System) "Empty-Handed" Transportation Further Practical Study of the Kanban System Maximum Number of Production Kanban to be Stored Triangular Kanban and Material Requisition Kanban on a Press Line Control of Tools and Jigs through the Kanban System JIT Delivery System Can Ease Traffic Congestion and the Labor Shortage Smoothing Kanban Collection Obstacles to Collecting Smoothed Numbers of Kanban Relationship between Smoothed Collection of Kanban and Parts Delivery Smoothing Schedule for the Timing of Kanban Collection Inventions of Kanban Posts at the Production Site Post-Office Mechanism for Outgoing Supplier Kanaban 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 for Geographical Problems Involving External Transactions External Transactions of NUMMI Industrial Relations Innovations Conclusion QUANTITATIVE TECHNIQUES Sequencing Method for the Mixed-Model Assembly Line to Realize Smoothed Production Goals of Controlling the Assembly Line Goal-Chasing Method: A Numerical Example The Toyota Approach: A Simplified Algorithm Simultaneous Achievement of Two Simplifying Goals New Sequence Scheduling Method for Smoothing Basic Logic of Sequence Scheduling Sequence Scheduling Using Artificial Intelligence Diminishing Differences between Product Lead Times Computation of the Number of Kanban Computation of the Number of Kanban The Constant-Cycle Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban Computation of the Number of Supplier Kanban Constant-Quantity Withdrawal System for Computing the Number of Inter-Process Withdrawal Kanban Computation of the Number of Production-Ordering Kanban Computation of the Re-order Point Determination of Lot-Size Changes in the Number of Kanban Maintaining the Necessary Number of Kanban
520			_aBook Description A bestseller for almost three decades, Toyota Production System: An Integrated Approach to Just-In-Time supplies in-depth coverage of Toyota's production practices, including theoretical underpinnings and methods for implementation. Exploring the latest developments in the Toyota Production System (TPS) framework at Toyota, this new edition updates the classic with new material on e-kanban, mini-profit centers, computer-based information systems, and innovative solutions to common obstacles in TPS implementation. Yasuhiro Monden, instrumental in introducing the JIT production system to the United States, explains the logic and methodologies of the TPS. Extending the humanized aspect of production introduced in the third edition, Toyota Production System: An Integrated Approach to Just-In-Time, Fourth Edition explains how to cultivate the culture and way of thinking needed to establish the TPS holistically across your organization. Exploring the link between kaizen methods and calculation methods in TPS, this edition includes new chapters on: The goal of TPS One-piece production in practice Kaizen costing Material handling in an assembly plant Smoothing kanban collection Determination of the number of kanban New developments in e-kanban Cultivating the spontaneous kaizen mind Following in the footsteps of its bestselling predecessors, the fourth edition provides easy-to-follow guidance for implementing the TPS in your organization. It explains how Toyota has adapted and reacted to recent fluctuations in demand, quality problems, and recalls. It also includes an appendix that considers the recent tsunami in Japan and investigates how to reinforce the JIT system to ensure supply chain flow during sudden stoppages at individual locations within the chain.
650			_aProduction management _9434
650			_aAutomobile industry and trade--Production control _95537
650			_aJust-in-time systems _95514
650			_aToyota automobiles _95538
942			_2ddc _cBK