TITLE : KANBAN JUST-IN-TIME AT TOYOTA: MANAGEMENT BEGINS AT THE WORKPLACE.

 
CONTENTS
 
 
Publisher's Foreword  ix
Translator's Preface  xiii
Figures  xvii
 
1 The Source of Profit is in the Manufacturing Process  3
 
Commercial Profit and Manufacturing Profit  3
We Cannot Be Guided by Cost Alone  4
True Cost Is the Size of a Plum Seed  5
Change Your Manufacturing Method, You Can Lower Your Cost  7
Production Technique and Manufacturing Technique  8
When You Say "I Can't" You Admit Your Own Ignorance  9
To Work and To Move  10
Enhancing Labor Density  12
Utility Factor and Efficiency  14
Don't Be Misled by Apparent Efficiency  15
It's a Crime to Overproduce  16
Eliminate Waste Thoroughly  20
 
2 Basic Assumptions Behind the Toyota Production System  23
 
Toyota Production System and Kanban System  23
An Outline of the Toyota System  24
Characteristics of the Toyota System  24
The Goal Is Cost Reduction  30
One Goal, Many Approaches  31
Excess Capacity and Economic Advantage  33
What Is Effective Utilization?  33
Is It a Waste, If You Do Not Use an Expensive Machine?  34
High Speed and High Performance Can Be a No-No  35
A Little Over Time Adds up  36
How to Use Yardsticks  36
High Efficiency Does Not Equal Lower Cost  38
Ratio of Operation and Ratio of Movability  39
Shorten the Lead Time  41
Zero Inventory As Our Challenge  43
Can the Workplace Respond to Changes  43
 
3 Leveling-Smoothing Out the Production  45
 
Peaks and Valleys of Work  45
Gift Shops in Tourist Spots  46
On the Automobile Assembly Lirke  47
Processes Are Linked  48
Leveling Quantities and Types  49
Cycle Time  50
An Example of Processing a Gear  51
Method of Load-Smoothing Production  52
How to Let Things Flow  54
Plan Must Also Be Load-Smoothing  55
Easier to Establish Standard Operations  56
Obstruction Called Exchange of Die  57
Preparation and Cleanup Are the Keys  58
New Ideas Help Shorten the Time	 59
Devising Plans to Shorten the Die-Exchange Time	 60
A Manufacturing Section Chief's Setup Guidelines  61
One-Shot Exchange of Die  62
 
4 Just-ln-Time and Automation  65
 
Supermarket Style  65
Just-In-Time  66
withdrawal Is Made by the Subsequent Process  67
Automation with a Human Touch  69
Add the Wisdom of Those Who Use It  70
To Stop Automatically  71
Stop the Line  72
Easy-to-Observe Workplace  74
Visual Control  75
zHave Time on Hand"  76
The Visual Control Method  76
Cowboys Engage in Abnormality Control  77
 
5 Workplace Control Through the Kanban System  79
 
Toyota's Production Plan  79
Plans Are Made to Be Modified  80
Providing Information by the Minute  81
Kanban's Various Functions  85
Six Rules for the Kanban  87
Circulating the Kanban  93
A Whirligig Beetle  94
The Storage Area Called Store  95
Full-Work System  95
Uses in Unexpected Areas  97
Fewer Kanban  98
 
6 Reality of Workplace-Determined Standard operations  101
 
Three Components of Standard Operations  101
How to Determine the Cycle Time  102
Work Procedure (Work Sequence)  103
Standard Stock on Hand  104
Methods of Determining Standard Operations  105
Work Combination  111
Overall Efficiency and Balance Between Workers  116
How to Implement Standard Operations  117
Changes in Work Combination  119
 
7 Improvement Activities for Man-Hour Reduction  125
 
Knowing Your Workplace Well  125
Redistributing Work  127
From Work Improvement to Facility Improvement  129
People-Centered Way of Thinking  131
From People Saving to Fewer People  132
How to Attain Man-Hour Reduction  134
Thinking about Layout  136
Implementation of Improvement  138
 
8 Producing High Quality with Safety  141
 
True Worth of Improvement Is in Quality  141
Inspection Does Not Produce Added Value  144
Quality Is Built in by the Process  145
Don't Issue a Death Certificate  146
Foolproofing (Poka-yoke)  147
Safety Transcends Everything  148
Easy Automation Leads to Injuries  151
Is It Safe to Have One-Touch Start-Up  152
Roles of Supervisors at the Workplace  153
Abnormality Control  154
When You Are a Supervisor  157
The Supervisor Is Almighty  158
 
Appendix A Production Planning Linking Toyota
           Motor with Dealers and Parts Manufacturers  161
 
Appendix B Toyota Management at an Overseas Plant;
           The NUMMI Venture  177
 
Index  185