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*Lean Operations and the Toyota Production System

*Lean Operations and the Toyota Production System. C&T 10. *aka Just-in-Time or the Toyota Production System. Just In Time . More than just low inventory JIT goals: Exactly what is needed Exactly how much is needed Exactly when it is needed Exactly where it is needed.

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*Lean Operations and the Toyota Production System

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  1. *Lean Operationsand the Toyota Production System C&T 10 *aka Just-in-Time or the Toyota Production System

  2. Just In Time More than just low inventory JIT goals: • Exactly what is needed • Exactly how much is needed • Exactly when it is needed • Exactly where it is needed. • Achieved by: • eliminating disruptions • making the system flexible • eliminating waste

  3. Batch Sizing $ 0 Q

  4. 7 Wastes • Defects • Too much product • Carrying inventory • Waiting • Unnecessary processing • Unnecessary worker movement • Transporting materials

  5. The Four Rules • How people work • How people connect • How the production line is constructed • How to improve Decoding the DNA of the Toyota Production System, Spear & Bowen, Harvard Business Review, 9/10 1999 pp. 96-106.

  6. Cellular Layouts • Product vs. process layout • Transportation • Transfer batch • Communication • Feedback

  7. 5S

  8. Visual Systems • Kanbans • Andons • Footprinting & shadow boards • Color coding

  9. Worker Training • Teams • Cross-training • Quality Circles • Kaizen • Process quality

  10. Schonberger’s JIT diagram Reduced buffer inventories and/or workers Heightened awareness of problems and causes Ideas for cutting lot sizes Ideas for improving JIT performance Ideas for controlling defects Fast feedback on defects Lot Size Reduction JIT production Scrap/quality Control Smoother Output Rates Less indirect costs for inventory Less Material Waste Higher quality finished goods Fewer rework labor hours Less inventory in the system Less material, labor & indirect = higher productivity Less inventory = faster response, less admin & better forecasting

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