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The idea of just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. [9] The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory.
An enhancement of "just-in-time" is the so-called "just in sequence" (JIS). Based on the JIT principle, the products are also delivered to the customer in the correct sequence. JIT is now standard throughout the automotive industry. It is used, for example, for interior parts (seats, airbags, steering wheels, dashboards) or painted parts.
By 1986, a case-study book on just-in-time in the U.S. [27] was able to devote a full chapter to ZIPS at Omark, along with two chapters on just-in-time at several Hewlett-Packard plants, and single chapters for Harley-Davidson, John Deere, IBM-Raleigh, North Carolina, and California-based Apple Inc., a Toyota truck-bed plant, and New United ...
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.
Kanban (Japanese: 看板 meaning signboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT). [2] Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency. [3] The system takes its name from the cards that track production within a factory.
Sociologists studied how Japanese automobile firms implemented company-wide orientation and training programs to cross-train their employees. As Japanese firms trained employees in various aspects of the production process, sociologists discovered that the training fostered a sense of unity among employees, with all becoming dedicated to the ...
Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota Production System (TPS), is a methodology aimed primarily at reducing times within the production system as well as response times from suppliers and to customers. This tells me that it is a methodology and its aim but does not tell me the methodology's contents.
Toyota executive Taiichi Ohno developed the gemba walk as a way for staff to stand back from day-to-day tasks and walk the floor of their workplace to identify wasteful activities. [7] The objective of gemba walk is to understand the value stream and its problems rather than review results or make superficial comments. [ 8 ]