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Toyota Production System: An Integrated Approach to Just-In-Time, 4th Edition
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Reviews with images
It takes a logical mind
What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time.Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
Top reviews from the United States
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Reviewed in the United States on March 3, 2022
Reviewed in the United States on September 26, 2020
What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time.
Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
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Reviewed in the United States on January 24, 2010
Reviewed in the United States on May 17, 2019
Reviewed in the United States on September 30, 2005
Top reviews from other countries
Satya krishna
Great insight to Toyota production system
Reviewed in India on May 12, 2023
PD
This is not the first book you should read on lean, but it is an excellent book
Reviewed in the United Kingdom on October 16, 2019
Christians Lesesessel
Das Buch vom Schöpfer des Toyota Production Systems
Reviewed in Germany on June 24, 2015