Just-in-time (JIT) manufacturingTOYOTA PRODUCTION SYSTEM

2018 ◽  
Vol 30 (4) ◽  
pp. 425-438 ◽  
Author(s):  
Andrea Chiarini ◽  
Claudio Baccarani ◽  
Vittorio Mascherpa

Purpose The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures. Design/methodology/approach The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis. Findings The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork. Research limitations/implications Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized. Practical implications The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures. Originality/value This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.


2012 ◽  
Vol 445 ◽  
pp. 1029-1034
Author(s):  
Yavuz Ozdemir ◽  
Pelin Alcan ◽  
Huseyin Basligil ◽  
Cagri Dokuz

2008 ◽  
Vol 07 (02) ◽  
pp. 195-219 ◽  
Author(s):  
HIROHISA SAKAI ◽  
KAKURO AMASAKA

Traditional TPS (Toyota Production System), the foundation of JIT (Just in Time), has contributed to global business in the latter half of the 20th century as a Japanese production management system methodology. At present, Japanese companies are endeavoring to survive in a competitive market by expanding their global production, achieving globally consistent levels of quality, and carrying out simultaneous new model launches. An advanced production management principle, "Advanced TPS", has been proposed, involving the systematization of Japanese production management methodologies as a strategic tool for global production. The effectiveness of the proposed "Advanced TPS" was verified at Toyota Motor Corporation.


2016 ◽  
Author(s):  
Wenfa Ng ◽  
Yen-Peng Ting

Microbes, with their diverse metabolic capabilities and great adaptability, occupy almost every conceivable ecological niche on Earth – thus, could they survive in the oligotrophic (i.e., nutrient-poor) deionized (DI) water that we use for our experiments? Observations of white cauliflower-like lumps and black specks in salt solutions after months of storage in plastic bottles prompted the inquisition concerning the origin and nature of the “contaminants”. Hypothesizing that the “contaminants” may be microbes from DI water, a series of growth experiments was conducted to detect and profile the microbial diversity in fresh DI water - produced on a just-in-time basis by a filter-cum-ion-exchange system with tap water as feed. While microbes could also be present on the surfaces and headspace of the unsterilized polyethylene bottles, investigating whether microbes are present in freshly produced DI water provides a more stringent performance test of the production system. Inoculation of DI water on R2A agar followed by multi-day aerobic cultivation revealed the presence of a wide variety of microbes (total viable cell concentration of ~103 colony forming units (CFU) per mL) with differing pigmentations, growth rates as well as colony sizes and morphologies. Additionally, greater abundance and diversity of microbes was recovered at 30 oC relative to 25 and 37 oC; most probably due to adaptation of microbes to tropical ambient water temperatures of 25 to 30 oC. Comparative experiments with tap water as inoculum recovered a significantly smaller number and diversity of microbes; thereby, suggesting that monochloramine residual disinfectant in tap water was effective in inhibiting cell viability. In contrast, possible removal of monochloramine by adsorption onto ion-exchange resins – and thus, alleviation of a source of environmental stress - might explain the observed greater diversity and abundance of viable microbes in DI water. Collectively, this study confirmed the presence of microbes in fresh DI water – and suggested a possible source of the “contaminants” in prepared salt solutions. Propensity of microbes for forming biofilm on various surfaces suggested that intermittent flow in just-in-time DI water production provided opportunities for cell attachment and biofilm formation in the system during water stagnation, and subsequent dislodgement and resuspension of cells upon water flow. Thus, regular maintenance and cleaning of the production system should help reduce DI water’s microbial load. Additionally, simple and low-cost culture experiments on agar medium can provide a qualitative and semi-quantitative estimate of microbial diversity and viable cell concentration in DI water, respectively, and along with regular monitoring of water resistivity or conductivity, comprise a trio of tests useful for detecting possible contamination, or deterioration of DI water’s chemical and microbiological quality.


Author(s):  
Paul Brooker ◽  
Margaret Hayward

Taiichi Ohno was never CEO of Toyota—rather he was part of dual-leadership teams—but his pioneering version of ‘lean’ production made significant contributions to Toyota’s success and to global manufacturing. The chapter’s first section also describes the pioneering contribution of Toyota founder, Kiichiro Toyoda, who invented the notion of just-in-time production in the 1930s. In the 1950s–60s Ohno’s emphasis on innovative adaptation—his key rational method—to Japan’s distinctive car market and factory environments would lead to a new production system. It included the internationally famous ‘just-in-time’, ‘continuous flow’, and Kanban information-system aspects of his production system. Ohno also used both strategic and quantitative calculation, particularly in his grand strategy of reducing cost/waste in production. The final section on ‘Toyotaism versus Fordism’ echoes Chapter 2’s and describes a rivalry between the American and Japanese production systems.


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