"JIT production system and Practice" Wei Dapeng, Li Xiaoyu Machinery Industry Press

2015-4-6 14:38:29

The first chapter:

Mass production can only be applied to demand far greater than the case of supply, or increase the output of each batch, can only make production become rigid, so that in the market changes can not be quickly adjusted to adapt to the market, and ultimately unable to keep up with the rhythm. And the bulk of the conference occupies the inventory space, inventory is also the cost of enterprise operations.

Chapter II:

The goal and target system of JIT production system, the overall goal is "to achieve the whole company's profit", if the departments can only in their own small scope to achieve production rationalization, reduce costs, improve productivity, but ultimately can not increase the company's profits, Toyota Production system is also considered meaningless. Three sub-goals are "1. Quantity target (on-time production), 2. Quality Objectives (Quality assurance), 3. Respecting human nature goals".       The number of targets requires the ability to react quickly to changes in market demand, but in volume production. Thought basis: Price = Cost + Profit Profit = Price-cost This is two different business ideas: The second means not to increase the profit in the expansion of sales, but to reduce costs.    This is the only way for enterprises to win, as long as the cost down, no matter what market conditions are not related. The basic concept: excessive production---advance production of a large number of parts or products not currently needed, first of all, will increase the finished product, the second will be derived from indirect waste, the final explanation of the production process is problematic and unreasonable ingredients; JIT production---at the necessary time (not too early nor late), Production of necessary products (not many, many), placed in the specified position.       The reverse of the production organization: that is, pull production, after a process of people to inform the previous process of the person in what time period what quantity of what products. There are 7 kinds of waste: 1. Waste of excessive production (the following two points should be emphasized: production needs determine the rate of equipment operation, do not use the equipment's rate of operation to measure productivity; allow workers to stop, prevent excessive production, the organization of workers in the field cleaning, equipment maintenance, skills training activities, do not let people idle nothing to do) 2. Waste of waiting for processing, 3. Waste of handling, 4. The waste of action (only the work that drives the process forward, creates added value, and results is called Labor); 5. Inventory waste (Toyota says inventory is the root of all evils.) First: Inventory will occupy the liquidity, increase inventory and storage costs, and second: will be derived two waste, such as rust, damage, deterioration, failure, etc. again: the storage process needs to be maintained, out of the library and storage needs to be inspected or trimmed; finally: increase the amount of handling work and increase the amount of breakage. ); 6. Waste of processing itself; 7. Waste of unqualified goods; 8. Waste of human resources and information waste.

Chapter Three: Technical Support system Sixth chapter:

The 6.3.1 smed Method (Single-minute exchange of die) has three basic points: 1. Strictly distinguish between "external maintenance work" and "Internal maintenance work"            2. As far as possible, the internal maintenance work will be converted to external maintenance operations; 3. Shorten the time for maintenance work. 6.3.2 method to shorten the adjustment time of equipment conversion: 1. Standardization of external maintenance work; 2. Only the necessary parts should be standardized; 3. Use quick bolts or quick grips; 4. Use auxiliary tools; 5. Parallel operation; 6. Exemption from loading adjustment work.

Seventh chapter: Process design and equipment layout rationalization 7.1 shorten the waiting time and synchronous production wait Time: The time spent in the process of waiting for processing (or waiting to be transported) is divided into two categories: the waiting time between different batch parts (due to non-equalization of production process),       The waiting time between the same batch parts (due to the large volume of production transport). 7.3 U-Shape equipment layout.       U-shaped Unit combination production line. 7.4 Multi-skilled workers post rotation system, Japan's unique employment system: annual work Sequence system, life-long employment system.

11th: The Pillar of Toyota production: continuous improvement activities attended by all employees

The more busy the rationalization proposal system, the better opportunity to improve it (only busy departments will think of improving suggestions)

The 13th Chapter: Division and cooperation

Only when the parent enterprise and the contracted Cooperative Enterprise Group condensed into a destiny community, and together to improve this production conditions, can play the maximum benefit.

Conclusion

According to Toyota's experience, to achieve such an update, the first to have the full support of enterprise first, otherwise, on-time production will not be possible.

"JIT production system and Practice" Wei Dapeng, Li Xiaoyu Machinery Industry Press