Old Shong pick: Toyota Mode of production

The author of this book is Ono-resistant, the former vice president of Toyota Motor Industry company. It is written in most of the principles and opinions of some production processes. However, these principles and the perspective of the problem are universal, even if we are the software industry. At the same time, after reading this book, you will be on the market of those "lean" theory, there will be different views, and not blindly follow.

Order:

Our original intention was to find a unique way to adapt to the Japanese economic environment, but did not want to let other companies, in particular, do not want to let the advanced countries easily understand it, and even let them leave a complete concept, and has been promoting and emphasizing the "kanban" or "including the human factor of self-labor." Therefore, it is very natural that people cannot understand it.

The first chapter: the birth of Toyota production mode

I think that as long as the elimination of waste, production efficiency is likely to increase 10 times times. This idea is the starting point of Toyota's production mode now.

"Eliminate waste" is the basic idea of Toyota mode of production, and the two pillars that run through it are:

(1) Punctuality

(2) Self-labor

The so-called "punctual", is in the process of assembling a car through the assembly line, the required parts at the moment of need, in the number of needs, not much to the next side of the production lines.

How can we achieve "punctuality"?

We carried out a variety of experiments, and finally summed up the following practices: the production process of the final assembly line as the starting point, the assembly line to start production planning, and the assembly line of the parts used in the delivery method, from the previous process in the past to a process of transportation, Replaced by the latter process at the time required to the previous process to collect, and the previous process only according to the number of the latter process production.

"Kanban" is the way to implement the Toyota way smoothly .

Another pillar of Toyota's production is "self-labor", but not purely mechanical "automation", but "self-labor", which includes human factors.

Toyota's "Automatic Machine", which includes human factors, refers to "machines with automatic stop devices".

Because when the machine normal operation of the use of people, people just in the machine abnormal situation, stop the operation of the time to deal with it.

"Self-labor" the role of the main is to eliminate the production site of excessive manufacturing ineffective labor, to prevent the production of substandard products.

Chapter Two: The essence of Toyota's production mode

"Why is there a waste of excessive production?" In response to this problem, the idea of "visual management" can be derived from the "no control over production function" answer, and the idea of "Kanban" is then exported.

To completely eliminate waste, the most important thing is to fully grasp the following two points:

First, improving efficiency is only meaningful when combined with cost reduction. To this end, efforts must be made towards a minimum number of people, producing only the required quantities of products.

Second, regarding efficiency, it must be from each operator and the production line they organize, and then the production line as the center from the whole factory, each link to improve, to receive results.

In the premise of using Toyota mode of production, we need to find out the invalid labor and waste phenomenon thoroughly:

1. Ineffective labor in excess production

2. Enforced idleness waste of time

3. Invalid labor for handling

4. Ineffective labor and waste in processing itself

5. Waste of Inventory

6. Ineffective labor on the action

7. Ineffective labor and waste in the manufacture of defective goods

I'm a radical field-person. This is because I grew up in the constant temper of the production scene since I was young. When the manager is responsible for the operation, it is not open the production site of the main data source of the enterprise.

We have repeatedly mentioned that "punctuality" and "self-labor" are the two pillars of Toyota's mode of production, which is called "Kanban" by the operating tools of this system. Now, let me talk about its origins.

In fact, the "Kanban style" is a revelation from the American supermarket of choice.

As we have already mentioned, this is inspired by the supermarket of choice. What happens when a "Kanban" is used in a supermarket?

After the meter has priced many of the goods purchased by the customer, a card (equivalent to "Kanban") is sent to the purchasing department to record the various types and quantities of the goods sold. In this way, the procurement department can quickly replenish goods. This kind of card, take the Toyota mode of production, it is equivalent to "collect Kanban". Optional supermarket display of goods, equivalent to the production site process Reserve.

Toyota mode of production through the "Kanban" can completely eliminate the phenomenon of "excessive production", do not need to exceed the demand for inventory. No warehouses, no warehouse managers, and no need to distribute a lot of documents, subpoenas and the like.

"Kanban" is a means of "punctuality". That is, it is to achieve "punctuality" for the purpose. "Kanban" is the reflective nerve of the production line, the operator of the production site can start the work according to the "Kanban" and determine the length of overtime required.

"Kanban" can also be used to clarify the responsibilities of managers and supervisors.

"Kanban" rules of Use the first is "after a process to go to the previous process to collect products."

The second usage rule for kanban is "the number of components required for the previous operation to produce only one operation."

In fact, if you do not follow these rules and only introduce "Kanban", can not play the role of "kanban", nor reduce costs. Such an isolated use of the "kanban" approach is harmful and no benefit.

The larger the enterprise, the more it needs to have a good reflex nerve. For minor changes to the plan, you can take action without the need for a brain. That is, if the production Management department does not send instructions or change the schedule change notice can not be changed operations, can not take action, the enterprise can not avoid trauma, encounter live harmless, and will delay the good timing. Only the enterprise has the unconscious adaptation of the change of fine-tuning function, it can be said that the real load of reflex nerves. I am convinced that this reflex nerve will be better tempered by the two pillars of "visual management" and "punctuality" and "self-labor" Toyota production.

The fourth chapter: Toyota production mode and Ford mode of production

Toyota Production mode is the same as the Ford mode of production, the basic form is assembly. Sorensen in the warehouse where parts are placed, but Toyota does not need warehouses.

The same variety and the same model of the components together, that is, to increase the volume, do not change the die, as many times as possible continuous stamping for mass production practice, is still the common sense of production site. The key to the high-volume system of Ford's production is at this point. U.S. auto companies have proven that planned mass production is the most effective way to reduce costs.

Toyota mode of production is the opposite, but "to minimize the volume, quickly change the mold."

Ford mode of production to increase the volume of production to improve, so there must be in the process of inventory reserves. Toyota's mode of production is different, and its consideration is to eliminate the inefficient labor and waste of overproduction that may be caused by these inventories, and the burden of the personnel and land buildings that manage these inventories.

Ford production and Toyota production either side has its own merits, and both in the Japanese and Japanese innovation and reform, can not be concluded that which is better, but I personally believe that in the low-growth era, Toyota mode of production is more suitable.

Old Zhai Storytelling

There is a book called "Kanban Method" in the market. To tell the truth, I didn't read the book. I can't look down (you can imagine the reason behind it), so I'm not good at commenting. Why do you want to mention the book "Kanban method"? Because I've seen a lot of the Kanban method in the "Kanban" and Toyota production in the "Kanban" as a thing, including myself. Therefore, I suggest you first look at this big wild one of "Toyota mode of Production", and then see "Kanban method." Ono said that his kanban is the inspiration from the American supermarket, is to achieve one of the pillars of Toyota production: punctuality. So, I also hope that you can find out from the Kanban method what it says about the root of "Kanban".

I don't know if I've noticed what the author said in the preface: But I don't want to let other companies, especially the advanced countries, simply don't want to let them know about it, or even leave them with a complete concept. This moment reminds me that sometimes we don't understand other people's theories, not our readers ' problems. It is possible that the author intends, or that he does not understand at all, that he cannot express clearly.

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Old Shong Pick Instructions

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The old Shong is designed to make it possible for people to spend the least amount of time getting to know a book in a way that determines whether to continue reading. Every book that I have picked is read and understood by myself.

Old Shong pick: Toyota Mode of production