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Just-in-Time in practice at Toyota: Rules-in-Use for building self-diagnostic, adaptive work-systems



INTRODUCTION
In reaction to a race to ‘best practice’ -- as reflected in initiatives such as TQM, JIT, re-engineering, and ‘lean manufacturing’ -- Hayes and Pisano (1994) encouraged managers to re-focus on achieving strategic fit by configuring production systems ‘through a series of interrelated and internally consistent choices th ....etc

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CASE: I Toyota

Of all the slogans kicked around Toyota, the key one is kaizen, which means “continuous improvement” in Japanese. While many other companies strive for dramatic breakthrough, Toyota overtook Ford Motor Company to become the second largest automaker in the world. Ford had been the second largest since 1931.
Toyota simply is tops in quality, production, and efficiency. From its factories pour a wide range of cars, built with unequaled precision. Toyota turns out luxury sedans with Mercedes-Benz-like quality using o ....etc

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Four different styles of daytime running lights exist. These include low-beam headlights, dimmed high beams, steady burning lights and dedicated DRLs. European countries tend to lean towards the usage of the low-beam headlights that stay on consistently once the car engine is running. Scandinavian countries were the first to implement the dedicated daytime running lights which work differently from the steady burn lights which run constantly without a manual switch. The dedicated DRLs work independe ....etc

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The Toyota Production System



1 Historical View
2 Performance measures
3 Elements of TPS
4 Six Eras of Manufacturing Practice
5 Difficulties with Implementation

J T. Black –1, 2

1. Form Cells
Sequential operations, decouple operator from machine, parts in families, single piece flow within cell


2. Reduce Setup
Externalize setup to reduce down-time during changeover, increases flexibility


J T. Black – 3, 4

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