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Tag: JIT production

Attract the necessary product of the previous process in the amount of necessary time

Posted in Toyota Production System

Successful implementation of this rule depends on the underwriting of workers that the system is useful and easy to administer. This rule will probably be found with many obstacles because it requires a complete change from the previous production system.

Sub rule which became part of this rule are:
– Any withdrawal without going through the kanban should be banned
– Any withdrawal greater than the number of kanban should be banned
– A kanban must be attached to the physical product.

Refinement of production or increase daily production, is a necessary condition for a withdrawal and small-lot production of a continuous process, and most importantly, apply rules 1. Smoothing of production, for example: only if the kanban system is applied to pull parts from outside companies subcontract, then the kanban is a very dangerous weapon and uses the original will be lost. Subcontractors need of supplies, equipment, and manpower in large numbers to respond to fluctuating demand from manufacturers.

Pull System for JIT Production

Posted in Toyota Production System

Toyota’s JIT production is a method to adapt to changes due to disturbances and changes in demand by making all the necessary processes to produce goods at the time it takes the required amount. The first requirement for JIT production is to make all the process of knowing the exact timing and amount needed.

In the usual system of production control, the above requirements be met by issuing a variety of production schedules on all the process: The process of manufacturing spare parts and also on the line of rafts. This process produces spare parts spare parts in accordance with the schedule, using a push system, meaning the former to supply spare parts to the next process. However, this method will make it difficult adjustment quickly to changes caused by disturbances arising in some process or due to fluctuations in demand. With ordinary systems, to adapt to various changes during the month, the company must modify the production schedules for each process simultaneously; the approaches makes it difficult schedule changes many times. As a result, companies need to hoard stocks among all the processes to solve problems and change requests. Thus, such systems often creates an imbalance of dosage between processes, which often results in dead stock, surplus equipment and surplus workers when the model changes occur.