The same system was also installed at the Motomachi Plant in 1969 and the new Tsutsumi Plant in 1970 in response to the rapid increase in production volumes and the expansion of vehicle specifications. In 1966, an online control system was installed at the Takaoka Plant, making it possible to obtain production instruction information from terminals installed along the line and perform assembly work. Andon were installed in the Kamigo Plant in 1966, completing line automation with a human touch. A further advancement is "management that can be seen with the eyes." Problem notification devices known as andon boards and andon lights are installed on each line in positions that are highly visible to supervisors, and when a problem occurs, andon are lit up-either manually or automatically so a supervisor can immediately come to the source of the problem and address it. If automatic shutdown devices are attached to machines to automatically stop the machines from operating when abnormalities are detected, the waste of unknowingly producing defective parts can be eliminated. As a result of achieving level production from assembly lines to the retrieval of materials, the Just-in-Time system could be implemented on an even higher level. To prevent individual processes from being burdened by excess personnel or equipment, production items and production volumes were equalized, that is, production leveling was also implemented. This cooperation resulted in improvements, and TPS became established as an effective means of producing mutual benefit for both Toyota and suppliers. Toyota explained to suppliers that if they adopted the same techniques as Toyota, they could improve their operations, and companies that wished to do so steadily introduced TPS. Through 1965 kanban were also adopted for retrieving parts from suppliers. As kanban came into widespread use, problems such as standardization of work and transport management were resolved one after another and production lines operated smoothly. By producing parts in accordance with the instructions on the kanban, parts are delivered among the different plants only in the volumes needed, and inventories within each process can be eliminated. The new kanban management system was adopted at all plants in 1963. The kanban, a tool that describes which and how many parts are used where and when, made just-in-time production possible. TPS was steadily established and took root through the introduction of kanban to the existing supermarket style of production in order to reinforce the efficient Just-in-Time production system. In order to establish mass production systems, it was necessary not only to steadily increase production facilities, but also to streamline production control as well.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |