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Single Minute Exchange Of Die

Single minute exchange of die

Single Minute Exchange of Die (SMED) is one of the lean production many methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. It is also often referred to as Quick Changeover. It is a concept that says all changeovers (and startups) can and should take less than 10 minutes ... hence the phrase Single Minute. Closely associated is an advanced concept of One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds.

History

The concept arose in the late 1950s and early 1960s, when Shigeo Shingo, chief engineer of Toyota, was contemplating Toyota's inability to construct vehicles in maximally efficient economic lots. The problem was that land costs in Japan are very high, and Toyota could not afford the space to store economic lots of its vehicles. The result was that its costs were higher than other producers, because it had to produce vehicles in uneconomic lots. The "economic lot size" is a well-known manufacturing concept. Historically, the overhead costs of retooling a factory were minimized by calculating the number of items that the factory should construct before changing to another model. The calculation of lot size trades off the interest costs of the extra inventory against the cost of the change-over. The optimum lot size occurs when the interest costs of the lot size of items equals the value lost when the production line is shut down. The problem was that the economic lot size calculation for Toyota included high overhead costs to pay for the land to store the vehicles. Engineer Shingo realized that both interest and lost production are waste. They should be minimized. Engineer Shingo could do nothing about the interest rate, but he had total control of the factory processes. If the change-over costs could be reduced, then the economic lot size could be reduced, directly reducing expenses. Over a period of several years, Toyota reworked factory fixtures and vehicle components to maximize their common parts, minimize and standardize assembly tools and steps, and utilize common tooling. Wherever the tooling could not be common, steps were taken to make the tooling quick to change. The most difficult tooling to change were the dies on the large transfer-stamping machines that produce vehicle bodies. The dies must be changed for each model. They weigh many tons, and must be assembled tot he stamping machines with tolerances of less than a millimeter. When engineers examined the change-over, they discovered that the established procedure was to stop the line, let down the dies by an overhead crane, assemble the dies to the machine by human eyesight, and then adjust their position with crowbars while making individual test stampings. The process took from twelve hours to three days. The first improvement was to place precision measurement devices on the transfer stamping machines, and record the necessary measurements for each model's die. This immediately cut the change-over to a mere hour and a half. Observations led to further improvements: Scheduling the die changes in sequence as a new model moved through the factory, dedicating tools to the die-change process, so all needed tools were nearby, and scheduling use of the overhead cranes, so that the new die would be waiting as the old die was removed. Using these processes, Toyota engineers cut the change-over time to less than one minute per die, and thereby reduced the economic lot size below one vehicle. The success of this program led directly to just-in-time manufacturing, a further generalization of this concept. Category:Quality

Formal Method

There are seven basic steps [http://www.sevenrings.co.uk/SMED/HowtodoSMED.asp] to reducing changeover using the SMED system: 1. OBSERVE the current methodology 2. Separate out the INTERNAL and EXTERNAL activities. Internal activities are those that can only be performed when the process is stopped, while External activities can be done while the last batch is being produced, or once the next batch has started. For example, go and get the required tools for the job BEFORE the machine stops. 3. Convert (where possible) Internal activities into External ones (pre-heating of tools is a good example of this). 4. Streamline the remaining internal activities, by simplifying them. Focus on fixings - Shigeo Shingo rightly observed that it's only the last turn of a bolt that tightens it - the rest is just movement. 5. Streamline the External activities, so that they are of a similar scale to the Internal ones. 6. Document the new procedure, and actions that are yet to be completed. 7. Do it all again: For each iteration of the above process, a 45% improvement in set-up times should be expected, so it may take several iterations to cross the ten minute line. The SMED concept is credited to Shigeo Shingo, one of the main contributors to the consolidation of the Toyota Production System, along with Taiichi Ohno.

Lean production

Lean manufacturing is a management philosophy focusing on reduction of the 7 wastes (Over-production, Waiting time, Transportation, Over-processing, Inventory, Motion and Scrap) in manufactured products. By eliminating waste, quality is improved, production time is reduced, and cost is reduced. Lean "tools" include constant process analysis (kaizen), "pull" production (by means of kanban), and mistake-proofing (poka yoke). One crucial insight is that most costs are assigned when a product is designed. Often an engineer will specify familiar, safe materials and processes rather than inexpensive, efficient ones. This reduces project risk, that is, the cost to the engineer, while increasing financial risks, and decreasing profits. Good organizations develop and review checklists to review product designs. The key lean manufacturing principles:
- Perfect first-time quality - quest for zero defects, revealing & solving problems at the source
- Waste minimisation – eliminating all non value adding activities & safety nets, maximise use of scarce resources (capital, people and space)
- Continuous improvement – reducing costs, improving quality, increasing productivity and information sharing
- Pull processing: products are pulled from the consumer end, not pushed from the production end
- Flexibility – producing different mixes or greater diversity of products quickly, without sacrificing efficiency at lower volumes of production
- Building and maintaining a long term relationship with suppliers through collaborative risk sharing, cost sharing and information sharing arrangements. Lean is basically all about getting the right things, to the right place, at the right time, in the right quantity while minimizing waste and being flexible and open to change.

History

The basic principles of lean manufacturing date back to at least Benjamin Franklin. Poor Richard's Almanack says of wasted time (a basic principle of the Theory of Constraints), "He that idly loses 5s. [shillings] worth of time, loses 5s., and might as prudently throw 5s. into the river. He that loses 5s. not only loses that sum, but all the other advantages that might be made by turning it in dealing, which, by the time a young man becomes old, amounts to a comfortable bag of money." He added that avoiding unnecessary costs could be more profitable than increasing sales: "A penny saved is two pence clear. A pin a-day is a groat a-year. Save and have." Franklin's The Way to Wealth says the following about carrying unnecessary inventory, a concept that appeared two centuries later in Eliyahu Goldratt's The Goal. "You call them goods; but, if you do not take care, they will prove evils to some of you. You expect they will be sold cheap, and, perhaps, they may [be bought] for less than they cost; but, if you have no occasion for them, they must be dear to you. Remember what Poor Richard says, 'Buy what thou hast no need of, and ere long thou shalt sell thy necessaries.' And again, 'At a great penny worth pause a while:' He means, that perhaps the cheapest is apparent only, and not real; or the bargain, by straightening thee in thy business [reducing your available cash, i.e. straightening your circumstances], may do thee more harm than good. For in another place he says, 'Many have been ruined by buying good penny worths'." Henry Ford cited Franklin as a major influence on his own business practices, which included Just-in-time manufacturing. The concept of waste (muda) being built into jobs and then taken for granted was noticed by motion efficiency expert Frank Gilbreth, who saw that masons bent over to pick up bricks from the ground. The bricklayer was therefore lowering and raising his entire upper body to get a 5 pound (2.3 kg) brick but this inefficiency had been built into the job through long practice. Introduction of a non-stooping scaffold, which delivered the bricks at waist level, allowed masons to work about three times as quickly, and with less effort. Frederick Winslow Taylor, the father of scientific management, introduced what are now known as standardization and best practice deployment: "And whenever a workman proposes an improvement, it should be the policy of the management to make a careful analysis of the new method, and if necessary conduct a series of experiments to determine accurately the relative merit of the new suggestion and of the old standard. And whenever the new method is found to be markedly superior to the old, it should be adopted as the standard for the whole establishment" (Principles of Scientific Management, 1911). Taylor also warned explicitly against cutting piece rates (or, by implication, cutting wages or discharging workers) when efficiency improvements reduce the need for raw labor: "…after a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely entirely to lose sight of his employer's side of the case and become imbued with a grim determination to have no more cuts if soldiering [marking time, just doing what he is told] can prevent it." This is now a foundation of lean manufacturing, because it is obvious that workers will not drive improvements they think will put them out of work. Shigeo Shingo, the best-known exponent of single-minute exchange of die (SMED) and error-proofing or poka-yoke, cites Principles of Scientific Management as his inspiration (Andrew Dillon, translator, 1987. The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement). American industrialists recognized the threat of cheap offshore labor to American workers during the 1910s, and what is now known as lean manufacturing was explicitly regarded as a countermeasure. Henry Towne, past President of the American Society of Mechanical Engineers, wrote in the Foreword to Frederick Winslow Taylor's Shop Management (1911), "We are justly proud of the high wage rates which prevail throughout our country, and jealous of any interference with them by the products of the cheaper labor of other countries. To maintain this condition, to strengthen our control of home markets, and, above all, to broaden our opportunities in foreign markets where we must compete with the products of other industrial nations, we should welcome and encourage every influence tending to increase the efficiency of our productive processes." It was Henry Ford, however, who developed a comprehensive lean manufacturing system that is probably as good as anything that exists today. "Ford's success has startled the country, almost the world, financially, industrially, mechanically. It exhibits in higher degree than most persons would have thought possible the seemingly contradictory requirements of true efficiency, which are: constant increase of quality, great increase of pay to the workers, repeated reduction in cost to the consumer. And with these appears, as at once cause and effect, an absolutely incredible enlargement of output reaching something like one hundred fold in less than ten years, and an enormous profit to the manufacturer" (Charles Buxton Going, preface to Arnold and Faurote, Ford Methods and the Ford Shops (1915)). Levinson (2002, Henry Ford's Lean Vision: Enduring Principles from the First Ford Motor Plant) contends that Ford's lean enterprise system "was directly responsible for making the United States the wealthiest and most powerful country on earth." There is no doubt that Ford gave the country the forty-hour work week and, even during the First World War, a London Times cartoonist recognized that "Henry Ford is the most powerful individual enemy the Kaiser has." As for the Second World War, Ford's production chief Charles Sorensen wrote, ""The seeds of [Allied] victory in 1945 were sown in 1908 in the Piquette Avenue plant of Ford Motor Company when we experimented with a moving assembly line" (1956, My Forty Years with Ford). Ford (1922, My Life and Work) provided a single-paragraph description that encompasses the entire concept of waste (muda). "I believe that the average farmer puts to a really useful purpose only about 5 per cent. of the energy he expends. … Not only is everything done by hand, but seldom is a thought given to a logical arrangement. A farmer doing his chores will walk up and down a rickety ladder a dozen times. He will carry water for years instead of putting in a few lengths of pipe. His whole idea, when there is extra work to do, is to hire extra men. He thinks of putting money into improvements as an expense. … It is waste motion— waste effort— that makes farm prices high and profits low." Poor arrangement of the workplace-- a major focus of the modern kaizen blitz-- and doing a job inefficiently out of habit-- are major forms of waste even in modern workplaces. Ford also pointed out how easy it was to overlook material waste. As described by Harry Bennett (1951, Ford: We Never Called Him Henry), "One day when Mr. Ford and I were together he spotted some rust in the slag that ballasted the right of way of the D. T. & I [railroad]. This slag had been dumped there from our own furnaces. 'You know,' Mr. Ford said to me, 'there's iron in that slag. You make the crane crews who put it out there sort it over, and take it back to the plant.'" In other words, Ford saw the rust and realized that the steel plant was not recovering all of the iron. Design for Manufacture (DFM) also is a Ford concept. Per My Life and Work, "Start with an article that suits and then study to find some way of eliminating the entirely useless parts. This applies to everything— a shoe, a dress, a house, a piece of machinery, a railroad, a steamship, an airplane. As we cut out useless parts and simplify necessary ones, we also cut down the cost of making. ...But also it is to be remembered that all the parts are designed so that they can be most easily made." The same reference describes Just in time manufacturing very explicitly. Henry Ford's lean manufacturing methods were subsequently adopted by Taiichi Ohno as the Toyota production system. Norman Bodek wrote the following in his foreword to a reprint of Ford's (1926) Today and Tomorrow: "I was first introduced to the concepts of just-in-time (JIT) and the Toyota production system in 1980. Subsequently I had the opportunity to witness its actual application at Toyota on one of our numerous Japanese study missions. There I met Mr. Taiichi Ohno, the system's creator. When bombarded with questions from our group on what inspired his thinking, he just laughed and said he learned it all from Henry Ford's book."

System engineering

At the system engineering level, requirements are reviewed with marketing and customer representatives to eliminate costly requirements. Shared modules may be developed, such as multipurpose power-supplies or shared mechanical components or fasteners. Requirements are assigned to the cheapest discipline. For example, adjustments may be moved into software, and measurements away from a mechanical solution to an electronic solution. Another approach is to choose connection or power-transport methods that are cheap or that used standardized components that become available in a competitive market.

Mechanical engineering

In mechanical engineering, the process usually begins with a team review of the materials and processes. The team will include a cost accountant, manufacturing and design engineers. Quite often, parts can be combined into a single injection-molded plastic or die-cast part reducing both fabrication and assembly costs. Fasteners are eliminated, reduced or commonized. Tolerances (critical dimensions) are eliminated, widened and adapted to production processes to achieve theoretical 100% yields. Adjustments are eliminated. The tooling cost and any production machinery costs are estimated, and financial feasibility established with return on investment. Reuse of existing machinery and capabilities is often essential. In some cases, the crucial insight is to substitute materials that require less time to form. For example, some products can substitute surfaces sputtered with coatings for heat-treated steel and save money because the production bottleneck of the time-consuming heat-treat is eliminated.

Electrical engineering

In electrical engineering, the big process begins with a team-review of the circuit requirements. Requirements are reduced, and inexpensive electrical or software solutions are substituted for mechanical solutions. The circuit is examined to reduce adjustments and expensive parts. In the circuit design, detailed tolerance studies are performed to maximize the number of circuits that work first time. Mechanical parts and connectors are carefully reviewed to reduce assembly and testing costs. In particular, the printed circuit board is integrated with the mechanical design to eliminate cables between the printed circuit board and the connectors on the case. The printed-circuit board design is carefully scrutinized to use the least-expensive possible materials (such as phenolic paper board), make it solder reliably, and adapt it to automatic assembly.

Software engineering

In software engineering the process begins with a requirement review, to eliminate unnecessary requirements, and substitute mechanical and electrical components with software. Software generally has a lower per-component cost than other disciplines, especially in the large production runs typical of a lean product. The design then attempts to eliminate costly software components, especially those that are purchased.

See also


- Manufacturing
- Process Reengineering
- Just In Time
- Theory of constraints

Books on Lean Production


- Womack, James P., Jones, Daniel T., and Roos, Daniel (1991), The Machine That Changed the World: The Story of Lean Production, Harper Perennial, ISBN 0060974176
- Womack, James P. and Jones, Daniel T. (1998), Lean Thinking Free Press, ISBN 0743249275.
- Rother, Mike and Shook, John (2003), Learning to See, Lean Enterprise Institute, ISBN 0966784308
- George, Michael L. (2003), Lean Six Sigma For Service, McGraw-Hill, ISBN 0071418210
- Levinson, William A. (2002), Henry Ford's Lean Vision: Enduring Principles from the First Ford Motor Plant, Productivity Press, ISBN 1563272601
- Levinson, William A. and Rerick, Raymond (2002), Lean Enterprise: A Synergistic Approach to Minimizing Waste, ASQ Quality Press, ISBN 0873895320
- Ford, Henry and Crowther, Samuel (2003), My Life and Work, Kessinger Press, ISBN 0766127745
- Ford, Henry and Crowther, Samuel (1988), Today and Tomorrow, Productivity Press, ISBN 0915299364
- Ford, Henry and Crowther, Samuel (2003), Moving Forward, Kessinger Press, ISBN 0766143392
- Schonberger, Richard J. (1986), World Class Manufacturing, Free Press, ISBN 0029292700
- Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0915299143
- Norwood, Edwin P. (1931), Ford: Men and Methods, Doubleday, Doran, ASIN B000858158
- Imai, Masaaki (1997), Gemba Kaizen, McGraw-Hill, ISBN 0070314462

External links


- [http://www.themanufacturer.com/us/detail.html?contents_id=2525 “Maintaining the spirit of innovation”] - The Manufacturer Magazine - An article about the importance of involving the whole workforce in lean implementations Category:Manufacturing Category:Management Category:Business terms ja:リーン生産方式

1950s

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Events and trends

The 1950s in Western society was marked with a sharp rise in the economy for the first time in almost 30 years and return to the 1920s-type consumer society built on credit and boom-times, as well as the the baby boom from returning GIs who went to college under the Montgomery G.I. Bill and settled in suburban America. Most of the internal conflicts that had developed in earlier decades like women's rights, civil rights, imperialism, and war were relatively suppressed or neglected during this time as a returning world from the brink hoped to see a more consistent way of life as opposed to liberalism and radicalism of the 1930s and 1940s. The effect of suppressing social problems in the 50s would backfire in the 60s with the counter-culture movement. The 1950s were also marked with a rapid rise in conflict with the Eastern Bloc and the Soviet Union that would heighten the Cold War to an unprecedented level which would include the Arms Race, Space Race, McCarthyism, and Korean War. Stalin's death in 1953 left an enormous impact in Eastern Europe that forced the Soviet Union to create more liberal policies internally and externally. The rise of Suburbia as well as the growing conflict with the East are the two generally accepted reasons for the conservative domination of this decade.

Technology


- United States tests the first fusion bomb. See History of nuclear weapons
- Sputnik, the first man-made satellite, and thus the Sputnik crisis
- The De Havilland Comet enters service as the world's first jet airliner
- Charles Townes builds a maser in 1953 at Columbia University.

Science


- Urey-Miller experiment shows that under simulated conditions resembling those thought to have existed shortly after Earth first accreted, many of the basic organic molecules that form the building blocks of modern life are able to spontaneously form
- Francis Crick and James D. Watson discover the helical structure of DNA at the Cavendish Laboratory at the University of Cambridge
- Bruce Heezen discovers the Mid-Atlantic Ridge
- Polio vaccine
- The first organ transplants are done in Boston and Paris in 1954.

War, peace, and politics


- Korean War
- Red Scare, McCarthy Hearings
- Suez Crisis
- European Common Market founded.
- Warsaw pact founded.
- Most aboveground nuclear test explosions happened during this decade.
- The United States CIA orchestrated the overthrow of the Guatemalan government.
- Hungarian revolution of 1956 brutally suppressed by Soviet Union's troops.
- Fidel Castro gains power in Cuba.
- Mahmoud Abbas becomes involved in Palestinian politics in Qatar.
- Decolonization: Algeria, Vietnam, and elsewhere.
- Early history of the People's Republic of China, of the state of Israel, and of the Indonesian state.

Economics


- "Economic miracle" in West Germany and Italy.

Culture, religion


- Traditional pop music reaches its climax; early rock and roll music was embraced by teenagers/youth culture while generally dismissed or condemned by older generations.
- Brylcreem and other hair tonics have a period of popularity
- Television replaces radio as the dominant mass medium in industrialized countries.
- In the West, the generation traumatized by the Great Depression and World War II creates a culture with emphasis on normality and calm conformity.
- Juvenile delinquency said to be at unprecedented epidemic proportions in USA, though some see this era as relatively low in crime compared to today. Continuing poverty in some regions during recessions later on in this decade.
- Fairly high rates of unionization, government social spending, taxes, and the like in the US and European countries. Mostly liberal or moderate Western governments, though communism/Cold War play a role in reaction to, and within, domestic politics.
- Beatnik culture/ The Beat Generation
- Optimistic visions of semi-Utopian technological future including such devices as the flying car.
- The Day the Earth Stood Still hits movie theaters.
- Along with the appearance of the sentence Kilroy was here across the United States, graffiti as an art form develops, especially among urban African Americans; graffiti eventually becomes one of the four elements of hip hop
- Considerable racial tension with military and schools desegregation in the US, though controversy never truly erupts as later on in the 1960s.
- The Catcher in the Rye
- The Twilight Zone premiers as the first major science-fiction show. Rise of evangelical Christianity including Youth for Christ (1943); the National Association of Evangelicals, the American Council of Christian Churces, the Billy Graham Evagelistic Association (1950), and the Campus Crusade for Christ (1951). Christianity Today was first published in 1956. 1956 also marked the beginning of Bethany Fellowship, a small press that would grow to be a leading evangelical press.
- Carl Stuart Hamblen religious radio broadcaster.

Others


- Wartime rationing ends in the United Kingdom.

People

World leaders


- Prime Minister Louis St. Laurent (Canada)
- Prime Minister John Diefenbaker (Canada)
- Chairman Mao Zedong (People's Republic of China)
- President Chiang Kai-shek (Republic of China on Taiwan)
- President Gamal Abdel Nasser (Egypt)
- Prime Minister Jawaharlal Nehru (India)
- Prime Minister David Ben-Gurion (Israel)
- Emperor Hirohito (Japan)
- Pope Pius XII
- Pope John XXIII
- Taoiseach John A. Costello (Ireland)
- Taoiseach Eamon de Valera (Ireland)
- Taoiseach Sean Lemass (Ireland)
- Joseph Stalin (Soviet Union)
- Nikita Khrushchev (Soviet Union)
- King George VI (United Kingdom)
- Queen Elizabeth II (United Kingdom)
- Prime Minister Sir Winston Churchill (United Kingdom)
- Prime Minister Sir Anthony Eden (United Kingdom)
- Prime Minister Harold Macmillan (United Kingdom)
- Prime Minister Robert Menzies (Australia)
- Prime Minister George Borg Olivier (Malta)
- President Harry S. Truman (United States)
- President Dwight D. Eisenhower (United States)
- Chancellor Konrad Adenauer (West Germany)
- President Josip Broz Tito (Yugoslavia)

Entertainers


- Desi Arnaz
- Abbott and Costello
- Paul Anka
- Lucille Ball
- Jack Benny
- Chuck Berry
- Humphrey Bogart
- Marlon Brando
- Maria Callas
- Dalida
- James Dean
- Bo Diddley
- Margot Fonteyn
- Ava Gardner
- The Goons
- Cary Grant
- Tony Hancock
- Audrey Hepburn
- Charlton Heston
- Alfred Hitchcock
- Buddy Holly
- Grace Kelly
- Ernie Kovacs
- Mario Lanza
- Jerry Lewis
- Dean Martin
- Groucho Marx
- Marilyn Monroe
- Paul Newman
- Laurence Olivier
- Elvis Presley
- George Reeves
- Little Richard
- James Stewart
- Gale Storm
- Jerry Lee Lewis
- Jacques Tati
- Elizabeth Taylor
- John Wayne
- Jack Webb
- Ed Wynn

Sports figures


- Alberto Ascari (Italian racing driver)
- Roger Bannister (English track and field athlete)
- Yogi Berra (American baseball player)
- Maureen Connolly (American tennis player)
- Colin Cowdrey (England cricketer)
- Juan Manuel Fangio (Argentinian racing driver)
- Neil Harvey (Australian cricketer)
- Gordie Howe (Canadian ice hockey player)
- Len Hutton (England cricketer)
- Rocky Marciano (American boxer)
- Stanley Matthews (English soccer player)
- Willie Mays (American baseball player)
- Ferenc Puskás (Hungarian soccer player)
- Maurice Richard (Canadian ice hockey player)
- Sugar Ray Robinson (American boxer)
- Bill Russell (American basketball player)
- Gary Sobers (West Indies cricketer)
- Brian Statham (England cricketer)
- Frank Tyson (England cricketer)
- Frank Worrell (West Indies cricketer)
- Lev Yashin (Russian soccer player)

See also


- United States in the 1950s
- List of rock and roll albums in the 1950s

External links


- [http://www.fiftiesweb.com The FiftiesWeb]
- [http://vlib.iue.it/history/USA/ERAS/20TH/1950s.html WWW-VL: 1950s History] Category:1950s ko:1950년대 ja:1950年代 simple:1950s

Shigeo Shingo

Shigeo Shingo (1909-1990) was a Japanese industrial engineer who was one of the lesser-known but still highly regarded people to work with quality systems, compared to W. Edwards Deming and Walter A. Shewhart. He wrote a book based on his work with the Toyota Production System. Two major accomplishments by Shingo are Poka-yoke (fail-safe) devices and SMED (single-minute exchange of dies). The latter made some change-over jobs obsolete.

References


- Shigeo Shingo: "A Revolution in Manufacturing : The Smed System", Productivity Press, 1985 (english), ISBN 0915299038
- Shigeo Shingo: "A Study of the Toyota Production System", Productivity Press, 1981 (japanese), 1989 (english), ISBN 0915299178.
- Shigeo Shingo: "Modern Approaches to Manufacturing Improvement : The Shingo System", Productivity Press, 1990 (english), ISBN 091529964X
- Shigeo Shingo: "Quick Changeover for Operators : The SMED System", Productivity Press, 1996 (english), ISBN 1563271257
- Shigeo Shingo: "The Sayings of Shigeo Shingo : Key Strategies for Plant Improvement", Productivity Press, 1987 (english), ISBN 0915299151
- Shigeo Shingo: "Zero Quality Control : Source Inspection and the Poka-Yoke System", Productivity Press, 1986 (english), ISBN 0915299070
- Shigeo Shingo: "Non-Stock Production : The Shingo System for Continuous Improvement", Productivity Press, 1988 (english), ISBN 0915299305
- Shigeo Shingo: "Mistake-Proofing for Operators : The ZQC System", Productivity Press, 1997 (english), ISBN 1563271273
- Shigeo Shingo: "The Shingo Production Management System: Improving Process Functions (Manufacturing & Production)", Productivity Press, 1992 (english), ISBN 0915299526
- Shigeo Shingo: "Enfoques Modernos Para la Mejora En la Fabricacion : El Sistema Shingo", Productivity Press, 1992 (spanish), ISBN 8487022774
- Shigeo Shingo: "Produccion Sin Stocks : El Sistema Shingo Para la Mejora Continua", Productivity Press, 1991 (spanish), ISBN 848702274X
- Shigeo Shingo: "Das Erfolgsgeheimnis der Toyota-Produktion", Verlag moderne industrie, 1992 (german), ISBN 3478910625

External links


- [http://www.shingoprize.org/AboutUs/drShingo.htm Concise Bio]
- [http://www.ies.ncsu.edu/NCShingo/Shigeo_Shingo.cfm Comprehensive Bio]

Toyota

Toyota Motor Corporation (in Japanese: トヨタ自動車株式会社; Toyota Jidōsha Kabushikigaisha; , , ) also abrreviated as TMC, is a Japanese automobile manufacturer based in Toyota, Aichi, which also provides financial services and participates in other lines of business. It manufactures vehicles under the brand names Toyota, Hino, Scion and Lexus, and owns a majority stake in Daihatsu, and 8.7% of Fuji Heavy Industries. The company's Toyota automobiles are well regarded for their longevity and reliability. Toyota is Japan's biggest car company and the second largest in the world after General Motors. It produces an estimated eight million vehicles per year, about a million fewer than the number produced by GM. The company dominates its home market, with about 45% of all new cars registered in 2004 being Toyotas. Toyota also has a large market share in both the United States and Europe. It has significant market shares in several fast-growing south-east Asian countries. The company produces a large range of vehicles which are generally highly regarded for their quality, engineering, and value; their designs set global standards for safety, reliability and ease of maintenance. The Japanese magazine Nihon Keizai reports that it is predicted that Toyota will overtake GM as the world's biggest automaker in 2006, with an annual production of 9,2 Million vehicles.

Origins

GM The story of Toyota Motor Corporation began in September 1933 when Toyoda Automatic Loom created a new division devoted to the production of automobiles under the direction of the founder's son, Kiichiro Toyoda. Soon thereafter, the division produced its first Type A Engine in 1934, which was used in the first Model A1 passenger car in May 1935 and the G1 truck in August 1935. Production of the Model AA passenger car started in 1936. Although the Toyota Group is most well known today for its cars, it is still in the textile business and still makes automatic looms (fully computerized, of course), and electric sewing machines which are available worldwide. Toyota Motor Co. was established as an independent company in 1937. Although the founding family name is Toyoda (豊田), the company name was changed to:
- Signify the separation of the founders' work life from home life;
- Simplify the pronunciation, and
- Give the company an auspicious beginning. Toyota (トヨタ) is considered luckier than Toyoda (豊田) in Japan, where eight is regarded as a lucky number, and eight is the number of strokes it takes to write Toyota in Katakana. During the Pacific War the company was dedicated to truck production for the Imperial Army. Because of severe shortages in Japan, military trucks were kept as simple as possible. For example, the trucks had only one headlight on the center of the hood. Fortunately for Toyota, the war ended shortly before a scheduled allied bombing run on the Toyota factories in Aichi. Commercial passenger car production started in 1947 with the model SA. In 1950 a separate sales company Toyota Motor Sales Co. was established (which lasted until July 1982). In April 1956 the Toyopet dealer chain was established.

Worldwide presence

1956 Toyota has factories all over the world, manufacturing or assembling vehicles for local markets, including its most popular model, the Corolla. Toyota has manufacturing or assembly plants in the United States, Australia, Canada, Indonesia, Poland, South Africa, Turkey, the United Kingdom, France, Brazil, and more recently India, Argentina, Czech Republic, and Mexico. Toyota invests a great amount of research into cleaner-burning vehicles such as the Toyota Prius, based on technology such as the Hybrid Synergy Drive. In 2002, Toyota successfully road-tested a new version of the RAV4 which ran on a Hydrogen fuel cell. Scientific American called the company its Business Leader of the Year in 2003 for commercializing an affordable hybrid car. In 2004, Toyota showed that it had made its Toyota Highlander into the world's first mass-market seven-passenger hybrid SUV. In 2003, Toyota brought two of their popular cars from Japan (including the bB) to America, and created a new badge, called Scion, meaning a descendant or heir. These cars are targeted towards the young, and young-at-heart. Both models, the xA (known in Japan as the Toyota ist) and xB (known in Japan as the Toyota bB) are powered by a 1.5L DOHC I4 engine. A third model, the Scion tC, was introduced in 2004. Instead of importing an existing model from Japan as was done with the xA and xB, the tC was designed specifically for the North American market, using the four-cylinder engine and transmissions from the Toyota Camry. Toyota is also famous in industry for its manufacturing philosophy, called the Toyota Production System. This system is copied worldwide by many manufacturing companies.

Auto racing

Toyota has also been successful in racing, especially in Rally with the Toyota Celica as well as the Toyota Corolla. Toyota Corolla In 2002 Toyota started racing in Formula One with Toyota Team Europe, based in Cologne. Despite a huge investment, the team's performances have been mediocre so far. In 2004, top designer Mike Gascoyne was hired; by 2005 the team had advanced from the midfield to challenging for the top positions. Jarno Trulli achieved two second places and one third place in the first five races of the season, helping the team to retain second position in the Constructors Championship for several races. Jarno Trulli and Ralf Schumacher are the team's current drivers. Toyota also races the Toyota Tundra in the NASCAR Craftsman Truck Series, and rumors are that they will enter NASCAR's Busch Series and Nextel Cup in 2007.

Rugby team


- Toyota Verblitz is in the Top League.

Shareholders

Publically traded on the Tokyo Stock Exchange under number 7203 (first section). Also on NYSE under TM.

Holdings

Toyota reports on its consolidated financial statements 540 consolidated subsidiaries and 226 affiliates.
- Toyota Motor North America, Inc. (100% - 2004)
- Hino Motors, Ltd.
- Aisin Seiki Co., Ltd.

Non-automotive activities

Finance

Toyota Financial Services Corporation provides financing to Toyota customers.

Agricultural biotechnology

Toyota invests in several small start-up businesses and partnerships in biotechnology, including:
- P.T. Toyota Bio Indonesia in Lampung, Indonesia
- Australian Afforestation Pty. Ltd. in Western Australia and Southern Australia
- Toyota Floritech Co., Ltd. in Rokkasho-Mura, Kamikita District, Aomori Prefecture
- Sichuan Toyota Nitan Development Co., Ltd. in Sichuan, China
- Toyota Roof Garden Corporation in Miyoshi-Cho, Aichi Prefecture

Namesakes

Toyota is also a city in Aichi, Japan, named after the corporation. The basketball and hockey arena in Houston, Texas, the Toyota Center, is also named after the company. A football (soccer) stadium in Prague, Czech Republic, the Toyota Arena, also bears the company's name. Toyota also sponsors the Nagoya Grampus Eight. The team also plays its home games at Toyota Stadium.

See also


- The Toyota Group
- List of Toyota vehicles
- List of Toyota engines
- List of Toyota transmissions
- EPA 2004 fuel economy report (Toyota)

External links


- Toyota Motor Corp. websites
  - [http://www.toyota.co.jp/ Toyota Motor official site]
  - [http://www.toyota.com/ Toyota USA]
  - [http://www.toyota.co.uk/ Toyota UK (Sales Site)]
  - [http://www.toyotauk.com/ Toyota UK (Information Site)]
  - [http://www.scion.com/ Scion USA] (requires flash)
  - [http://www.lexus.com/ Lexus USA]
  - [http://www.toyotafinancial.com/ Toyota Financial Services USA]
  - [http://toyota.jp/carlineup/lineup.html Current Japanese Toyota lineup]
  - [http://www.toyota.com/vehicles/modelselector/index.html Current American Toyota lineup] (requires Flash)
  - [http://www.toyota.ca/NWS/media/pdf/naer2003_e.pdf Toyota North America 2003 Environmental Report] (pdf format)
  - [http://www.toyota.com/about/environment/news/images/04envrep-all.pdf Toyota North America 2004 Environmental Report] (pdf format)
- [http://www.backspace.com/notes/2003/06/22/x.html Information on Toyota's environmental protection policies]

Data


- [http://biz.yahoo.com/ic/41/41889.html Yahoo! - Toyota Motor Corporation Company Profile]
- [http://news.bbc.co.uk/2/hi/business/4311960.stm Toyota buying GM's Subaru stake]

Legal matters


- [http://www.competitionbureau.gc.ca/internet/index.cfm?itemID=300&lg=e Competition Bureau of Canada settles Price Maintenance and Misleading Advertising case regarding the Access Toyota Program]

References


- [http://www.canadiandriver.com/news/040105-13.htm 2005 Toyota Highlander Hybrid.] Retrieved January 11, 2004 from CanadianDriver Communications, Inc. (2004)
- Toyota's plan for Lexus is a reminder of its real goal (August 1 2005). Financial Times, p. 16. Category:Toyota ko:토요타 자동차 ja:トヨタ自動車

Just In Time

:See just-in-time compilation for the technique for improving the performance of interpreted programs in computing. Just In Time (JIT) is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and its associated costs. The process is driven by a series of signals, or Kanban (Jp. カンバン also 看板), that tell production processes to make the next part. Kanban are usually simple visual signals, such as the presence or absence of a part on a shelf. JIT causes dramatic improvements in a manufacturing organization's return on investment, quality, and efficiency. The technique of Just In Time Programming is used as a programming method that allows to (re-)write parts of a running system. As this shortens the Development Cycle it causes a tighter feedback between the program construction and its effects.

History

The technique was first used by the Ford Motor Company as described explicitly by Henry Ford's My Life and Work (1922): "We have found in buying materials that it is not worth while to buy for other than immediate needs. We buy only enough to fit into the plan of production, taking into consideration the state of transportation at the time. If transportation were perfect and an even flow of materials could be assured, it would not be necessary to carry any stock whatsoever. The carloads of raw materials would arrive on schedule and in the planned order and amounts, and go from the railway cars into production. That would save a great deal of money, for it would give a very rapid turnover and thus decrease the amount of money tied up in materials. With bad transportation one has to carry larger stocks." This statement also describes the concept of "dock to factory floor" in which incoming materials are not even stored or warehoused before going into production. This paragraph also shows the need for an effective freight management system (FMS) and Ford's Today and Tomorrow (1926) describes one. The technique was subsequently adopted and publicised by Toyota Motor Corporation of Japan as part of its Toyota Production System (TPS). Japanese corporations cannot afford large amounts of land to warehouse finished products and parts. Before the 1950s, this was thought to be a disadvantage because it reduced the economic lot size. (An economic lot size is the number of identical products that should be produced, given the cost of changing the production process over to another product.) The undesirable result was poor return on investment for a factory. The chief engineer at Toyota in the 1950s examined accounting assumptions and realized that another method was possible. The factory could be made more flexible, reducing the overhead costs of retooling and reducing the economic lot size to the available warehouse space. Over a period of several years, Toyota engineers redesigned car models for commonality of tooling for such production processes as paint-spraying and welding. Toyota was one of the first to apply flexible robotic systems for these tasks. Some of the changes were as simple as standardizing the hole sizes used to hang parts on hooks. The number and types of fasteners were reduced in order to standardize assembly steps and tools. In some cases, identical subassemblies could be used in several models. Toyota engineers then determined that the remaining critical bottleneck in the retooling process was the time required to change the stamping dies used for body parts. These were adjusted by hand, using crowbars and wrenches. It sometimes took as long as several days to install a large (multiton) die set and adjust it for acceptable quality. Further, these were usually installed one at a time by a team of experts, so that the line was down for several weeks. Toyota implemented a program called Single Minute Exchange of Die (SMED). With very simple fixtures, measurements were substituted for adjustments. Almost immediately, die change times fell to about half an hour. At the same time, quality of the stampings became controlled by a written recipe, reducing the skill required for the change. Analysis showed that the remaining time was used to search for hand tools and move dies. Procedural changes (such as moving the new die in place with the line in operation) and dedicated tool-racks reduced the die-change times to as little as 40 seconds. Dies were changed in a ripple through the factory as a new product began flowing. After SMED, economic lot sizes fell to as little as one vehicle in some Toyota plants. Carrying the process into parts-storage made it possible to store as little as one part in each assembly station. When a part disappeared, that was used as a signal to produce or order a replacement.

Effects

Some of the results were unexpected. A huge amount of cash appeared, apparently from nowhere, as in-process inventory was built out and sold. This by itself generated tremendous enthusiasm in upper management. Another surprising effect was that the response time of the factory fell to about a day. This improved customer satisfaction by providing vehicles usually within a day or two of the minimum economic shipping delay. Also, many vehicles began to be built to order, completely eliminating any risk that they would not be sold. This dramatically improved the company's return on equity by eliminating a major source of risk. Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. The result was a severe quality assurance crisis, and a dramatic improvement in product quality. Eventually, Toyota redesigned every part of its vehicles to eliminate or widen tolerances, while simultaneously implementing careful statistical controls. (See Total Quality Management). Toyota had to test and train suppliers of parts in order to assure quality and delivery. In some cases, the company eliminated multiple suppliers. When a process problem or bad parts surfaced on the production line, the entire production line had to be slowed or even stopped. No inventory meant that a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota confidently predicted that the initiative would be abandoned for this reason. In the first week, line stops occurred almost hourly. But by the end of the first month, the rate had fallen to a few line stops per day. After six months, line stops had so little economic effect that Toyota installed an overhead pull-line, similar to a bus bell-pull, that permitted any worker on the production line to order a line stop for a process or quality problem. Even with this, line stops fell to a few per week. The result was a factory that became the envy of the industrialized world, and has since been widely emulated. The Just in Time philosophy was also applied other segments of the supply chain in several types of industries. In the commercial sector, it meant eliminating one or all of the warehouses in the link between a factory and a retail establishment.

Problems

Just in Time production allows companies to reduce both inventory and the entire production chain. It encourages the removal of all surplus, including surplus factories. Under normal business conditions this is not a problem. However, if there is any disruption at any given point in the supply chain, then all production grinds to a halt. Evidence of the problem with Just in Time production became clear in the wake of Hurricane Katrina and Hurricane Rita, both of which hit the US Gulf coast in 2005. At that time, no new oil refineries had been built in the US since 1976. During that time period, companies actually shut down several refineries to reduce capacity. The old refineries still operating ran at full capacity, so no new refineries were needed according to Just in Time theory since they would only produce surplus gasoline. However, most of these refineries were clustered around the Gulf coast. When the Katrina hit, 15 oil refineries in Mississippi and Louisiana representing 20% of US refining capacity was shut down. Rita damaged another 16 refineries in Texas, accounting for 2.3 million barrels per day of capacity shut down. The lack of surplus in oil refining caused a shock to the United States. Gasoline prices surged. Had companies not shut down refineries in order to reduce capacity according to Just in Time theory, particularly refineries on the west coast, then it is likely that gasoline prices would have remained stable. US regular grade gasoline prices were $2.154 per gallon on November 28, 2005, down from a spike of $3.09 on September 19, 2005 in the immediate aftermath of the hurricane Katrina disaster. http://www.eia.doe.gov/oil_gas/petroleum/data_publications/wrgp/mogas_home_page.html

Theory

Consider a (highly) simplified mathematical model of the ordering process. Let: K = \mbox kc = \mbox D = \mbox Q = \mbox TC = \mbox We want to know Q. We assume that demand is constant and that the company runs down the stock to zero and then places an order, which arrives instantly. Hence the average stock held (the average of zero and Q, assuming constant usage) is Q/2. Also, the annual number of orders placed is D/Q. TC consists of two components. The first is the cost of carrying inventory, which is given by Q
- kc/2, i.e. the average inventory times the carrying cost per unit. The second cost is the cost of placing orders, given by D
- K/Q, the annual number of orders, D/Q. times the cost per order, K. Thus total annual cost is TC = \frac + \frac. We differentiate TC with respect to Q and set it equal to 0 to find the Q for minimum total cost, giving \frac = \frac - \frac = 0 Q^2 = \frac Q = \sqrt which is known as the Economic Order Quantity or EOQ formula. The key Japanese breakthrough was to reduce K to a very low level and to resupply frequently instead of holding excess stocks. In practice JIT works well for many businesses, but it is not appropriate if K is not small. The theory above can be fairly easily adapted to take into account realistic features such as delays in delivery times and fluctuations in demand. Both of these are usually modelled by normal distributions. The delay in delivery, in particular, means that additional 'safety stocks' need to be held if a stockout is to be rendered very unlikely.

See also


- Business
- Lean manufacturing
- Logistics
- Management
- Manufacturing
- Statistical process control
- Total Quality Management
- Vendor Managed Inventory Category:Production and manufacturingCategory:Commercial item transport and distributionCategory:Management ja:ジャストインタイム生産システム

External links


- [http://www.tvdance.com/information/jit/ Strengths & Weaknesses of Just In Time]
- [http://www.themanufacturer.com/us/detail.html?contents_id=3112 “Just In Time drives on”] - The Manufacturer Magazine US - An article discussing the continued impact of Just In Time in the automotive sector

Category:Quality

Category:Management Category:Manufacturing

Shigeo Shingo

Shigeo Shingo (1909-1990) was a Japanese industrial engineer who was one of the lesser-known but still highly regarded people to work with quality systems, compared to W. Edwards Deming and Walter A. Shewhart. He wrote a book based on his work with the Toyota Production System. Two major accomplishments by Shingo are Poka-yoke (fail-safe) devices and SMED (single-minute exchange of dies). The latter made some change-over jobs obsolete.

References


- Shigeo Shingo: "A Revolution in Manufacturing : The Smed System", Productivity Press, 1985 (english), ISBN 0915299038
- Shigeo Shingo: "A Study of the Toyota Production System", Productivity Press, 1981 (japanese), 1989 (english), ISBN 0915299178.
- Shigeo Shingo: "Modern Approaches to Manufacturing Improvement : The Shingo System", Productivity Press, 1990 (english), ISBN 091529964X
- Shigeo Shingo: "Quick Changeover for Operators : The SMED System", Productivity Press, 1996 (english), ISBN 1563271257
- Shigeo Shingo: "The Sayings of Shigeo Shingo : Key Strategies for Plant Improvement", Productivity Press, 1987 (english), ISBN 0915299151
- Shigeo Shingo: "Zero Quality Control : Source Inspection and the Poka-Yoke System", Productivity Press, 1986 (english), ISBN 0915299070
- Shigeo Shingo: "Non-Stock Production : The Shingo System for Continuous Improvement", Productivity Press, 1988 (english), ISBN 0915299305
- Shigeo Shingo: "Mistake-Proofing for Operators : The ZQC System", Productivity Press, 1997 (english), ISBN 1563271273
- Shigeo Shingo: "The Shingo Production Management System: Improving Process Functions (Manufacturing & Production)", Productivity Press, 1992 (english), ISBN 0915299526
- Shigeo Shingo: "Enfoques Modernos Para la Mejora En la Fabricacion : El Sistema Shingo", Productivity Press, 1992 (spanish), ISBN 8487022774
- Shigeo Shingo: "Produccion Sin Stocks : El Sistema Shingo Para la Mejora Continua", Productivity Press, 1991 (spanish), ISBN 848702274X
- Shigeo Shingo: "Das Erfolgsgeheimnis der Toyota-Produktion", Verlag moderne industrie, 1992 (german), ISBN 3478910625

External links


- [http://www.shingoprize.org/AboutUs/drShingo.htm Concise Bio]
- [http://www.ies.ncsu.edu/NCShingo/Shigeo_Shingo.cfm Comprehensive Bio]

Shigeo Shingo

Shigeo Shingo (1909-1990) was a Japanese industrial engineer who was one of the lesser-known but still highly regarded people to work with quality systems, compared to W. Edwards Deming and Walter A. Shewhart. He wrote a book based on his work with the Toyota Production System. Two major accomplishments by Shingo are Poka-yoke (fail-safe) devices and SMED (single-minute exchange of dies). The latter made some change-over jobs obsolete.

References


- Shigeo Shingo: "A Revolution in Manufacturing : The Smed System", Productivity Press, 1985 (english), ISBN 0915299038
- Shigeo Shingo: "A Study of the Toyota Production System", Productivity Press, 1981 (japanese), 1989 (english), ISBN 0915299178.
- Shigeo Shingo: "Modern Approaches to Manufacturing Improvement : The Shingo System", Productivity Press, 1990 (english), ISBN 091529964X
- Shigeo Shingo: "Quick Changeover for Operators : The SMED System", Productivity Press, 1996 (english), ISBN 1563271257
- Shigeo Shingo: "The Sayings of Shigeo Shingo : Key Strategies for Plant Improvement", Productivity Press, 1987 (english), ISBN 0915299151
- Shigeo Shingo: "Zero Quality Control : Source Inspection and the Poka-Yoke System", Productivity Press, 1986 (english), ISBN 0915299070
- Shigeo Shingo: "Non-Stock Production : The Shingo System for Continuous Improvement", Productivity Press, 1988 (english), ISBN 0915299305
- Shigeo Shingo: "Mistake-Proofing for Operators : The ZQC System", Productivity Press, 1997 (english), ISBN 1563271273
- Shigeo Shingo: "The Shingo Production Management System: Improving Process Functions (Manufacturing & Production)", Productivity Press, 1992 (english), ISBN 0915299526
- Shigeo Shingo: "Enfoques Modernos Para la Mejora En la Fabricacion : El Sistema Shingo", Productivity Press, 1992 (spanish), ISBN 8487022774
- Shigeo Shingo: "Produccion Sin Stocks : El Sistema Shingo Para la Mejora Continua", Productivity Press, 1991 (spanish), ISBN 848702274X
- Shigeo Shingo: "Das Erfolgsgeheimnis der Toyota-Produktion", Verlag moderne industrie, 1992 (german), ISBN 3478910625

External links


- [http://www.shingoprize.org/AboutUs/drShingo.htm Concise Bio]
- [http://www.ies.ncsu.edu/NCShingo/Shigeo_Shingo.cfm Comprehensive Bio]

Toyota Production System

The Toyota Production System (TPS) (トヨタ生産方式) is the framework and philosophy organizing the manufacturing facilities at Toyota and the interaction of these facilities with the suppliers and customers. It was largely created by three men: the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and engineer Taiichi Ohno. The main goal of the TPS is to eliminate waste (無駄, Muda). There are 7 kinds of waste targeted in the TPS. # Defects # Overproduction # Transportation # Waiting # Inventory # Motion # Overprocessing Toyota was able to greatly reduce cost and inventory using the TPS, enabling it to become one of the three largest companies in the world. Due to this stellar success of the production philosophy many of these methods have been copied by other manufacturing companies.

Commonly used terminology in TPS:


- Just In Time (ジャストインタイム) (JIT)
- Kanban (看板, also かんばん) (engl.: Sign, Index Card)
- Muda (無駄, also ムダ) (engl.: Waste)
- Heijunka (平準化) (engl.: Production Smoothing)
- Andon (アンドン) (engl.: Signboard)
- Poka-yoke (ポカヨケ) (engl.: fail-safing - to avoid (yokeru) inadvertent errors (poka))
- Jidoka (自働化) (engl.: Autonomation - automation with human intelligence)
- Kaizen (改善) (engl.: Continuous Improvement)

References


- Taiichi Ohno: Toyota Production System: Beyond Large-scale Production, Productivity Press Inc., 1995, ISBN 0915299143.
- Yasuhiro Monden: Toyota Production System, An Integrated Approach to Just-In-Time, Third edition, Engineering Management Press, 1997.
- Jeffrey Liker: The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, First edition, McGraw-Hill, 2003, ISBN 0071392319.
- James P. Womack, Daniel T. Jones: Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, HarperBusiness, 2003, ISBN 0060974176.
- James P. Womack, Daniel T. Jones, Daniel Roos: The Machine That Changed the World: The Story of Lean Production, HarperBusiness, 2003, ISBN 0060974176.
- Shigeo Shingo: A Study of the Toyota Production System, Productivity Press, 1981 (Japanese), 1989 (English), ISBN 0915299178.

See also


- ISO 9000

External links


- [http://www.toyotageorgetown.com/history.asp History of the TPS at the Toyota Motor Manufacturing Kentucky Site] ja:トヨタ生産方式 Category:Production and manufacturing Category:Quality

Taiichi Ohno

Taiichi Ohno is considered to be the father of the Toyota Production System, also known as Just In Time or JIT. He has written several books about the system, the most popular of which is Toyota Production System: Beyond Large-Scale Production. He was an employee first of the Toyoda family's Toyoda Spinning, then moved to the motor company in 1939, and gradually rose through the ranks to become an executive. Taiichi Ohno's family name is Ohno. In the Asian convention, he would be known as Ohno Taiichi. Alternative spellings include Tai'ichi and Ōno.

Published works


- Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN 0915299143
- Ohno, Taiichi (1988), Workplace Management, Productivity Press, ISBN 0915299194

Corio railway station, Victoria

Corio railway station is located in Corio, a suburb of Geelong, Victoria, Australia. There are two broad gauge passenger tracks at this station, and trains can travel in either direction on either line. In addition, there is a freight only standard gauge track. Category:Geelong railway stations

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