

Buy Routledge Toyota Production System: Beyond Large-Scale Production by Ohno, Taiichi online on desertcart.ae at best prices. ✓ Fast and free shipping ✓ free returns ✓ cash on delivery available on eligible purchase. Review: What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time. Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere. Review: A lire absolument : 120 pages d'une grande simplicité - Ce livre est le livre de référence écrit par l'un des pères fondateurs du lean - Par sa simplicité, il montre bien la difficulté de la mise en place du lean que l'on voudrait trop rapidement classer comme une nième technique ou méthode - Par ailleurs, on retrouvera en fond l'histoire de la compagnie TOYOTA Le meilleur que j'ai lu sur le lean
| Best Sellers Rank | #62,662 in Books ( See Top 100 in Books ) #27 in Transportation Industry #66 in Business Production & Operations #76 in Chemical Engineering |
| Customer reviews | 4.6 4.6 out of 5 stars (222) |
| Dimensions | 15.84 x 1.5 x 23.46 cm |
| Edition | 1st |
| ISBN-10 | 0915299143 |
| ISBN-13 | 978-0915299140 |
| Item weight | 386 g |
| Language | English |
| Print length | 176 pages |
| Publication date | 1 March 1988 |
| Publisher | Productivity Press |
M**D
What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time. Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
J**I
A lire absolument : 120 pages d'une grande simplicité - Ce livre est le livre de référence écrit par l'un des pères fondateurs du lean - Par sa simplicité, il montre bien la difficulté de la mise en place du lean que l'on voudrait trop rapidement classer comme une nième technique ou méthode - Par ailleurs, on retrouvera en fond l'histoire de la compagnie TOYOTA Le meilleur que j'ai lu sur le lean
J**R
Lo recomiendo a todos los estudiantes de Organización Industrial, es fácil de leer, y te encamina hacia el pensamiento LEAN
C**L
Taiichi Ohno ist der Schöpfer des Toyota Production Systems (TPS). Das Buch 'Toyota Production System: Beyond Large Scale Production' ist auf der einen Seite sicherlich ein Standardwerk zum TPS, aber auf der anderen Seite auch wieder nicht. Das Buch vermittelt weniger erschöpfend die methodischen Werkzeuge des TPS. Es wird zwar in die Grundlagen des TPS eingeführt (Kanban, Just-in-Time, Waste, etc.), aber einen Grossteil des Buches räumt Taiichi Ohno den Gedanken ein, die zum TPS geführt haben. Interessant ist zu lesen, dass das TPS als Alternative zur kostengünstigen Massenherstellung von amerikanischen Autos (Ford, General Motors) von konzipiert wurde, weil Taiichi Ohno davon ausgegangen ist, dass Autos von Toyota die Stückzahlen von Ford und General Motors nicht erreichen kann (Beyond Large Scale Production), aber Toyota um die gleichen Käufer und Märkte kämpfen wird und dies nur erfolgreich tun kann, wenn Toyota im Bereich Produktvielfalt, Kosten und Qualität ebenbürtig ist. Zwei weitere Aspekte finde ich erwähnenswert: Taiichi Ohno, hat mit der Entwicklung des TPS nicht für die Autoproduktion begonnen, sondern es hat seinen Ursprung in der Maschinenherstellung für die Textilindustrie (Webstühle; der Ursprung von Toyota). Weiter ist offensichtlich, dass Taiichi Ohne ein grosse Bewunderung für Henry Ford hatte und er das TPS als Weiterentwicklung des Ford Production Systems (Massenherstellung) für Toyota sieht. Das Buch ist ein Muss für Jeden, der an den Gedanken und Ideen hinter dem TPS interessiert ist.
A**H
The book was interesting, my husband liked it and hearing the details of production and the making of this company. I was told it was interesting if you like this kind of book.
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