INTRODUCTION:
When we talk about Kanban Just-In-Time, you maybe have a question which company set a very good example to fulfill this approach. The answer is Japanese company ------Toyota. Not only did Toyota take advantage of Kanban Just-In-Time, but it also get a very good benefit to operate its company. Kanban just-In-Time helps companies solving many Manufacturing problems.
Kanban derives it name from the manufacturing systems and processes implemented at Toyota Motor Manufacturing that are so effective at producing at low cost, high quality, and short cycle times. As a consequence, these systems are highly flexible and responsive to customer requirements.
Toyota capabilities are listed below. Kanban Just-In-Time impact on whole Toyota production approach as following:
(a) Standardized work
Manufacturing Cells
Manufacturing Lines
Facility Layout
Technology Development
Simulation of processes and systems
(b) Quality Improvement
In Process Inspection
Experimental Design
Process Development
(c) Continuous Improvement
Example:
Toyota manufacturing processes route the product around the plant to various work centers where work is staged to be processed. Implementing manufacturing cells typically increases net income dramatically and reduces cycle time over 50%. The cost of design and implementation is usually recovered within the first year from inventory savings. In this paper, we present the benefits of bringing the processes to the product and discuss the value of simulation as a tool to design and predict cell performance prior to implementation; therefore, reducing financial and technical risk to the company.
On September 10, 1997, Mr. Hoskins presented on "Improve Profits and Reduce Cycle Time with Manufacturing Cells and Simulation" for the National Technology University series on Kanban just-In-Time Manufacturing of this series. On October 27 - 28, 1996 Jerry Hoskins, President presented a paper titled "Developing a Lean Implementation Roadmap" at the SME Kanban Manufacturing Conference in Dearborn, Michigan.
The intent of this paper is to provide information to companies on where to start with a Kanban implementation based on where one is currently manufacturing operation. His theory help our many manufactures implement all the elements of Kanban Manufacturing directed at elimination of manufacturing waste as defined by the Toyota Production System.
These systems are more flexible, responsive, and profitable than traditional manufacturing systems. And, its theory also help our many participate determine where best to start with a Kanban implementation which usually involves an assessment of current operations. Once plan is developed we design the system to be implemented which may involve layout, cells, JIT, process technology, and process simulation.
When we talk about Kanban Just-In-Time, you maybe have a question which company set a very good example to fulfill this approach. The answer is Japanese company ------Toyota. Not only did Toyota take advantage of Kanban Just-In-Time, but it also get a very good benefit to operate its company. Kanban just-In-Time helps companies solving many Manufacturing problems.
Kanban derives it name from the manufacturing systems and processes implemented at Toyota Motor Manufacturing that are so effective at producing at low cost, high quality, and short cycle times. As a consequence, these systems are highly flexible and responsive to customer requirements.
Toyota capabilities are listed below. Kanban Just-In-Time impact on whole Toyota production approach as following:
(a) Standardized work
Manufacturing Cells
Manufacturing Lines
Facility Layout
Technology Development
Simulation of processes and systems
(b) Quality Improvement
In Process Inspection
Experimental Design
Process Development
(c) Continuous Improvement
Example:
Toyota manufacturing processes route the product around the plant to various work centers where work is staged to be processed. Implementing manufacturing cells typically increases net income dramatically and reduces cycle time over 50%. The cost of design and implementation is usually recovered within the first year from inventory savings. In this paper, we present the benefits of bringing the processes to the product and discuss the value of simulation as a tool to design and predict cell performance prior to implementation; therefore, reducing financial and technical risk to the company.
On September 10, 1997, Mr. Hoskins presented on "Improve Profits and Reduce Cycle Time with Manufacturing Cells and Simulation" for the National Technology University series on Kanban just-In-Time Manufacturing of this series. On October 27 - 28, 1996 Jerry Hoskins, President presented a paper titled "Developing a Lean Implementation Roadmap" at the SME Kanban Manufacturing Conference in Dearborn, Michigan.
The intent of this paper is to provide information to companies on where to start with a Kanban implementation based on where one is currently manufacturing operation. His theory help our many manufactures implement all the elements of Kanban Manufacturing directed at elimination of manufacturing waste as defined by the Toyota Production System.
These systems are more flexible, responsive, and profitable than traditional manufacturing systems. And, its theory also help our many participate determine where best to start with a Kanban implementation which usually involves an assessment of current operations. Once plan is developed we design the system to be implemented which may involve layout, cells, JIT, process technology, and process simulation.