A study of the Toyota production system from an industrial engineering viewpoint / Shigeo Shingo.

Newly translated by Andrew P. Dillon

CONTENIDO
List of Figures xi
List of Tables xiii
Publisher's Foreword xv
Preface for the Japanese Edition xix
Preface for the Original English Translation xxix
Preface for the Revised English Translation xxxiii
PART ONE. Fundamental Production Improvement 1
1. Introduction 3
The Production Mechanism 3
Summary 4
2. Improving Process 5
Process Elements 5
Basic Process Analysis 5
Process Improvement 6
Improving Inspection 10
Judgment Inspection and Informative Inspection 10
Sampling versus 100 Percent Inspection 16
Quality Control and QC Control Charts 16
Types of Informative Inspection 18
Poka-yoke Inspection Methods 21
Transport Improvement 25
Eliminating Storage 26
Eliminating Process Delays 26
Eliminating Lot Delays 34
The Order-Delivery Relationship and Shortened Production 37
Summary 40
3. Improving Operations 41
Common Factors in Operations 41
Improving Setup (Exchange of Dies and Tools) 43
SMED Techniques 47
Four Conceptual Stages of SMED 55
Improving Principal Operations 57
Separating Worker from Machine 57
Development of Pre-automation or Autonomation 58
Improving Margin Allowances 60
Summary 61
4. Conclusions on Developing Non-Stock Production 63
Naturally Occurring Stock 63
Necessary Stock 63
PART TWO. A Study of the Toyota Production System From an Industrial Engineering Viewpoint 65
5. The Principles of the Toyota Production System 67
What Is the Toyota Production System? 67
Basic Principles 68
Waste of Overproduction 69
Just-In-Time 69
Separation of Worker from Machine 69
Low Utilization Rates 72
Perform an Appendectomy 74
Fundamentals of Production Control 75
Adopting a Non-Cost Principle 75
Elimination of Waste 76
Mass Production and Large Lot Production 83
The Ford and Toyota Systems Compared 91
Summary 95
6. Mechanics of the Toyota Production System:Improving Process_Schedule Control and Just-In-Time 97
Schedule Control and Just-In-Time 97
Production Planning 97
Schedule Control and Stockless Production 98
Adopting SMED 106
Flexibility of Capacity 114
Elimination of Defects 117
Eliminating Machine Breakdowns 119
7. Mechanics of the Toyota Production System:Improving Process_Leveling and the Nagara System 123
What is Leveling? 123
Balancing Load and Capacity 124
Segmented and Mixed Production 127
Segmented Production Systems and Small Lot Production Systems 130
The Toyota Complex Mixed Production System 132
Leveling and Non-Stock 135
The Nagara System 136
Summary of Chapters 6 and 7 138
8. Mechanics of the Toyota Production System:Improving Operations 141
Components of Operations 141
Preparation and After-Adjustment 141
Principal Operations 142
Marginal Allowances 142
Standard Operations 143
Standard Operations and the Toyota Production System 143
Three Temporal Aspects of Standard Operations 145
From Worker to Machine 148
Manpower Cost Reduction 149
Improving Methods of Operation 149
Saving Labor, Manpower Cuts, and Minimal Manpower 151
Integrating Waiting and Marginal Allowances 154
Machine Layout and Worker Efficiency 155
Use of Multiple Machine Handling Operations 156
Human Time, Machine Time 160
Autonomation: Automation with a Human Touch 161
Toward Pre-Automation 163
Using the SMED System 164
The Structure of Production and the Toyota Production System 164
Basic Features of the Toyota Production System 165
Process Features 165
Operation Features 165
9. The Evolution of the Kanban System 167
My First Encounter with the Kanban System 167
Development of the Order Point Method 168
The Relationship Between Order Point and Inventory 168
The Impact of Changes in Consumption 175
Supermarkets and the Kanban System 178
Kanban and the Kanban System 179
General Functions of Kanban 179
How Many Kanban? 180
How Kanban Are Circulated 182
Kanban Circulation and the Order Point 184
Regulatory Functions of the Kanban System 186
Improvement Functions of the Kanban System 187
Summary 188
10. Some Peripheral But Important Issues 191
The Toyota Production System: An Explanation 191
Elimination of the Seven Kinds of Waste 191
Integration of the Kanban and Toyota Production Systems 194
Extending the System to Parts Suppliers 197
The Toyota Production System and MRP 198
11. The Future Course of the Toyota Production System 201
Moving Toward Just-In-Time 201
From SMED to One-Touch Setups 202
Automatic Changeovers 202
No-Touch Methods 203
The Development of a Comprehensive Flow System 205
Expanding and Extending Mixed Production 206
Kanban System Developments 207
Cutting Labor Costs 207
Developing Multiple Machine Handling Operations 208
Eliminating Breakdowns and Defects 208
Increasing the Flexibility of Production Capacity 209
Expanding to Supplier Plants 210
12. Implementing the Toyota Production System 211
Setting the Stage 211
Production System Improvement 213
A Cushion Stock System 213
Toward SMED Setups 215
Shortening the Production Cycle 216
Toward Comprehensive Integrated Flow Production 217
Toward a Segmented Production System 218
Leveling and the Mixed Production System 218
Toward Multiple Machine Handling Operations 219
Toward Pre-Automation 221
The Challenge of Zero Defects 221
Toward a Kanban System 222
A Schedule for Introducing the Toyota Production System and the Kanban System 224
13. The Toyota Production System in Summary 225
The Minus-Cost Principle 225
Non-Stock: The First Cornerstone of Waste Elimination 225
Toward Flow Operations 226
Shortening Setup Changeover Times 226
The Elimination of Breakdowns and Defects 226
Fusing Leveling and Non-Stock Production 227
Toward Comprehensive Integrated Flow Operations 227
Labor Cost Reduction: The Second Cornerstone of Waste Elimination 227
From Mechanization to Autonomation 228
Maintaining and Developing Standard Operations 228
Toward a Kanban System 228
Conclusions 229
14. Afterword 235
About the Author 239
Career: 50 Years in Factory Improvement 239
Consulting 245
Publications 249
Index 251