A production system based on the philosophy of achieving the complete elimination of all waste in pursuit of the most efficient methods. Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system," and has come to be well known and studied worldwide. This production control system was established based on many years of continuous improvements, with the objective of making the vehicles ordered by customers in the quickest and most efficient way, in order to deliver the vehicles as swiftly as possible. The Toyota Production System (TPS) was established based on two concepts: "jidoka" (which can be loosely translated as "automation with a human touch"), as when a problem occurs, the equipment stops immediately, preventing defective products from being produced; and the "Just-in-Time" concept, in which each process produces only what is needed for the next process in a continuous flow. Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly produce vehicles of sound quality, one at a time, that fully satisfy customer requirements. Just-in-Time Making only "what is needed, when it is needed, and in the amount needed". Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line (known respectively in Japanese as muda, mura, muri). In order to fulfill an order from a customer as quickly as possible, the vehicle is efficiently built within the shortest possible period of time by adhering to the following: When a vehicle order is received, production instructions must be issued to the beginning of the vehicle production line as soon as possible. The assembly line must be stocked with the required number of all necessary parts so that any kind of ordered vehicle can be assembled. The assembly line must replace the parts used by retrieving the same number of parts from the parts-producing process (the preceding process). The preceding process must be stocked with small numbers of all types of parts and produce only the numbers of parts that were retrieved by an operator from the next process. Origin of the Toyota Production System A production system fine-tuned over generations. Roots of the Toyota Production System The Toyota Production System (TPS), which is based on the philosophy of the complete elimination of all waste in pursuit of the most efficient methods, has roots tracing back to Sakichi Toyoda's automatic loom. TPS has evolved through many years of trial and error to improve efficiency based on the Just-in-Time concept developed by Kiichiro Toyoda, the founder (and second president) of Toyota Motor Corporation. Waste can manifest as excess inventory, extraneous processing steps, and defective products, among other instances. All these "waste" elements intertwine with each other to create more waste, eventually impacting the management of the corporation itself. Kiichiro Toyoda, who inherited this philosophy, set out to realize his belief that "the ideal conditions for making things are created when machines, facilities, and people work together to add value without generating any waste." He conceived methodologies and techniques for eliminating waste between operations, between both lines and processes. The result was the Justin-Time method. MRP is a system for planning and controlling inventory, production and scheduling by focussing on two key areas of the business - customers and resources. Customer forecasts and orders are used to create a Master Production Schedule (MSP). The MRP system converts the MSP into a detailed schedule from which accurate and timely orders for raw materials and components can be placed. MRP enables businesses to order materials or products to arrive in a timely fashion and in accurate quantities, rather than keeping large inventories, thereby improving cash flow. Companies of almost any size can benefit from an MRP system, for example by reducing human error, improving production times and reducing human input. For very small businesses however, this investment may be wasteful and actually cost the company more time. Q.2.2 Explain any 3 benefits (It reduces lot sizes required in production and purchasing. It decreases or eliminates setup times. It reduces lead times) and any 3 weaknesses (It is sensitive to errors, especially regarding customer orders. All supply chain partners are required to work in coordination. There are minimal levels of safety stock, therefore a failure may lead to idle time) of using the just-in-time principle in relation to Toyota. Apply it to the context of Toyota
A production system based on the philosophy of achieving the complete elimination of all waste in
pursuit of the most efficient methods.
Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes
referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system," and has come to be
well known and studied worldwide.
This production
improvements, with the objective of making the vehicles ordered by customers in the quickest and
most efficient way, in order to deliver the vehicles as swiftly as possible. The Toyota Production
System (TPS) was established based on two concepts: "jidoka" (which can be loosely translated as
"automation with a human touch"), as when a problem occurs, the equipment stops immediately,
preventing defective products from being produced; and the "Just-in-Time" concept, in which each
process produces only what is needed for the next process in a continuous flow.
Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly produce
vehicles of sound quality, one at a time, that fully satisfy customer requirements.
Just-in-Time
Making only "what is needed, when it is needed, and in the amount needed".
Producing quality products efficiently through the complete elimination of waste, inconsistencies,
and unreasonable requirements on the production line (known respectively in Japanese as muda,
mura, muri). In order to fulfill an order from a customer as quickly as possible, the vehicle is
efficiently built within the shortest possible period of time by adhering to the following:
When a vehicle order is received, production instructions must be issued to the beginning of the
vehicle production line as soon as possible. The assembly line must be stocked with the required
number of all necessary parts so that any kind of ordered vehicle can be assembled. The assembly
line must replace the parts used by retrieving the same number of parts from the parts-producing
process (the preceding process).
The preceding process must be stocked with small numbers of all types of parts and produce only
the numbers of parts that were retrieved by an operator from the next process.
Origin of the Toyota Production System A production system fine-tuned over generations.
Roots of the Toyota Production System
The Toyota Production System (TPS), which is based on the philosophy of the complete elimination
of all waste in pursuit of the most efficient methods, has roots tracing back to Sakichi Toyoda's
automatic loom. TPS has evolved through many years of trial and error to improve efficiency based
on the Just-in-Time concept developed by Kiichiro Toyoda, the founder (and second president) of
Toyota Motor Corporation.
Waste can manifest as excess inventory, extraneous processing steps, and defective products,
among other instances. All these "waste" elements intertwine with each other to create more
waste, eventually impacting the management of the corporation itself.
Kiichiro Toyoda, who inherited this philosophy, set out to realize his belief that "the ideal
conditions for making things are created when machines, facilities, and people work together to
add value without generating any waste." He conceived methodologies and techniques for
eliminating waste between operations, between both lines and processes. The result was the Justin-Time method.
MRP is a system for planning and controlling inventory, production and
two key areas of the business - customers and resources. Customer
to create a Master Production Schedule (MSP). The MRP system converts the MSP into a detailed
schedule from which accurate and timely orders for raw materials and components can be placed.
MRP enables businesses to order materials or products to arrive in a timely fashion and in accurate
quantities, rather than keeping large inventories, thereby improving cash flow. Companies of
almost any size can benefit from an MRP system, for example by reducing human error, improving
production times and reducing human input. For very small businesses however, this investment
may be wasteful and actually cost the company more time.
Q.2.2 Explain any 3 benefits (It reduces lot sizes required in production and purchasing. It decreases or eliminates setup times. It reduces lead times) and any 3 weaknesses (It is sensitive to errors, especially regarding customer orders. All supply chain partners are required to work in coordination. There are minimal levels of safety stock, therefore a failure may lead to idle time) of using the just-in-time principle in
relation to Toyota. Apply it to the context of Toyota
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