Index
American technology catching up with the techniques, 3
production system, 1
single-skilled operator, 14
work forces, ratio between Japanese and, 3
Andon (the line stop indication board), 21, 121
Apparent increase of efficiency
See Efficiency
Assembly, final line, 5, 34, 42
Automobile industry in Japan assembly line, 49
compared with America, 3
difficulty developing the, 84
history of, 76
manufacturing, major problem in, 81
number of processes involved, 4
production flow, 5
See also Toyota production system
dual role of, 8
equipment improvement, 67
extraordinary character of, 77–78
machine safety devices, 6
visual control, 8
Baka-yoke (fool-proofing), 6, 122
Balance weights, five types of, 43–44
Baton-passing system (zone), 122
See also “Mutual Assistance Campaign”; Work arena
Book value
Business organization, like the human body, 45
Capacity
present, formula for, 19
line
See Line capacity
Carinas, 96
CIM, x
Comparative statistics between Japanese and U.S. automakers, 131
Competition
legislation to prevent wild, 86
with the U.S. and Europe, xiii
within Japan, 23
Computer integrated manufacturing
See CIM
Corolla, world’s largest mass-produced car, 40, 69
Cost
automobile, decreasing, 2
labor, 10
principle, 8
Defective-free products, 41, 82
Dekansho production, 12
Depreciation
Development, future
Die changes, 39
Economic depression (of 1929), 75
Economic growth (of Japanese industry)
slow growth, 2, 9, 73–74, 111–117
apparent increase of, 61
increasing, two ways, 62
See also Cost reduction
true
See True efficiency
Elimination of waste
See Waste
Engine design, initial, 80
Factory, Japanese, xi
Field supervisor, 22
Fine adjustment, 52
See also Production, fine adjustment
Five whys, 17–18, 77–78, 123, 126–127
example, 17
Fool-proofing systems
See Baka-yoke
Ford Foundation, 102
creator of the automobile production system, 93
focus on total elimination of waste, x
See also Wastes
opinion on standards, 99
Today and Tomorrow, 97–98, 99–100, 102, 105–108, 132, 133
Ford system
compared to the Toyota system, 93–95
difference between, and Toyota, 95
key to, 95
My Forty Years with Ford (history)
symbol of mass production, 93
See also Mass production
work flow, what Toyota has learned, 103
See also Mass production; Work flow
Full-line policy, 104
See also General Motors, unique strategies
Full work system, 60
My Years with General Motors, 103
unique strategies, 104
Gijutsu (technology), 70
High performance machines, 63
Hiring, 20
IE (industrial engineering)
See Industrial engineering, advocating profit-making; Management techniques
Income doubling, 111
Individual skills, 7
Industrial engineering, advocating profit-making, 71–72, 126, 132
Information, providing, when needed
See computer
Information system, Toyota-style, 48–50
how it works, 49
Inventory
problems with holding excess, 15
See also Wastes
reduction system
See Just-in-time
shortages, 55
Japan
automobile industry experienced negative growth, 73
automobile industry in the postwar period, xiii, 9–10
commodities, role in buying and selling, 89–90
economic growth
See Economic growth (of Japanese industry)
economy, 1
industry makes transition from mass production, 119
management, xiii
merchandising methods, traditional, 26
multiskilled operator, 14
names, a note on, xix
production-style in
See Production, Japanese-style
productivity, 3
trade unions, 14
work forces, ratio between American and, 3
Jidoka, xi
JIT
See Just-in-time
Just-in-time, Toyota production system, ix
as an ideal system, 32
definition, xi, 4, 28–29, 123, 128
extraordinary character of, 77–78
production using, 4
Kanban (tag), xi
See also Just-in-time
accelerates improvements, 40–42
as way to manage the Toyota production system
definition, xvii, 5–6, 123–124, 128
fifth rule of, 41
first rule of, 30
fourth rule of, 41
functions of, 30
important characteristics of, 51
rules for use, 30
sample of, 27
sixth rule of, 41
using authority to encourage, 35–36
visual controlled to idea of, 18
Korean War, 11
Labor cost, 10
Line capacity, 19
Line stop indication board
See Andon
Load smoothing
Looms, automatic, as connected to the automobile, 88–89
decreasing, 56
See also Production leveling
increasing, 2
small, and quick setup, 95–97, 127
Low-growth period, 66
Machines
applying human intelligence to, 77
choosing, 83
high performance, 63
manufacturing, 82
perfect autonomated, 113
Management techniques industrial engineering (IE), 3
quality control (QC), 3
total quality control (TQC), 3
excess, 20
reducing, 19, 53, 58–59, 67, 112
Manufacturing function, understanding the, 58
Market diversification
Mass production
See also American production system; Ford system
learning Japanese production methods from America, 92
less efficient than Toyota production system
planned, 10
principle of (Maxcy-Silberston curve), 2
Material planning
See also Just-in-time
conventional, 5
Materials
manufacturing, 81
problem, most important area of auto industry, 81
Maxcy-Silberston curve, 2
Method engineering (ME), 71
MK steel, 90
Model T
as opposed to GM’s full-line policy, 104
See also General Motors, unique strategies
mass-produced, 103
See also Mass production
Mokeru
See Industrial engineering, advocating profit-making
Moving
See Worker movement
Muda (waste), 41
See also Wastes
Multiprocess operating system, 125
Mura (inconsistency), 41
Muri (unreasonableness), 41
“Mutual Assistance Campaign,” 25
Ninjutsu, management by, 68–70
NKS magnet, 90
See Wastes
Non-value-added work, 57
Notes, editor’s
See Editor’s notes
about the author, 135
developer of Toyota production system xviii
See also Toyota production system
Operable time, 60
Plant-first principle, my, 20–21
Price of automobile, economical, 86–87
See also Products, making value
Problems, uncovering root, 17
See also Why, asking, five times
fine adjustments to, 51
line, strong, meaning of, 102, 128
management, 4
monthly schedules, 48
plant, 20
schedule, eliminating, 31
Production flow
rearranging the machines, 14
Production leveling, 12–13, 27, 33, 37, 126
and marketing diversification, 39–40
Production system
See Also Just-in-time; Pull method; Push method; Toyota production system
conventional American mass, 1
Toyota
Pull method, xiv
definition, xvii
Push method, xiv
definition, xvii
QC (quality control)
Quantity required per day, 22
Quick setup
Rapid changeovers, 96
Rationalization, 131
Removing non-value-added waste
See Wastes
Replace old machinery, decision to
Residual value
Robotics, x
Safety on the job
See Autonomation
Setup, small lots and quick, 95–97
Sloan, Alfred P., Jr.
See General Motors, My Years with General Motors
Slow growth
See Economic growth
Small lots
See Lot sizes, small, and quick setup
Society for Advancement of Management (SAM), 72
My Forty Years with Ford, 93–94, 97, 132
Spreading production evenly
Standard inventory, 22, 23, 128
Standard work sheet, 21–23, 127–128
See also Visual control
Tact, 60
Taka-Diastase, 89
Taylor Society, 72
Eiji, current president, 75, 132
Kiichirō, first president, xiii, 80–92, 131
Sakichi, founder and inventor, xiii, 86–92
Toyota Group, 33
Toyota Motor Company
current president of
See Toyoda Eiji
firm’s worth, 116
first president of
See Toyoda Kiichirō
founder of
See Toyoda Sakichi
founding goals of, 89
See also Toyoda Sakichi
full-scale operation, beginning of, 79
improved process, where they are in, ix
marketing demands, helping to meet, 105
model car exhibition (1935), 79
pillars of
See Autonomation; Just-in-time
profits in 1975–1977, 1
See also Just-in-time; Kanban
as the production method
See Kanban
changing from the old system, 11, 13–14
conception and implementation of, xiii, 9
elimination of waste concept, xiv, 25
more efficient than mass production, 37
objective of, xiii
See Pull method
putting flow into the, 128
scientific basis of, 18
stressing the need for prevention in the production process, 101–102
visual control
Toyotaism, conditions established for, 80–82
TQC (total quality control)
Trucks, demand for, 12
True efficiency, 108
See also Manpower reduction
Visual control system, 129
See also Standard work sheets
Volvo, as example of one-person engine assembly, 94
Wastes
See also Toyota production system
basis of the Toyota production system, 95
See also Ford, Henry, Today and Tomorrow
movement of workers, 57
recognition and elimination of, 129
re-examining the wrongs of, 54–55
time line, reducing the, ix
Why, asking, five times
See Five whys
Work
See also Non-value-added; Value-added arena, 25
combination procedure, 22
See also Standard work sheet
distribution, 123
flow, difference between Ford and Toyota, 95, 103, 130
improvement, 130
procedure, proper, 20
work-in-process inventory, ix
See also Standard inventory
See also Value-added work
Worker saving (using fewer workers), 67, 114
Working capital, working within limits of, 65
World War II, post (implementation of the Toyota production system), xiii, 1
Zero growth, 113
Zero inventory
See Just-in-time