It means producing only what is necessary, at the right time and in the necessary quantity. This allows the production and distribution system to dealers to be flexible and ensures that each customer purchases the vehicle of the specification and color they want and obtains it in the shortest possible time. Just in Time aims to generate quality products at the lowest cost and most efficiently. To do this, a balanced production sequence is scheduled and stocks are minimized. Just in Time is based on three principles: the PULL system, Continuous Flow and Takt Time.

The PULL system within the production process means requesting the parts that are needed, when they are needed and in the exact quantity needed.

Continuous flow implies the rapid and definitive elimination of problems that stop production lines. It is the elimination of work stagnation during processes, producing a single piece in one production time.

Takt Time is the time it should take to produce a vehicle or component. In short, it is the constant and synchronized speed required between production lines.

To execute Just In Time, the visual control system used in Toyota plants is Kanban, which means “control card.”[2] It is a card that contains information about the supplier, the part it provides and the place where it is located within the plant. It serves to supply at the right time the necessary quantity of parts for the units that are in production. It also serves to communicate to the supplier the number of pieces to be delivered daily. This delivery is carried out through the Milkround system, which consists of collecting parts and materials from suppliers to optimize the cost of transportation and improve the quality of the parts received.

Jidoka is the ability of production lines to stop when problems are detected, such as equipment malfunctions, delays in work or quality problems, both by the machines themselves – which are capable of detecting abnormalities – and by the workers themselves, who can press a button that immediately stops the production line. This prevents defects from being passed on to the next process, ensuring quality is built throughout the production process.

When a worker detects a problem, he reports it to his team leader, pulling a string that immediately activates a light board called Andon&action=edit&redlink=1 "Andon (Control System) (not yet written)"), a typical visual control method that allows team leaders to monitor whether production activities are proceeding normally or not. Consequently, the team leader will observe the problem and define the immediate improvement actions to follow. In the words of Taiichi Ohno: "If a supervisor does not know about a problem and it is not addressed, improvements are not made and costs cannot be lowered. By stopping a machine when a problem arises, the problem can be identified. Once the problem has been clarified, improvements are made."

The Toyota Production System, as a work philosophy, has its origins in the textile industry and in particular in the creation of an automatic loom (around 1900 by Sakichi Toyoda) whose objective is to improve the lives of operators by freeing them from repetitive tasks.

Based on this invention and subsequent innovations and patents, the Toyota family founded a textile company (Okawa Menpu) in Nagoya that later became Toyota Motor Company. It is in this textile era when the concepts of Jidoka (translated by some authors as "Automation") and Poka-yoke (fail-safe) were born, which together with later concepts such as Just-in-Time (Just in Time) and Muda&action=edit&redlink=1 "Muda (quality) (not yet written)") (Waste) come in the middle of the century what has been called the Toyota Production System.

The main objectives of SPT are designed to eliminate inconsistency (mura), waste (muda) and overload (muri). The most important effects in the value delivery process are achieved by designing a process capable of producing the required results without setbacks; when removing mura (the inconsistency). It is also crucial to ensure that the process will be as flexible as necessary without the stress of muri (overload), as this causes us expense (muda&action=edit&redlink=1 "Muda (quality) (not yet written)")). Finally, tactical improvements for cost reduction or elimination of dumbing are extremely variable/important. In the SPT there are 7 types of shedding that are mentioned and explained.

Elimination of spending has come to dominate the thinking of many when thinking about the effects of SPT, as it is the most familiar of the 3 to implement. In the SPT many initiatives are triggered by the reduction of inconsistency and excesses, which eliminate waste without a specific focus on its reduction.

Contenido

Los principios básicos, llamados “El Camino de Toyota”, han sido delimitados por Toyota de la siguiente manera:.

Respect for people

Outside observers have summarized the Toyota Way") in:.

The Toyota production system has been compared to squeezing water out of a dry towel. This refers to the complete elimination of spending. Here the word “expense” refers to anything that does not help the process, anything that does not add value. Many people are satisfied with eliminating the expense that everyone identifies as an expense. But there is still much that people do not recognize as an expense and are willing to tolerate.

There are people who have become resigned to certain problems, have become hostages to routine and have abandoned the practice of problem solving. This return to basics, exposing or revealing the true meaning of problems and making fundamental improvements, can be seen throughout the Toyota Production System.

Toyota began sharing the SPT with its suppliers in 1990. Due to interest in the program from other organizations. Toyota began offering instructions on its methodology. Toyota has even “donated” its system to different charities, offering its engineering and technical team to non-profit organizations in an effort to increase its effectiveness and ability to serve people. For example, Toyota helped the New York City Food Bank significantly reduce wait time in kitchens, packaging time at food distribution centers, and wait times at food banks.

Taiichi Ohno's 2007 book “Workplace Management” outlines in 38 chapters how to implement SPT. The most important concepts are:

The goal of the system is to eliminate "waste" (無駄, Muda). The system distinguishes seven types of possible waste:

The Toyota Production System is a classic example of the Kaizen (or continuous improvement) philosophy of productivity improvement. Many of its methods have been copied by other companies, and the system is now also known as Lean Manufacturing.

It means producing only what is necessary, at the right time and in the necessary quantity. This allows the production and distribution system to dealers to be flexible and ensures that each customer purchases the vehicle of the specification and color they want and obtains it in the shortest possible time. Just in Time aims to generate quality products at the lowest cost and most efficiently. To do this, a balanced production sequence is scheduled and stocks are minimized. Just in Time is based on three principles: the PULL system, Continuous Flow and Takt Time.

The PULL system within the production process means requesting the parts that are needed, when they are needed and in the exact quantity needed.

Continuous flow implies the rapid and definitive elimination of problems that stop production lines. It is the elimination of work stagnation during processes, producing a single piece in one production time.

Takt Time is the time it should take to produce a vehicle or component. In short, it is the constant and synchronized speed required between production lines.

To execute Just In Time, the visual control system used in Toyota plants is Kanban, which means “control card.”[2] It is a card that contains information about the supplier, the part it provides and the place where it is located within the plant. It serves to supply at the right time the necessary quantity of parts for the units that are in production. It also serves to communicate to the supplier the number of pieces to be delivered daily. This delivery is carried out through the Milkround system, which consists of collecting parts and materials from suppliers to optimize the cost of transportation and improve the quality of the parts received.

Jidoka is the ability of production lines to stop when problems are detected, such as equipment malfunctions, delays in work or quality problems, both by the machines themselves – which are capable of detecting abnormalities – and by the workers themselves, who can press a button that immediately stops the production line. This prevents defects from being passed on to the next process, ensuring quality is built throughout the production process.

When a worker detects a problem, he reports it to his team leader, pulling a string that immediately activates a light board called Andon&action=edit&redlink=1 "Andon (Control System) (not yet written)"), a typical visual control method that allows team leaders to monitor whether production activities are proceeding normally or not. Consequently, the team leader will observe the problem and define the immediate improvement actions to follow. In the words of Taiichi Ohno: "If a supervisor does not know about a problem and it is not addressed, improvements are not made and costs cannot be lowered. By stopping a machine when a problem arises, the problem can be identified. Once the problem has been clarified, improvements are made."

The Toyota Production System, as a work philosophy, has its origins in the textile industry and in particular in the creation of an automatic loom (around 1900 by Sakichi Toyoda) whose objective is to improve the lives of operators by freeing them from repetitive tasks.

Based on this invention and subsequent innovations and patents, the Toyota family founded a textile company (Okawa Menpu) in Nagoya that later became Toyota Motor Company. It is in this textile era when the concepts of Jidoka (translated by some authors as "Automation") and Poka-yoke (fail-safe) were born, which together with later concepts such as Just-in-Time (Just in Time) and Muda&action=edit&redlink=1 "Muda (quality) (not yet written)") (Waste) come in the middle of the century what has been called the Toyota Production System.

The main objectives of SPT are designed to eliminate inconsistency (mura), waste (muda) and overload (muri). The most important effects in the value delivery process are achieved by designing a process capable of producing the required results without setbacks; when removing mura (the inconsistency). It is also crucial to ensure that the process will be as flexible as necessary without the stress of muri (overload), as this causes us expense (muda&action=edit&redlink=1 "Muda (quality) (not yet written)")). Finally, tactical improvements for cost reduction or elimination of dumbing are extremely variable/important. In the SPT there are 7 types of shedding that are mentioned and explained.

Elimination of spending has come to dominate the thinking of many when thinking about the effects of SPT, as it is the most familiar of the 3 to implement. In the SPT many initiatives are triggered by the reduction of inconsistency and excesses, which eliminate waste without a specific focus on its reduction.

Contenido

Los principios básicos, llamados “El Camino de Toyota”, han sido delimitados por Toyota de la siguiente manera:.

Respect for people

Outside observers have summarized the Toyota Way") in:.

The Toyota production system has been compared to squeezing water out of a dry towel. This refers to the complete elimination of spending. Here the word “expense” refers to anything that does not help the process, anything that does not add value. Many people are satisfied with eliminating the expense that everyone identifies as an expense. But there is still much that people do not recognize as an expense and are willing to tolerate.

There are people who have become resigned to certain problems, have become hostages to routine and have abandoned the practice of problem solving. This return to basics, exposing or revealing the true meaning of problems and making fundamental improvements, can be seen throughout the Toyota Production System.

Toyota began sharing the SPT with its suppliers in 1990. Due to interest in the program from other organizations. Toyota began offering instructions on its methodology. Toyota has even “donated” its system to different charities, offering its engineering and technical team to non-profit organizations in an effort to increase its effectiveness and ability to serve people. For example, Toyota helped the New York City Food Bank significantly reduce wait time in kitchens, packaging time at food distribution centers, and wait times at food banks.

Taiichi Ohno's 2007 book “Workplace Management” outlines in 38 chapters how to implement SPT. The most important concepts are:

The goal of the system is to eliminate "waste" (無駄, Muda). The system distinguishes seven types of possible waste:

The Toyota Production System is a classic example of the Kaizen (or continuous improvement) philosophy of productivity improvement. Many of its methods have been copied by other companies, and the system is now also known as Lean Manufacturing.