Taiichi Ohno1912-1990

Technical English

Taiichi Ohno 1912 Born in Manchuria

1932 Join Toyoda Fabrics

1943 Enters in Toyota as Head of the machine shop (inspired by Henry Ford)

1950 Establishes production flow (cell)

1953 First application of Kanban in Toyota

1954 Named as a Director

1956 U.S. tour and a supermarket

1960 Introduction of Pull System (Kanban) in assembly factory Motomanchi as CEO

1965 Inclusion of suppliers in JIT

JIT

The Just in Time or Just in Time (JIT) is a philosophy that involves Manufacturing manufacture products strictly necessary, at the right time and in the quantities needed.

It is an Industrial philosophy of eliminating everything involving waste in the production process from purchasing to distribution.

Receiving the right material in the right quantity, the right quality, in the right place at the factory, a moment before being used in production

Produce the minimum number of units in the smallest possible quantities and at the last possible moment, eliminating the need to inventory

Objetives

Highlight the fundamental problems.

Eliminate waste.

Search simplicity.

Develop systems to identify problems.

BENEFITS:

Reduce the time of production

Increases productivity.

Reduce the cost of quality and prices of purchased material.

Reduce inventory and setup time.

Reducing spaces.

Reduce the path between the manufacturer of the product, the store and the customer.

It can be applied to any type of company that receives or dispatches goods.

Obtaining low waste.

  JIT’S “TEN COMMANDMENTS”

1. Throw out tired, old production methods

2. Think of ways to make it work and not why it won’t

3. Deal with current conditions; don’t make excuses

4. Don’t expect perfection; 50-percent is fine at the beginning

5. Correct mistakes immediately

6. Don’t spend a lot of money on improvements

7. Wisdom grows out of difficulties

8. Ask “why?” at least five times until you find the real cause

9. Better the wisdom of ten people that the knowledge of one

10. Improvements are unlimited

5’s System

Continuous Flow Processing

There are several key points about the flow of manufacture:

It should place the machines in succession.

Cellular Manufacturing.

Produce a piece at a time.

Workers trained and multi-skilled.

Follow the cycle time.

Allow workers to stand and walk around while they are working.

Use small and specialized machines.

 Flexible work Force

Multitasking is that a worker is responsible for several processes in a cell.

Some points you should be aware:

Make efficient use of Cell Manufacturing U-shaped

The Multi-skilled workers.

OPERATIONS STANDARDS

The mean standard operations produce quality and reduce costs through effective rules and methods of placement of people, products and machines.

The importance of Lean Production it’s that is a primary target for today’s manufacturing industry: for survival, competitiveness and excellence.

Lean Production uses much less space, takes much less time, originates much less errors and defects, consumes much less resources and satisfies customers much more compared to traditional “mass production”.

He became one of the most revered men in Japan through his formulation of the theory and practice of lean production.