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New Toyota Production System _third edition_

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					New Toyota Production System (third edition)

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Detailed investigation, as well as incisive, accurate and comprehensive presentation
and discussion so richly integrated, large-scale Toyota production methods books, in
addition, as a Chinese version of the door of Mr. Tian Anhong published this book in
addition, no other else. In this book, not only introduced the concept of the Toyota
Production System, and complete the elements of its technology to build the system,
and make a brilliant and detailed exposition ... ... the world's interest on the
Toyota Production System have engaged in production management design, operation
and research, most people are works from the door of Mr. group learned the Toyota
Production System knowledge. I, as a production management researchers, many
times the door reading books in Japanese and English Tien works, get a lot of
inspiration.
Introduction doors Tianan Hong
The message for the original publication of Taiichi Ohno
The birth of the Toyota production, development and introduction of Li Ying, Wang
Ruizhu
Part No. Ⅰ total system - the idea of Toyota Production System
Chapter 1 of the Toyota production system
§ 1 The purpose of this chapter
§ 2 The basic purpose of production
§ 3 JIT
§ 4 banners
§ 5 on the production methods for micro adjustment
§ 6 balanced production is the basis of Toyota Production System
§ 7 to shorten the switching time jobs
§ 8 effective design of facility layout
§ 9 to achieve operating standards
§ 10 from the grief of ① - preventing nonconforming devices
§ 11 to improve the activity - the basis of elements of the Toyota Production System
§ 12 elements of the Toyota production
Part No. Ⅱ subsystem - Toyota Production of flexible structures
Chapter 2 banners and application of technology
§ 1 the usual mode of production and the Toyota Production differences
§ 2 does not require storage of banners
§ 3 using various signage technology with ease
§ 4 production of the two instructions use Kanban
§ 5 production instruction kanban number of the largest remaining pieces of
The rules of § 6 banners
§ 7 deal with emergencies and other forms of Kanban
Chapter 3 Foreign Enterprise Group Co Kanban orders and order the application of
schedule
§ 1 Enterprise Application group banners
§ 2 provides two kinds of information - information and daily information on monthly
§ 3 complementary approaches using Kanban post
§ 4 in order to plan according to the order of pull mode
§ 5 the size of field and parts store type, size
§ 6 schedule in order to use in the supply manufacturers
§ 7, saying the political parties critical of the Toyota Production System
§ 8 the guidance of the Fair Trade Commission
§ 9 Toyota is how to deal with the
§ 10 orders outside the co-ordering kanban within the factory approach
§ 11 purchased parts inventory
§ 12 supply examples of methods and delivery cycle
§ 13 banners is the situation and adapt the system
Chapter 4 balanced production - the rapid response to changing needs
§ 1 the concept of a balanced production
§ 2 total balance
§ 3 by the number of varieties of the concept of equilibrium and the three equilibrium
§ 4 balanced two-stage production
Balanced production elements of § 5
§ 6 balanced production of the flexible support
§ 7 banners comparison with the MRP
Chapter 5 Supply Chain Management Information System - the Toyota Motor
Company and the sales and component vendors to connect
§ 1 seller and between the Toyota Information System (order registration)
§ 2 Toyota Motor Corporation and the supplier of information systems between
manufacturers
§ 3 Supply Chain Management Information System
§ 4 parts of the shipping method
Chapter 6, shorten production time
§ 1 as reflected in the four shorter time advantage
§ 2 narrow composition of the production process time
§ 3 through "a flow" production to shorten processing time -
way beyond Ford's "invisible conveyor belt"
approach
§ 4 Toyota factory production process
§ 5 reduce the processing time through the small batch production
§ 6 to shorten waiting time
§ 7 to shorten handling time
§ 8 broader and shorter method of production time
§ 9 should have a method of factory automation
Chapter 7, the concept of reducing operation time and method of switching
§ 1 the effect of shortening switching time jobs
§ 2 to shorten the switching time of the four concepts of operation
§ 3 way switch operation
Chapter 8, standard operating - from the least productive labor force
§ 1 The purpose of the standard operation and the three elements
§ 2 to determine the elements of the standard operating
§ 3 in the successful implementation of production behind the key
Chapter 9 Facility Layout and more able to work - to create a flexible workplace
§ 1 in order to "little people" of the facility layout and more
able to work: the flexibility to respond to demand
§ 2 U shaped device layout of the main advantages
§ 3 can train more workers, few people realized based
§ 4 through job rotation to train more workers
§ 5 Comparison of the United States and Japan - to consider whether more able
workers
Chapter 10 improvement activities - to achieve a small but efficient
§ 1 production efficiency and eliminate the conflict between human management
§ 2 invalid operations and value-added operations
§ 3 operating improvements and equipment to improve
§ 4 when advancing from the grief of the problems and principles
§ 5 operations to improve the respect for human
§ 6 rationalization of the real purpose of the proposed system and the advantages
§ 7 the same table with banners improvement activities
§ 8 Qc team composition and task
§ 9 of the new personnel system skills series
Chapter 10 meeting on the detailed site analysis to improve
§ 1 Introduction
§ 2 Analysis of multistep operation of the various concepts
§ 3 device with one state diagram of the actual
§ 4 to improve the results of comprehensive performance evaluation of scale
Chapter 11 from grief through the quality assurance of achieving
§ 1 Toyota quality management activities
§ 2 limits of statistical quality control
§ 3 with some people from the grief of the word next to
§ 4 of the techniques to achieve self-grief
§ 5 visual management
§ 6 Japanese total quality management
Chapter 12 Cross-functional management
§ 1 by the operation of the functions of management meetings, Toyota Management
System
§ 2 The so-called quality assurance functions of what is
§ 3 The so-called What is the cost management function
§ 4 understanding the functions of various departments of the contribution of
management
§ 5 cross-functional management of the organization
§ 6 the operation of cross-functional management
Chapter 13 Cost Improvement
§ 1 the significance of the cost of improving the system
§ 2 points to improve the cost of the product
§ 3 stages, the cost of improving the sub-sector
§ 4 the cost of the approved method of improving the target value
§ 5 based on the "principle of management" of the cost of
improvements
§ 6 production by Toyota to improve on-site activities
§ 7 the cost of improving the measurement and analysis of differences
Part Ⅲ support system, the first calculation
Chapter 14 vehicles into the order of the planning methods
§ 1 What types of vehicles in order to put the mixed assembly line
§ 2 managed two goals assembly line
§ 3 Object Tracking Method
§ 4 The actual method of Toyota Motor Corporation
Chapter 15 Plan of new order of law and a number of related methods
§ 1 goal of tracing the development of new forms
§ 2 In order to achieve a balanced production of the new order of planning law
§ 3 the use of artificial intelligence (AI) of the vehicle into operation
§ 4 the production process to eliminate the time difference between the products
means
Chapter 16, reading the newspaper to determine the number of pieces
§ 1 as the Kanban inventory management method
§ 2 production direct quantitative way the number of Kanban pieces
§ 3 intervals, the number of pieces of direct methods of Kanban
§ 4 does not change the number of billboards pieces of time to change method of the
production process
§ 5 supervisors imposed on the number of billboards pieces
§ 6 and external co-production ordering kanban instructions related to the regular way
Chapter 16 rounds up the number of kanban calculation method for finding the safety
factor - learning the traditional inventory management
§ 1 Introduction
Quantitative model of § 2 Order Act
Regular Order Act § 3
Chapter 17 billboards to support information systems - from MRP to Kanban
§ 1 Toyota production side by the information system support
§ 2 material requirements computing subsystem
§ 3 Kanban subsystem benchmark plan
§ 4 sub-system processes load plan
§ 5 summons issued subsystem
§ 6 E-Kanban: a longer response time for handling process
§ 7 Changes of performance collection subsystem and subsystem performance
Chapter 18 banners of the actual situation
§ 1 Introduction
§ 2 punch line of the set square and materials requested Kanban
§ 3 by "way car rental package" Request Parts
§ 4 through kanban management tools, fixtures
§ 5 engine in order to receive and collect from the banners carried out
§ 6 as "a flow" corresponds to more varieties, small batch
production
§ 7 along with economic development on several issues of logistics
§ 8 banners checklist
§ 9 as a decentralized management system banners
Chapter 19 the number of billboards recovered pieces of equalization
§ 1 billboard pieces of several obstacles to equalization
§ 2 Kanban batch equilibrium relationship between recycling and purchasing
§ 3 the equilibrium point recovery plan Kanban
§ 4 production sites in the Kanban box of tricks
§ 5 orders outside the Co Kanban sorting room (post) structural
Chapter 20 consumer-oriented e-commerce
§ 1 Introduction
§ 2 The concept of supply chain
§ 3 the concept of value chain
§ 4 Toyota BtoC (consumer-oriented e-commerce)
§ 5 Gazoo compete with Internet sales agents
§ 6 Application of the Internet until the completion of customized cars
§ 7 of the Road-order vehicles
Part No. Ⅳ human mode of production
Chapter 21 on time and respect for humanity in the production
§ 1 by human engineering to achieve the respect of human nature
§ 2 of respect for the humanity of the traditional mode of production time
§ 3 process improvement
§ 4 working load means the need for objective evaluation
§ 5 Conclusion
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New Toyota Production System (third edition)
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