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The just-in-time production method originated from Toyota Motor Corporation of Japan, and its basic idea is to "produce the required products in the required quantity only when needed." The core of this production method is to pursue a production system without inventory, or a production system that minimizes inventory.
JIT is the ultimate goal of lean production. It is achieved through specific requirements such as continuous elimination of waste, reduction of inventory, reduction of defects, and shortening of manufacturing cycle time. One-piece flow is one of the key methods to help us achieve this goal.
Kanban can be used as a means to exchange production management information in the factory. Kanban cards contain a lot of information and can be used repeatedly. There are two commonly used kanbans: production kanbans and shipping kanbans.
The inventory management of the factory is a part of the supply chain, and it is also the most basic part. As far as the manufacturing industry is concerned, strengthening inventory management can shorten and gradually eliminate the detention time of raw materials, semi-finished products, and finished products, reduce invalid operations and waiting time, prevent shortages, and improve customers’ understanding of the three major elements of “quality, cost, and delivery”. Satisfaction.
Create a well-designed equipment system with full participation, improve the utilization of existing equipment, achieve safety and high-quality production, prevent failures, and enable enterprises to reduce costs and improve overall production efficiency.
The production process is full of astonishing waste. Value Stream Mapping is the basis and key point for implementing lean systems and eliminating process waste.
Due to the unreasonable assembly line layout, production workers move needlessly, thereby reducing production efficiency; due to unreasonable movement arrangements and unreasonable process routes, workers pick up or put down the workpieces repeatedly.
When you begin to accurately determine the value, identify the value stream, make the various steps of creating value for a specific product flow continuously, and let the customer pull the value from the enterprise, miracles begin to appear.
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