To operationalize JIT, Ohno introduced Kanban (signboard) cards. These physical markers traveled backward through the assembly line, acting as visual authorizations for upstream processes to build more parts.
: It shifted the focus from mere production volume to built-in quality at the source. 2. Post-War Necessity: Just-in-Time (1930s - 1950s)
Every employee is trained to engage in everyday problem-solving. Through small, iterative changes, the workforce gradually optimizes workflows over time. the evolution of a manufacturing system at toyota pdf
American mass production relied on "Just-in-Case" inventories to ensure machines never stopped running. Toyota could not afford this. They needed a system that worked with zero waste.
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The focus shifted from mere production volume to Kaizen (continuous improvement). Every employee, from the CEO to the shop-floor operator, was empowered to suggest improvements to their own work processes. 3. The Evolution Toward Flexibility: 1980s–1990s
┌──────────────────────────────────────────────────────────┐ │ TOYOTA PRODUCTION SYSTEM │ └────────────────────────────┬─────────────────────────────┘ │ ┌──────────────────────┴──────────────────────┐ ▼ ▼ ┌──────────────────┐ ┌──────────────────┐ │ JUST-IN-TIME │ │ JIDOKA │ │ (Pull System) │ │ (Autonomation) │ └────────┬─────────┘ └────────┬─────────┘ ├─ Kanban Cards ├─ Human-Machine Harmony ├─ Continuous Flow ├─ Visual Management (Andon) └─ Takt Time └─ Poka-Yoke (Mistake-Proofing) Pillar 1: Just-in-Time (JIT) the TPS underwent significant changes
The TPS is built around five core principles:
During the 1970s and 1980s, the TPS underwent significant changes, driven by advances in technology, changes in market conditions, and Toyota's global expansion. Some notable developments include: driven by advances in technology