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Toyota jit8/7/2023 Prototype Production of a Range of Vehicles Establishment of the Storage Battery Research Center and the Toyoda Physical and Chemical Research Institute Goguchi Production Control System Adopted Selection of the Koromo Plant Site and Development of the Construction Plan Construction of the Automotive Department Assembly Plant: Staged Expansion of Production Capacity Construction of the Automotive Department Assembly Plant and Koromo Plant Electrical Components Research and Development Research and Development of Machining Methods and Machine Tools Specialty Steel Research and Development and Forging Technology Research Research and Development of Basic Technology Toyoda Automatic Loom Works Designates a Licensed Company under the Automotive Manufacturing Industries Law Model AA Passenger Car and Model GA Truck Launched Prototypes of the A Engine and Model A1 Passenger Car Construction of Prototype Plant and Steelworks Establishment of an Automotive Production Division Building a Chukyo Detroit-Development of the Atsuta Passenger Car Domestic Automotive Production-the Demise of Kwaishinsha and Hakuyosha Assembly Production by Ford and General Motors The Great Kanto Earthquake and Rapid Increase in U.S. Ring Spinning Frame Development and Automobile Research Starts Downturn in the Cotton Industry and Diversification and Streamlining Establishment of Toyoda Automatic Loom Works, Ltd. Toyoda Boshoku's manufacture of the Type G Automatic Loom Creating the first automatic loom prototype Kiichiro Toyoda Starts Working for Toyoda Boshoku Kiichiro Toyoda Invents the Automatic Loom Establishment of Toyoda Boshoku Sho and Other Companies Establishment of Toyoda Boshoku Corporation Support for Development and Invention of Electricity Storage Devices Invention of the Circular Loom and Circular Single Flow Motor The Inventions and Ideas of Sakichi Toyoda The name has undergone various transformations, but the fundamental concept of Just-in-Time remains the same, and with the concept of jidoka (‘automation with a human touch’), it is one of the two core elements of the Toyota Production System. The kanban was proposed as a tool for carrying this out, and it is referred to as the ‘Kanban system’. This was the idea of having subsequent processes take what they need from the earlier processes. The Just-in-Time concept was not fully realized until 1954 when the ‘supermarket method’ was proposed. Later, Just-in-Time production initiatives were unavoidably suspended. Regulation was tightened during wartime, and a rationing system was implemented for automobile production materials in 1939, making it impossible to acquire just the necessary materials in just the necessary volumes, and just when they were necessary. 4Īs a result, for the time being, the Goguchi production control system (discussed below) was used for production management. Kiichiro proposed a revolutionary management system that did not use transfer slips, but it took a long time for the ideas to be understood. When the planned quantity was manufactured and delivered to the next process, that department shut down its line. The Preparation Office delivered only the raw blanks necessary for that day's planned production to the Machining Shop, the Machining Shop delivered completed parts corresponding to the raw blanks that it received to the Assembly Shop, and the Assembly Shop produced only that number of complete vehicles. When operations started at the Koromo Plant, a Preparation Office was established between the raw blank divisions and machining divisions and an early-stage production system was adopted before the transition to Just-in-Time production. 2Īccording to the recollections of Jiro Iwaoka, who was in charge of the machine shop at the Koromo Plant, Kiichiro "was using the slogan 'Just-in-Time' even before we shifted production to the Koromo Plant". By this he meant: 'Just make what is needed in time, but don't make too much. Kiichiro referred to this as the 'just-in-time' concept. To make this a reality, every single step of the operation, like it or not, had to be converted over to his flow production system. What Kiichiro had in mind was to produce the needed quantity of the required parts each day. 1Įiji Toyoda, who was instructed by Kiichiro at that time, explained the Just-in-Time concept in the following manner: This is the first principle of increasing efficiency. For Just-in-Time, it is important that each part be ready 'just in time'. It means not having to wait for parts to be circulated around. There is no waste and there is no excess. I believe that the most important thing is to ensure that there is neither shortage nor excess, that is, to ensure that there is no excess labor and time for the designated production. This was the beginning of Just-in-Time used in the current Toyota Production System. Kiichiro Toyoda proposed Just-in-Time production when operations began at the Koromo Plant.
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