Taiichi Ohno

1912-1990
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.
JITS TEN COMMANDMENTS


1. Throw out tired, old production methods
2. Think of ways to make it work and not why it wont
3. Deal with current conditions; dont make excuses
4. Dont expect perfection; 50-percent is fine at the beginning
5. Correct mistakes immediately
6. Dont 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

5s 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 its that is a primary target for todays
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.