Supply Chain Planning。 Taiichi大野のJust-in-time philosophyの説明。 (「70)




何がジャスト・イン・タイムであるか。 定義

Just-in-timeはトヨタ車の組み立て工場の日本のTaiichi大野によって70年代初期開拓された。 それは製造する構成哲学である。  供給によるJITの減少無駄は組立工程がそれらを要求するときだけ分ける。 JIT kanbanのカードのための日本の単語の中心にある。 このkanbanカードは倉庫にそれらがアセンブリか製造工程で使用された場合標準的な量の部品を要求するために送られる。 JITは右の部品が右の位置(流れ作業の作業端末)で「ジャスト・イン・タイム」着かなければならないので、精密を要求する。 それは大量の反復的な流れの製造工程のために主に使用される。



  1. 生産の質を増進する日本の願い。 その時点で、製造業および車の製造業の質が特に限りでは日本の会社に悪評があった。
  2. Kaizenのまた連続的な改善の日本方法。

ジャスト・イン・タイムのframeworkは悪い計画、柔軟性のなさ、間違った機械類、質問題、等のための悪い弁解と目録をみなす。 JITのターゲットは目録を同時に最小にしている間顧客の応答のスピードをあげることである。 目録は変更の顧客需要にすぐに答えるのを助けが、当然お金を要し、そして必要な流動比率を高める。

1990年のジェームスではWomackは専門用語「Lean Manufacturing」をもたらす「世界」を変えた機械と称された本を書いた。 また単語に遭遇することができる: 「Lean Production」。 これらのアプローチの後ろの主義はトヨタで大野によって開発される技術と大幅に異ならない。



  • 目録減少。
  • より小さい生産のロットおよびバッチサイズ。
  • 品質管理。
  • 複雑さの減少および透明物。
  • 平らな構成構造および委任。
  • 不用な極小化。


インターネットおよびSupply Chain Planningソフトウェアの到着によって、会社は会社のボーダーの外のに平均時間によって拡張されるジャスト・イン・タイムの製造業で持っている。 工場に目録を提供することを製造者からの要求によって、アセンブリのために必要とした場合のだけJIT製造するようにし、およびより迅速で、より適用範囲が広くより有効な配達プロセスを命令する。 このように、Integrated Supply Networks (要求ネットワーク)またはElectronic Supply Chainsは形作られている。

Just-in-time 特別興味グループ

特別興味グループ (3人のメンバー)

Just-in-time フォーラム  


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ベストプラクティス - Just-in-time
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リソース - Just-in-time

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