Supply Chain of Toyota:

Just In Time and Jidoka are the 2 pillars of Toyota Production System:
What Does Just-in-Time Do?
An inventory strategy companies employ to increase efficiency and decrease
waste by receiving goods only as they are needed in the production process,
thereby reducing inventory costs.
3 elements of JIT:

Takt Time - Adjustable time unit used in lean production to synchronize the
rate of production with the rate of demand;

Flow Production - Producing and moving one item at a time, through a

series of processing steps as continuously as possible, with each step
making just what is requested by the next step;

Pull System - Material is pulled to a workstation just as it is needed

Jidoka
Jidoka = Autonomation = Automation with human intelligence.
Jidoka Techniques:

Poka-yoke (mistake or error proofing)

1)

Warning

2)

Auto-correction

3)

Shutdown

Visual management including using Andon Lamp:

Workers who encounter a problem in the assembly process an issue with

quality, safety, low stock, or perhaps a dropped wrench pull the andon cord.
Heijunka
Japanese word that means levelling. When implemented correctly, and without
haste helps organizations meet demand while reducing while reducing wastes
in production and interpersonal processes.
Core concept of Heijunka:

Takt time: The time it takes to finish a product in order to meet customer
demand; can be thought of as the customer buying rate. It is the guidance
for the entire heijunka implementation.

Volume leveling: Manufacture at levels of long-term average demand

and keep a buffer inventory proportional to variability in demand, stability
of production process and shipping speed.

Type leveling: Essentially, make every product every day and reserve
capacity for changeover flexibility; use a heijunkabox to visualize the
production flow and schedule.

Work slowly and consistently: The Toyota Production System can be

realized only when all the workers become tortoises, working slowly
causing less waste

Changeover time: Efficiency of changeover is the fulcrum of heijunka;

narrowing changeover times helps tighten the value stream between
supply and demand.

Buffer inventory: Having some product ready to ship at the beginning of

each production cycle is essential to smoothing production and leveling
demand at consistent rates and quality so that resource waste is
minimized on the line.

Type standardization: By manufacturing one of each product or service

a day, knowledge can be more readily shared across types to benefit
every process.

Kaizen
Kaizen is a Japanese word that means to break apart to change or modify (Kai) to
make things better (Zen).

Kaizen focuses on eliminating the wastes in a process so that processes only add value to the
customer. The 7 types of waste are:

Waiting

Over production

Rejects

Motion (Excess)

Processing (Over)

Inventory

Transportation