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Toyota is often cited as an example of JIT’s success. When an order is received, and the product is ready for production, Toyota’s manufacturing approach is characterized by the fact that raw materials do not enter production (Reid, 2020). No components can be placed in a node unless they are part of an assembly for another node or are required by another node in some way. Toyota was able to minimize its expenditures by adhering to the idea of maintaining a small amount of inventory. As a result, Toyota is better able to respond to fluctuating demand without having to worry about disposing of costly inventory in the interim
Pull manufacturing, in contrast to push manufacturing, is a pull system that only supplies what each process needs when needed. Production and transportation take place throughout the entire production process. Just-in-time manufacturing’s key goals are to reduce warehouse space and unnecessary costs while also improving efficiency, including coordinating the delivery of components to individual workstations before they are physically needed (Reid, 2020). Orders can be placed based on the information provided by Kanban boards and by making predictions about how many parts will be needed in the future. Each automobile can be produced to order, and every component must fit perfectly because there are no substitutes because of the usage of JIT in Toyota’s production method. If there are currently difficulties in manufacturing that need fixing, they cannot be hidden.
Regarding quality and product variability, Toyota focuses on TQM, but the company applies TQM to every aspect of its business. These are product design, profile development, engineering design and research and development assessment, production planning, product engineering, production manufacturing testing, inspections, sales and service product management, and market research and analysis. Quality is examined during the development phase based on an analysis of the planned performance and features to ensure that there are no structural or engineering faults. Toyota’s approach to quality management has four main elements. Starting with the application of quality assurance and control procedures based on in-depth investigation and testing, the company (Reid, 2020). FMEA and FTA, among other methods, are beneficial through research and experience at Toyota. Quality circles and training are established, and the corporation conducts internal audits to ensure that its staff are actively involved in ensuring the quality of its products.
References
Reid, R. D. (2020). Operations Management: An Integrated Approach. Available from: Columbia Colleg (7th Edition ed.). NewYork : Wiley Global Education.
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