heijunka

Heijunka: On page 154 in the third paragraph, our discussion of heijunka tells only half the story.

The Machine That Changed the World James P. Womack 2007

Supply chain bidding in components supply in lean production and cost adjustments and debugging and decentralization, heijunka in hurdles in lean supply kaizen in lean supply in practice making running changes in parts design in mature mass production parts supply in mature mass production and problem of fluctuating volume and production smoothing and quality control reforming mass-production supply systems supplier associations in lean supply in U.S. automotive industry and value engineering

The Machine That Changed the World James P. Womack 2007

So Toyota and other practitioners of lean production work very hard at heijunka production smoothing, in which the total volume the assembler manufactures is kept as constant as possible.

The Machine That Changed the World James P. Womack 2007

Heijunka: On page 154 in the third paragraph, our discussion of heijunka tells only half the story.

The Machine That Changed the World James P. Womack 2007

So Toyota and other practitioners of lean production work very hard at heijunka production smoothing, in which the total volume the assembler manufactures is kept as constant as possible.

The Machine That Changed the World James P. Womack 2007

Supply chain bidding in components supply in lean production and cost adjustments and debugging and decentralization, heijunka in hurdles in lean supply kaizen in lean supply in practice making running changes in parts design in mature mass production parts supply in mature mass production and problem of fluctuating volume and production smoothing and quality control reforming mass-production supply systems supplier associations in lean supply in U.S. automotive industry and value engineering

The Machine That Changed the World James P. Womack 2007

But we fail to mention the often more important task for heijunka of smoothing the mix of products within a steady total volume.

The Machine That Changed the World James P. Womack 2007

But we fail to mention the often more important task for heijunka of smoothing the mix of products within a steady total volume.

The Machine That Changed the World James P. Womack 2007

JIT is also helpless unless downstream production steps practice level scheduling heijunka in Toyota-speak to smooth out the perturbations in day-to-day order flow unrelated to actual customer demand.

Lean Thinking James P. Womack 2003

However, lean producers tend to create excess capacity over time as they free up resources and to work steadily at reducing changeover times so the short-term discrepancy between the heijunka schedule and actual demand is steadily minimized, aided by level selling.

Lean Thinking James P. Womack 2003