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Essay / Research Paper Abstract
This 3-page paper discusses how Toyota uses the concept of heijunka (leveling) to succeed in its lean manufacturing processes. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: AS43_MTtoyheiju.rtf
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Unformatted sample text from the term paper:
on why a company that is so adamant about quality could let this occur. Most of the answers focus around the change in Toyotas goals (more market share) rather than
its processes (lean production). "The Toyota Way," which focuses on lean manufacturing techniques, has worked for the company, despite the stuck accelerator controversies. And an important part of the Toyota
Way is a concept known as heijunka. Heijunka is a term that loosely translated, means leveling out, or smoothing down (McBride, 2004). But
how does something like this work in business? McBride, a lean manufacturing business consultant, points out that heijunka levels production when it comes to volume and product mix. This is
in direct contrast to companies that tend to meet the demand of the market; meaning that one month, things might be insane from the development side, with the next month
coming up with nothing (McBride, 2004). The problem with the "hurry up, then slow down" build-to-order approach, McBride points out, is that it creates a lot of inventory, as well
as poorer quality and hidden problems (McBride, 2004). There is some truth to this latter part; if assembly lines are pressed to get a lot of product off and to
market one month, and then are laying idle the next month, many quality problems can occur, due to lack of consistency. Furthermore, because customers typically dont buy products predictably, its
uncertain when/if inventory will be depleted, or when it will be too much (McBride, 2004). Heijunka, on the other hand, doesnt build
to order (McBride, 2004). Rather, it takes the total volume of orders in a period and spreads them out so the same amount, and same unit mix, are being manufactured
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