Just-in-time JIT manufacturing , also known as just-in-time production or the Toyota Production System TPS , is a methodology aimed primarily at reducing times within the production system as well as response times from suppliers and to customers. Its origin and development was mainly in Japan, largely in the s and s and particularly at Toyota. Alternative terms for JIT manufacturing have been used. Motorola 's choice was short-cycle manufacturing SCM. But the wide use of the term JIT manufacturing throughout the s faded fast in the s, as the new term lean manufacturing became established  [ page needed ] ,  [ need quotation to verify ] as "a more recent name for JIT". The exact reasons for adoption of JIT in Japan are unclear, but it has been suggested it started with a requirement to solve the lack of standardization.
Toyota Case Study
Successful implementation of TPS in a manufacturing setting: a case study | Emerald Insight
A plug-in hybrid electric vehicle PHEV is a hybrid electric vehicle whose battery can be recharged by plugging a charging cable into an external electric power source, in addition to internally by its on-board internal combustion engine -powered generator. Most PHEVs are passenger cars , but there are also PHEV versions of commercial vehicles and vans , utility trucks , buses , trains , motorcycles , mopeds , and even military vehicles. Similar to all-electric vehicles , PHEVs displace greenhouse gas emissions from the car tailpipe exhaust to the power station generators powering the electricity grid. These centralized generators may be of renewable energy e. Charging the battery from the power grid is also more efficient and can cost less than using the on-board generator, helping to reduce operating costs.
Toyota Production System
Challenged by world-class competitors, manufacturing companies in the United States have undergone a renaissance in the last decade. The renaissance started on the shop floor with an emphasis on built-in quality, the elimination of waste, and faster throughputs. But attention quickly turned upstream to product development, where Japanese companies were outperforming U.
Part of the reason, says the author, is that imitators fail to recognize the underlying principles of the Toyota Production System TPS , focusing instead on specific tools and practices. This article tells the other part of the story. Rather than undergo a brief period of cursory walk-throughs, orientations, and introductions as incoming fast-track executives at most companies might, the executive in this story learned TPS the long, hard way—by practicing it, which is how Toyota trains any new employee, regardless of rank or function.