“A SIMULATION ANALYSIS OF THE JAPANESE JUST‐IN‐TIME TECHNIQUE (WITH KANBANS) FOR A MULTILINE, MULTISTAGE PRODUCTION SYSTEM”: A COMMENT*
“A SIMULATION ANALYSIS OF THE JAPANESE JUST‐IN‐TIME TECHNIQUE (WITH KANBANS) FOR A MULTILINE, MULTISTAGE PRODUCTION SYSTEM”: A COMMENT*
复制标题
“对日本多线、多阶段生产系统的准时制技术（使用看板）进行模拟分析”：评论*
DOI：
10.1111/j.1540-5915.1984.tb01229.x
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发表时间：
1984
影响因子：
5.5
通讯作者：
Y. Monden
中科院分区：
文献类型：
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作者：
Y. Monden
Huang、Rees 和 Thylor 最近发表的论文 [I] 模拟了日本看板系统，将其应用于美国现有的操作条件和生产系统。实验结果表明，如果没有特殊的准备，看板流程无法应用于美国的生产系统并达到与日本相同的结果。作者随后向考虑实施准时制 (JIT) 系统的美国公司提出了几项建设性建议。考虑到目前美国生产经理对日本JIT技术的兴趣，这篇论文是及时的，应该会对美国公司产生强烈的影响。进行了三组基本实验。根据第一组实验，随着加工时间变化的增加，加班和后期库存量也会增加。此外，随着看板数量从一个增加到两个，该缓冲区减少了所需的加班时间。这个实验的含义是，管理者面临着加班成本和在制品库存成本之间的权衡。为了避免加班和库存成本增加，Huang 等人。建议在引入 JIT 系统的过渡或准备期间对美国工人进行培训。与作者的假设相反，美国工人的可变处理时间（如果存在的话）并不是美国生产系统中的环境因素；相反，它是美国工业工程原始技术所固有的工作标准化所产生的决策变量。减少加工时间的可变性或作业的标准化是 JIT 系统的重要子系统之一。尽管作者将日本作业处理时间的最小变化归因于训练有素、勤奋的日本工人的性格，但应该指出的是，许多日本公司在将 JIT 系统应用到工厂之前，会对其工人进行培训，使其适应 JIT 系统。因此，黄等人！关于工人接受培训的建议应该会有所帮助。
The recent paper by Huang, Rees, and Thylor [I] simulates the Japanese kanban system as it is applied to existing American operating conditions and production systems. The experimental results indicate that the kanban process cannot be applied to American production systems and achieve the same results as achieved in Japan without special preparation. The authors subsequently indicate several constructive recommendations for American firms contemplating the implementation of the just-in-time (JIT) system. Considering the present interest of American production managers in the Japanese JIT technique, the paper is timely and should have a strong impact on American firms.Three basic sets of experiments were conducted. According to the first set of experiments, as the variation in processing time increases, the amount of overtime and post-inventory also increase. Also, as the number of kanbans increases from one to two, this buffer reduces the amount of overtime required. The implication of this experiment is that managers face a tradeoff between overtime costs and in-process inventory costs. In order to obviate the increased overtime and inventory costs, Huang et al. recommend that American workers be trained during the transition or preparation period when a JIT system is being introduced. Contrary to what the authors assume, a variable processing time in the American worker, if it exists, is not an environmental factor within American production systems; rather, it is a decision variable resulting from the standardization of jobs that is inherent in the original technology of industrial engineering in America. The reduction of variability in processing times or the standardization of jobs is one of the important subsystems of the JIT system. Although the authors attribute the minimal variability of job-processing times in Japan to the character of welltrained, diligent Japanese workers, it should be noted that many Japanese companies train their workers to be conformable in the JIT system before applying it to their factories. Thus, Huang et al! s recommendation that workers receive training should be helpful.