Bongo Fury

Veg_Ian wrote:Having had very little to do with Mazda dealers I ask out of curiousity. Toyota have a system called VOR (Vehicle Off Road). Having had 2 import Toyotas I soon learned the trick of, when asking for parts that had to be ordered from Japan, saying the vehicle was off the road. They would then ship the part via air rather than sea at no extra cost (to me). This meant that the part would be ready for collection within 5 days rather than 3 weeks. I was told the rationale was that Toyota saw it as a failing if one of their vehicles was laid up for any length of time.

francophile1947 wrote:Mike - I can't find anything on that Wikipedia link Where should I be looking?

mister munkey wrote:

francophile1947 wrote:Mike - I can't find anything on that Wikipedia link Where should I be looking?

Try here John

http://en.wikipedia.org/wiki/Just-in-ti ... s)#History

keefysher wrote:JIT or panic management as it's affectionately known

One of the ways the inefficient car makers adopted to improve JIT or supplier performance was to incorporate collection of parts to meet their production schedules and allow in-plant Kanbans (a fall back in case of failure of JIT). If the supplier failed to meet the delivery schedule and went into backlog, the missing parts were then freighted at the suppliers cost to the plant, often by hiring a private plane, and the cost of transport was recharged until the necessary stock levels (Kanban) were replenished. If a supplier stopped a line due to non supply the penalties were extortionate. In the late '90's General Motors penalised the Astra & Vectra suppliers at £60k per minute. When I joined the board of a Tier 1 automotive supplier in the late '90's one product was at 27,000 backlog for GM in Mexico, the freight costs were phenonminal and well above the product cost, sorted that quick smart. Never actually stopped the line, unlike a GM in-house supplier Delphi, but saw lots of private planes out of Blackbushe aerodrome of an evening to arrive in Bochum or Poland ahead of the trucks!!

Interesting also that Ford were the last major auto maker to adopt SD&Q, and only adopted when faced with near bancruptcy at the turn of the last century.

Re the wiki article, yet again a classic misrepresentation of fact and the Demming principles. Interesting that there is no mention of Demming anywhere in the article, but lots of reference to the McKensie 7 S's. Wonder where the author worked? There is a disclaimer at the top of the article too.

The progression from JIT is Lean, but must be an end to end implementation, which so very often is not achieved due to internal silos and conflicts in organisations. Lots of talk about Lean, not often much action.

Then we move on to World Class, which every company thinks they are, but very few are.