The term Junjo means ” Sequence “in Japanese. A Junjo can be used to raise a customer expectation in the Shape of a delivery sequence and Shape not as a continuous delivery as the Kanban does.
The purpose of the Junjo principle is to synchronise in a series production, unit or quasi unit parts. The stock, which cannot be put on line, must be supplied with the flow
For these specific parts, the Junjo allows to sequence the products so that they arrive at the production place in the expected assembly order.
The Junjo loop
The Junjo label plays an order role in the same way as a Kanban. Except that the demand is always different, where the Kanban label issues a Request ” Standardized “. The Junjo loop is therefore very different from the Kanban loop. It is done in three times :
- A Junjo card is developed at the supplier Workstation .
- A Logistician (the pilot of the Mizusumashi) Prepares the control according to the sequence and the parts defined on the Junjo card.
- The Logistician delivers the client Workstation with the elements and in the sequence defined in the Junjo card.
The Junjo card
The Junjo card is unique and must be referenced. It corresponds to a sequence of delivery of parts valid only at a moment. In this respect, the Junjo card must specify :
- The “supplier” of the loop.
- The “client” of the loop.
- The amount of parts to be supplied.
- The reference to or parts to be supplied.
- The sequence in which the parts are to be delivered.
The required Junjo loop
For a Junjo to work properly, a number of rules must be followed:
- The delivery sequence must be fixed between the time the card is drawn up and the moment when the elements are to be mounted.
- The supply time of the parts must be less than the flow time between the Position where the sequence is captured and the Workstation where the elements are to be assembled.
- There must be little variability in the production cycle and the supply cycle to ensure synchronization.
Interest of the Junjo
The Junjo has many advantages related to simplified management of the production flow despite the inconvenience of quasi-unit production. We find:
- The reduction of Muda of movements related to the search for unit parts.
- The reduction of the Muda of the ” client ” operator since the single Part is already present at the Position when it needs it.
- The establishment of a ” relatively ” flow-through in spite of a context often requiring the implementation of an advanced flow.
Y. Monden (2012) – Toyota Production System : An integrated approach to Just In Time
G. Salvendy (2001)-Handbook of industrial engineering
A. Bird (2002)-Encyclopedia of Japanese business and management