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Heijunka is the principle of production leveling or smoothing within the Toyota Production System. It involves averaging out the production volume and mix over a fixed period to eliminate peaks and valleys in workload. This creates a predictable and stable manufacturing environment, which is a prerequisite for implementing 准时制 (JIT) and standardized work effectively.
Instead of producing products in large batches according to customer orders (e.g., all of Model A, then all of Model B), Heijunka dictates producing a mixed model sequence in smaller batches. For example, if the weekly demand is for 500 of Model A, 300 of Model B, and 200 of Model C, a traditional system might produce all 500 A’s, then 300 B’s, etc. A Heijunka system would create a repeating sequence like A-B-A-C-A-B-A… This levels the demand for upstream processes and suppliers, preventing the “bullwhip effect” where demand fluctuations are amplified up the supply chain.
To achieve this, Toyota developed tools like the “Heijunka box,” a visual scheduling tool used to manage the production of different models. Each slot in the box represents a time interval, and 看板 cards for different products are placed in the slots to dictate the production sequence. This leveling of both volume and mix reduces inventory, shortens lead times, and stabilizes the workload for employees and equipment. It is a crucial enabler of the entire TPS, as the stability it creates is necessary for JIT and 改善 to function properly. Without Heijunka, the fluctuations in demand would require large buffer stocks, undermining the core principles of waste elimination.
平准化生产均衡化
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