1.jit solution
TRANSCRIPT
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JUST IN TIME
Operational Systems forManufacturing JIT and Lean
Production
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Informal review
Work on this duringclass today. Thanks
for your inputs
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As a Manufacturing Leader...
You will play a
critical role in themanagement andcontrol of the
companies criticalinformation.
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The Problem ofManufacturing
Getting the right material and physicalresources together at the right place
and at the right time to meet thecustomers requirements.
Desired features, On time delivery, HighQuality, at the best price
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Breaking down the problem
Getting the materialneeded
Having enoughinventory of materialto supportproduction
Not having toomuch inventory andextra costs
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ROPE
O
Q
time
I
n
v
e
n
t
o
r
ylead
time
demand
(constant rate)
Economic Order Quantity and Reorder Point Planning Model
saw tooth pattern
A very limited model
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Manufacturing and CIMSystems
Where the action is!
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Background reading
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JUST IN TIME:
Only what is needed, nothingmore...
To have only the right materials, partsand products in the
right place at the right time.
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THE SEVEN WASTESfrom Shigeo Shingo in Robert W. Halls book
Attaining Manufacturing Excellence, 1987
Waste of over production
Waste of waiting
Waste of transportationWaste of processing itself
Waste of stocks
Waste of motionWaste of making defective products
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Claims for JIT:
reduced inventory
reduced WIP
shorter lead times not too early, not to late...
JIT is the result businesses want,not a starting point
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What happens with JIT
Eliminate non-value added activities
less time spent and less money spent...
Involve your suppliers and customers
eliminate duplications, non value addded activ.
Shorter Set-up time and less WIP
Faster through-put, less time, higher quality
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JIT Action Areas
Develop people- increaseskills,productivity, morale
Eliminate waste in all areas
Optimize materials handling and productionflow
Control Tooling
Increase qualityImprove continuously!
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Develop the pipelineflow... then work toshorten it!
Eliminate multiple locations
Contract the plant layout
Eliminate the "pipeline failures" Reliability
Quality
PeopleReduce "changeover times and lot sizes"significantly
Use "mind technology" before applying high
technology!
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Arvin Cell with 6 operators
Bend Pipe andtrim inlet end
Heat and forminlet end
Size andinspect/test
flange and productassembly
Weld flangebrackets andassembly
Dimension checkand leak test
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Traditional Production Line 6 people
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First pass work cell design 3 people
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Second trywork cell design1 person
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Floor SpaceReduction
nearly 50%
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Documented savings Customer rejects reduced 95%
Scrap reduced 62%
Work in process reduced 91%
Changeover time reduced by 78%
Labor cost as % of sales reduced 41%
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The Name Game
JIT
Short Cycle Mfg.
Toyota ProductionSystem
Synchronous Mfg.
Lean Manufacturing
Lean Production
Common Sense Mfg.
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The Vision of Lean in the USA
Perhaps best stated byJames Womack, andDaniel Jones in two
popular books
First
The Machine That Changed
the World (1990)
http://www.lean.org/public/womack.htmhttp://www.lean.org/public/jones.htm -
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Unlocking the power of Lean
requires more than justtools:
James Womack, andDaniel Jones secondbook
Lean Thinking (1996)
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Lean Thinking presents
An Americanized view of lean production
Precisely specifying value by product
Identifying the value stream for each product Making the value-creating steps flow without
interruptions
Letting the customer pull value from the
producer Pursuing perfection (continuously improving)
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Lean Production Challenges
Developing beyond the tools
Inculcatingthe concepts and values
of lean production into the fabric of anorganization
Working to truly improve continuously
Expanding lean efforts out to yourcustomers and to all your suppliers
d l d
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Lean Production can lead tolots of open questions
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Thanks for your attention