just in time manufacturing report

8/2/2019 Just in Time Manufacturing Report

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JUSTINTIME

MANUFACTURING

Temujen Banerji

1MS08ME183


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JUST IN TIME MANUFACTURING

2 M.S. Ramaiah Institute of Technology

JIT is a management philosophy that strives to eliminate sources of

manufacturing waste by producing the right part in the right place at the right

time. The Waste results from any activity that adds cost without adding value,

such as moving and storing.The idea of producing the necessary units in the

necessary quantities at the necessary time is described by the short term Just-

in-time.

The implementation of this management philosophy in industries like

the automobile industry can bring about a see saw change in both quality &

quantity since in a JIT system, underutilized (excess) capacity is used instead

of buffer inventories to hedge against problems that may arise.

This seminar gives an over view of the JUST IN TIME technique by

considering the TOYOTA PRODUCTION SYSTEM in detail.


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CONTENTS

CHAPTERS

1. INTRODUCTION2.JIT-BACKGROUND AND HISTORY3.ELEMENTS OF JIT4.THE TOYOTA PRODUCTION SYSTEM5.TOYOTAS JIT AND WESTERN PHILOSOPHY6.KEYS TO SUCCESSFUL JIT IMPLEMENTATION7. CONCLUSION

REFERENCES


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Chapter 1

INTRODUCTION

JUST IN TIME (JIT) is a management philosophy that strives to

eliminate sources of manufacturing waste by producing the right part in the

right place at the right time. Waste results from any activity, which adds cost

without adding value, such as moving and storing. JIT (also known as stockless

production) should improve profits and return on investment by reducing

inventory levels (increasing the inventory turnover rate), improving product

quality, reducing production and delivery lead times, and reducing other costs

(such as those associated with machine setup and equipment breakdown).

The idea of producing the necessary units in the necessary quantities at

the necessary time is described by the short term Just-in-time. Just-in-timemeans, for example, that in the process of assembling the parts to build a car,

the necessary kind of sub-assemblies of the preceding processes should arrive at

the product line at the time needed in the necessary quantities. If Just-in-time is

realized in the entire firm, then unnecessary inventories in the factory will be

completely eliminated, making stores or warehouses unnecessary. The

inventory carrying costs will be diminished, and the ratio of capital turnover

will be increased.

The implementation of this management philosophy in industries like

the automobile industry can bring about a see saw change in both quality &

quantity since in a JIT system, underutilized (excess) capacity is used instead of

buffer inventories to hedge against problems that may arise. JIT applies

primarily to repetitive manufacturing processes in which the same products


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and components are produced over and over again. The general idea is to

establish flow processes (even when the facility uses a jobbing or batch

process layout) by linking work centres so that there is an even, balanced flow

of materials throughout the entire production process, similar to that found in

an assembly line. To accomplish this, an attempt is made to reach the goals of

driving all queues toward zero and achieving the ideal lot size of one unit.

This new trend in engineering production, which originally refers to the

production of goods to meet customer demand exactly, in time, quality and

quantity, reduces wastage by nearly 55-75%. "Waste" in this context is taken

in its most general sense and includes time and resources as well as goods. This

concept can really change the phase of industrial production of goods like car

& other important utilities.


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Chapter 2

JIT BACKGROUND AND HISTORY

JIT is a Japanese management philosophy, which has been applied in

practice since the early 1980s in many Japanese manufacturing organizations.

It was first developed and perfected within the Toyota manufacturing plants

by Taiichi Ohno as a means of meeting consumer demands with minimum

delays. Taiichi Ohno is frequently referred to as the father of JIT.

Toyota was able to meet the increasing challenges for survival through

an approach that focused on people, plants and systems. Toyota realised that

JIT would only be successful if every individual within the organisation was

involved and committed to it, if the plant and processes were arranged for

maximum output and efficiency, and if quality and production programs were

scheduled to meet demands exactly.

JIT manufacturing has the capacity, when properly adapted to the

organization, to strengthen the organizations competitiveness in the market

place substantially by reducing wastes and improving product quality and

efficiency of production.

There are strong cultural aspects associated with the emergence of JIT in

Japan.


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The Japanese work ethics involves the following concepts.

Workers are highly motivated to seek constant improvement upon thatwhich already exists. Although high standards are currently being met,

there exist even higher standards to achieve.

Companies focus on group effort, which involves the combining oftalents and sharing knowledge, problem-solving skills, ideas and the

achievement of a common goal.

Work itself takes precedence over leisure. It is not unusual for aJapanese employee to work 14-hour days.

Employees tend to remain with one company throughout the course oftheir career span. This allows the opportunity for them to hone their

skills and abilities at a constant rate while offering numerous benefits to

the company.

These benefits manifest themselves in employee loyalty, low turnover costs

and fulfillment of company goals.


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Chapter 3

ELEMENTS OF JIT

There are some very important elements in just in time manufacturing which

makes it a successful philosophy. They are

Attacking fundamental problems - anything that does not add value tothe product.

Devising systems to identify problems. Striving for simplicity - simpler systems may be easier to understand,

easier to manage and less likely to go wrong.

A product oriented layout - produces less time spent moving ofmaterials and parts.

Quality control at source - each worker is responsible for the quality ofhis or her own output.

Poka-yoke - `foolproof' tools, methods, jigs etc. prevent mistakes Preventive maintenance, Total productive maintenance - ensuring

machinery and equipment function perfectly when it is required, and

continually improving it.

Eliminating waste.There are seven types of waste:

1. Waste from overproduction.2. Waste of waiting time.3. Transportation waste.4. Processing waste.


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5. Inventory waste.6. Unnecessary movement of people.7. Waste from product defects.

Good housekeeping - workplace cleanliness and organization. Set-up time reduction - increases flexibility and allows smaller batches.

Ideal batch size is 1item. Multi-process handling - a multi-skilled

workforce has greater productivity, flexibility and job satisfaction.

Levelled / mixed production - to smooth the flow of products throughthe factory.

Kanbans - simple tools to `pull' products and components through theprocess.

Jidoka (Automation) - providing machines with the autonomouscapability to use judgement, so workers can do more useful things than

standing watching them work.

Andon (trouble lights) - to signal problems to initiate corrective action.

The poka yoke system and Andon or visual control system is very significant,

so are discussed in detail.


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Poka yoke system:

Poka yoke or fool proofing is a method of 100% inspection. Poka yoke is

preferred option to SQC. In SQC one has a sampling plan. If the sample is ok

the lot is ok. However this does not mean that there are no defectives in the

lot. When this lot goes to the market if a customer finds a defect then for him

it is 100% defect. He is not concerned with batch or sample. Therefore SQC is

rationalization of method of inspection. It does not ensure defects are not

produced at all. Poka yoke does this. When a washing machine is packed an

instruction manual is placed in the carton. Packing takes place on a conveyer

out of one million cartons packed per month 7-8 customers complain that

instruction booklets were not received. When a complaint is received the

packer was asked to be more cautious. For a few days there were no

complaints and then once again it would occur. Fool proofing was carried out

by providing an electric switch on the box from which the instruction booklet

was withdrawn. Now every time an instruction booklet was withdrawn the

electric switch activated. This allowed the carton to move to the next stage of

the conveyer using an interlock no more customer complaints for missed

instruction manuals. This is a classical example of poka yoke in action.


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Andon system:

JIT system puts emphasis on prevention of recurrence of a problem.

Using andon board a supervisor immediately comes to know where a problem

occurs. All employees are allowed to stop production when a problem occurs.

Stopping of machines or production lines with a view to permanently eliminate

the problem. One must not relieve pain by using pain killers; one must go to

the root of the problem and once and for all eliminate it. By stopping machines

or production lines everyones energy is focused in finding a permanent

solution. This in a way defines management philosophy which does not look

for short term gains but for long term results. Very often when a problem

occurs emergency measures are taken parts are reworked or salvaged which

then becomes a standard practice. This causes waste. If a company

management accepts this philosophy then it is advisable that it does not

attempt a JIT production system.


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Chapter 4

THE TOYOTA PRODUCTION SYSTEM

Automobile Manufacturing

Today, automobile manufacturing is the world's largest manufacturing

activity. After First World War, Henry Ford and General Motors' Alfred Sloan

moved world manufacture from centuries of craft production led by European

firms into the age of mass production. Largely as a result, the United States

soon dominated the world economy.

Toyota Production System

After Second World War, Eiji Toyoda and Taiichi Ohno at the Toyota

motor company in Japan pioneered the concept of Toyota Production System.

The rise of Japan to its current economic pre-eminence quickly followed, as

other companies and industries copied this remarkable system. Manufacturers

around the world are now trying to embrace this innovative system, but they

are finding the going rough. The companies that first mastered this system

were all head-quartered in one country-Japan. However, many Western

companies now understand Toyota Production System, and at least one is well

along the path of introducing it. Superimposing this method on the existing

mass-production systems causes great pain and dislocation.


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Perhaps the best way to describe the Toyota production system is to

contrast it with craft production and mass production, the two other methods

humans have devised to make things.

Craft Production methods

The craft producer uses highly skilled workers and simple but flexible

tools to make exactly what the customer ask forone item at a time. Few

exotic sports cars provide current day examples. The idea of craft production is

good, but the problem with it is obvious: Goods produced by the craft

methodas automobiles once were exclusivelycost too much for most of us

to afford. So mass production was developed at the beginning of the twentieth

century as an alternative.

Mass production methods

The mass-producer uses narrowly skilled professionals to design

products made by unskilled or semiskilled workers tending expensive, single-

purpose machines. These churn out standardized products in very high

volume. Because the machinery costs so much and is so intolerant of

disruption, the mass-producer keeps standard designs in production for as long

as possible. The result: The customer gets lower costs but at the expense of

variety and by means of work methods that most employees find boring and

dispiriting.


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The Toyota motor corporation, by contrast, combines the advantages

ofcraft and mass production, while avoiding the high cost of the former and

the rigidity of the latter. Toward this end, they employ teams of multi-skilled

workers at all levels of the organization and use highly flexible and increasingly

automated machines to produce volumes of products in enormous variety. .

Perhaps the most striking difference between mass and Toyota

production system lies in their ultimate objectives. Mass-producers set a

limited goal for themselves "good enough," which translates into an

acceptable number of defects, a maximum acceptable level of inventories, a

narrow range of standardized products. Lean producers on the other hand, set

their sights explicitly on perfection.

Basic idea and Framework

The Toyota production system is a technology of comprehensive

production management the Japanese invented a hundred years after opening

up to the modern world. The basic idea of this system is to maintain a

continuous flow of products in factories in order to flexibly adapt to demand

changes. The realization of such production flow is called Just-in-time

production, which means producing only necessary units in a necessary

quantity at a necessary time. As a result, the excess inventories and the excess

work-force will be naturally diminished, thereby achieving the purposes of

increased productivity and cost reduction.


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The basic principle of Just-in-time production is rational; that is, the Toyota

production system has been developed by steadily pursuing the orthodox way

of production management. With the realization of this concept, unnecessary

intermediate and finished product inventories would be eliminated. However,

although cost reduction is the system's most important goal, it must achieve

three other sub-goals in order to achieve its primary objective. They include:

1. Quantity control, which enables the system to adapt to daily andmonthly fluctuations in demand in terms of quantities and variety;

2. Quality assurance, which assures that each process will supply only goodunits to the subsequent processes;

3. Respect-for-humanity, which must be cultivated while the systemutilises the human resource to attain its cost objectives.

It should be emphasized here that these three goals cannot exist

independently or be achieved independently without influencing each other or

the primary goal of cost reduction. All goals are output of the same system;

with productivity as the ultimate purpose and guiding concept, the Toyota

production system strives to realize each of the goals for which it has been

designed. Before discussing the contents of the Toyota production system in

detail, an overview of this system is in order. The outputs or result side as well

as the inputs or constituent side of the production system are depicted.

A continuous flow of production, or adapting to demand changes in

quantities and variety, is created by achieving two key concepts: Just-in-time

and Autonomation. These two concepts are the pillars of the Toyota

production system.


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Just-in-time basically means to produce the necessary units in the necessary

quantities at the necessary time. Autonomation ("Jidoka" in Japanese) may be

loosely interpreted as autonomous defects control. It supports Just-in-time by

never allowing defective units from the preceding process to flow into and

disrupt a subsequent process. Two concepts also key to the Toyota production

system include Flexible work force ("Shojinka" in Japanese) which means

varying the number of workers to demand changes, and Creative thinking or

inventive ideas ("soikufu"), or capitalizing on workers suggestions.

To realize these four concepts, Toyota has established the following systems

and methods:

1. Kanban system to maintain Just-in-time production2. Production smoothing method to adapt to demand changes3. Shortening of set-up time for reducing the production lead time4. Standardizationof operations to attain line balancing5. Machine layout and the multi-function worker for flexible work force6. Improvement activities by small groups and the suggestion system to

reduce the work force and increase the worker's morale.

7. Visual control system to achieve the Autonomation concept8. Functional Management system to promote company-wide quality

control.


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Kanban system

A kanban is a card that is attached to a storage and transport container. It

identifies the part number and container capacity, along with otherinformation. There are two main types of kanban (some other variations are

also used):

1. Production Kanban (P-kanban): signals the need to produce more parts2. Conveyance Kanban (C-kanban): signals the need to deliver more parts

to the next work centre (also called a "move kanban" or a "withdrawal

kanban")

A Kanban system is a pull-system, in which the kanban is used to pull parts

to the next production stage when they are needed; a MRP system (or any

schedule-based system) is a push system, in which a detailed production

schedule for each part is used to push parts to the next production stage when

scheduled. The weakness of a push system (MRP) is that customer demand

must be forecast and production lead times must be estimated. Bad guesses

(forecasts or estimates) result in excess inventory and the longer the lead-time,

the more room for error. The weakness of a pull system (kanban) is that

following the JIT production philosophy is essential, especially concerning the

elements of short setup times and small lot sizes.

A Withdrawal Kanban details the kind and quantity of product which the

subsequent process should withdraw from the preceding process, while a

Production Kanban specifies the kind and quantity of the product which the

preceding process must produce.


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Concept of kanban is explained as a device which prevents over production.

For example on a single track line in the railways a key is given to the train

driver as he leaves the railway station. When he reaches the next station he

gives this key to the station master. The key now unlocks the signal allowing

the train to move forward. Another key is now given which the train driver

hands over to the next station. The key in this example is the kanban and the

train is the quantity of material which passes from one process to the next. The

train in the opposite direction returns the key or kanban. Please note it is only

one train and therefore quantity is controlled

In case of factories a kanban is a document which controls the

quantity to be produced and in what time. Final assembly personnel are given

the customers order. As they draw the material they hand over a kanban to

the proceeding process to replace the material drawn. The proceeding process

manufactures the product in the quantity and time as per the kanban and

delivers it to the succeeding process. In turn it consumes the material while

processing and releases a kanban to its proceeding process. In this manner the

chain continues throughout the factory to the stage of raw material.

Kanban, which is a document, carries three types of information.

It identifies the product or material. It indicates the stage of processing to be carried out, till when it is to

be carried out and in what amounts it is to be carried out.

It indicates from where to where the material or products to betransported.

Since production is repetitive in an automobile industry, kanban can be re

used. By limiting the number of kanbans in circulation one can eliminate the

waste of over production and minimize stocks. A kanban indicates total time of

delivery. This means from the time kanban is released to the parts being


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physically available at the required point. Say in assembly 5 pieces are

consumed in an hour. Kanban time is two hours. Then there may be two

kanban of 5 pieces each in circulation. Continuous improvement would be

carried out to reduce the delivery time to one hour and eliminate one kanban.

Further improvements may reduce the quantity of the kanban

Dual-card Kanban Rules

1. no parts made unless P-kanban authorizes production2. exactly one P-kanban and one C-kanban for each container (the number

of containers per part number is a management decision)

3. only standard containers are used, and they are always filled with theprescribed (small) quantity

Productivity Improvement with Kanban

1. deliberately remove buffer inventory (and/or workers) by removingkanban from the system

2. observe and record problems (accidents, machine breakdowns,defective products or materials, production process out of control)

3. take corrective action to eliminate the cause of the problems

Many people think the Toyota production system a Kanban system: this isincorrect. The Toyota production system is a way to make products, whereas

the Kanban system is the way to manage the Just-in-time production method.

In short, the kanban system is an information system to harmoniously

control the production quantities in every process. It is a tool to achieve just-

in-time production. In this system what kind of units and how many units


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needed are written on a tag-like card called Kanban. The Kanban is sent to the

people of the preceding process from the subsequent process. As a result,

many processes in a plant are connected with each other. This connecting of

processes in a factory allows for better control of necessary quantities for

various products.

The Kanban system is supported by the following:

Smoothing of production Reduction of set-up time design of machine layout Standardization of jobs Improvement activities Autonomation

Autonomation

In order to realize Just-in-time perfectly, 100 per cent good units must

flow to the prior process, and this flow must be rhythmic without interruption.

Therefore, quality control is so important that it must coexist with the Just-in-

time operation throughout the Kanban system. Autonamation means to build

in a mechanism a means to prevent mass-production of defective work in

machines or product lines. Autonamation is not automation, but the

autonomous check of abnormality in the process. The autonomous machine is

a machine to which an automatic stopping device is attached. In Toyota

factories, almost all the machines are autonomous, so that mass-production of

defects can be prevented and machine breakdowns are automatically checked.

The idea of Autonomation is also expanded to the product lines of manual

work. If something abnormal happens in a product line, the worker pushes


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stop button, thereby stopping his whole line. For the purpose of detecting

troubles in each process, an electric light board, called Andon, indicating a line

stop, is hung so high in a factory that it can easily be seen by everyone. The

Andon in the Toyota system has an important role in helping this autonomous

check, and is a typical example of Toyota's "Visual Control System."

Just-in-time production

The idea of producing the necessary units in the necessary quantities at

the necessary time is described by the short term Just-in-time. Just-in-time

means, for example, that in the process of assembling the parts to build a car,

the necessary kind of sub-assemblies of the preceding processes should arrive

at the product line at the time needed in the necessary quantities. If Just-in-

time is realised in the entire firm, then unnecessary inventories in the factory

will be completely eliminated, making stores or warehouses unnecessary. The

inventory carrying costs will be diminished, and the ratio of capital turnover

will be increased.

However, to rely solely on the central planning approach which instructs

the production schedules to all processes simultaneously, it is very difficult to

realise Just-in-time in all the processes for a product like an automobile, which

consists of thousands of parts. Therefore, in Toyota system, it is necessary to

look at the production flow conversely; in other words, the people of a certain

process go to the preceding process to withdraw the necessary units in the

necessary quantities at the necessary time. Then what the preceding process

has to do is produce only enough quantities of units to replace those that have

been withdrawn.


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So Toyotas slogan in manufacturing would be to produce in as small

lots as possible with minimum cost as per market needs. If we look at parts

that go into an assembly line in an automobile industry like Toyota we find that

customisation is maximum at the final stage. For e.g. Customer would chose

colour seats etc. this happens at the assembly. However at the aggregate stage

a particular model would have a specific engine, transmission etc. many

common parts go into different models. Finally the same steel and pig iron

goes into different parts. Schematically it would as below.

Fig 5. (a)


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Planning system for materials can be based on the forecast where as

planning system for final assembly must be based on accepted orders and

there is a transition when one moves from raw material to finished product

planning.

The result of Toyotas planning process is as follows; if a special car is

ordered in Japan at Toyota dealer, it is immediately transferred to head office

and onwards to Toyota motors .through computers this information is sent to

the assembly plant. Within two days the required car is manufactured. It takes

maximum six days to transport it and another two days are kept as allowance.

Thus a customers special car can be delivered in ten days. In contrast if one

wishes to purchase a specific color car in India the dealer does not have in

stock or it can be delivered when the company takes up a batch of that

particular color. In case the color is not a standard one, one may never get it at

all. We have come some way from Henry Fordswe can deliver all colors as

long as they are black.

How does Toyota assemble a special car in two days? Does it mean that

manufacture of car really take place in just two days? The answer to these

questions can be obtained by observing the planning and execution system in a

little detail.


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Planning

Using strong marketing system and yearly plan is prepared. Thisconsists of assessment of market size and share of Toyota. Rough

indication of models and quantities.

A tentative monthly production plan is prepared two months inadvance. This includes information on types of models and

number of sets.

On the fifteenth day of previous month, manufacturing models,types and other details are firmed up. At this stage leveling of

production is carried out and quantity of production per day

model wise is decided and informed to the production lines. This

is again informed to venders.

On twenty fifth day of previous confirmed plan of first ten days isreleased. On fifth day of the month confirmed plan for next tendays and on fifteenth day of the month final ten days plan is

released. This is what is called the T plan or ten day plan.

Global adaptation

Since Toyota production system has been created from actual practices

in the factories of Toyota, it has a strong feature of emphasizing practical

effects, and actual practice and implication over theoretical analysis. This

system can play a great role in the task of improving the constitutions of the

companies, world-wide (especially those of the automobile industry).


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Chapter 5

TOYOTAS JIT AND WESTERN PHILOSOPHY

There are striking differences between the Toyotas just in timemanufacturing philosophy and the western philosophy. The major differences

can be tabulated as below.

Factors Toyota's JIT Western Philosophy

1. Inventory A liability. Every effortmust be extended to do

away with it.

An asset. It protects

against

forecast errors, machine

problems, and late vendor

deliveries.

More inventories are

safer".

2. Lot sizes Immediate needs only. A

minimum replenishment isdesired for both

manufactured and

purchased

parts.

Formulas.

Theyre always revisingquantity the optimum lot

size with some formula

based on the trade-off

between the cost of

inventories and the cost ofset up.

3. Set ups Make them insignificant.Thisrequires either

extremelyrapidchangeover to minimize

the impact on production,

or the availability of extra

machines already set up.

Fast changeover permits

small lot sizes to be

practical, and allows a wide

variety of parts to be made

frequently.

Low priority. Maximum

output is the usual goal.

Rarely does similarthought and effort go

similar thought and effort

go

into achieving quick

changeover


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4. Queues Eliminate them. Whenproblems occur, identify

the causes and correct

them. The correction

process is aided whenqueues are

small. If the queues are

small, it surfaces the need

to identify and fix the

cause.

Necessary investment.

Queues permit succeeding

operations to continue in

the event of a problem with

the feeding operation. Also,by providing a selection of

jobs, the factory

management has greater

opportunity to match up

varying operator skills and

machine capabilities,

combine set ups

and thus contribute to the

efficiency of the operation

5. Vendors Co-workers. They're partofthe team. Multiple

deliveries for all active

items are expected daily.

The vendor takes care of

the needs of the

customer, and the customer

treats the vendor as an

extension of his factory.

Adversaries. Multiple

sources are the rule, and

it's typical to play them off

against each other.

6. Quality Zero defects. If quality isnt100%, production is in

jeopardy.

Tolerate some scrap. They

usually track what the

actual scrap has been and

develop formulae for

predicting it.

7. Equipment

maintenance

Constant and effective.

Machine break downs must

be minimal.

As required. But not

critical because we have

queues available.

8. Lead times Keep them short. Thissimplifies the job of

marketing, purchasing, andmanufacturing as it reduces

the need for expediting

The longer the better.

Most foremen and

purchasing agents wantmore lead time, not less

9. Workers Management by consensusChanges are not made until

consensus is reached,

whetheror not a bit of arm

twisting is involved. The

vital ingredient of

"ownership" isachieved.

Management by edict. New

systems are installed in

spite of the workers, not

thanks to the workers.

Then theyconcentrate on

measurements todetermine

whether or not they're

doing it.


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Chapter 6

Keys to Successful JIT Implementation

The following are some of the keys for successful JIT

implementation

1. Stabilize and level the master production schedule (MPS) with uniformplant loading: create a uniform load on all work centres through

constant daily production (establish freeze windows to prevent changes

in the production plan for some period of time) and mixed model

assembly (produce roughly the same mix of products each day, using a

repeating sequence if several products are produced on the same line).

Meet demand fluctuations through end-item inventory rather than

through fluctuations in production level.

2. Reduce or eliminate setup times: aim for single digit setup times (lessthan 10 minutes) or "one-touch" setup -- this can be done through

better planning, process redesign, and product redesign.

3. Reduce lot sizes (manufacturing and purchase): reducing setup timesallows economical production of smaller lots; close cooperation with

suppliers is necessary to achieve reductions in order lot sizes for

purchased items, since this will require more frequent deliveries.

4. Reduce lead times (production and delivery): production lead times canbe reduced by moving work stations closer together, applying group

technology and cellular manufacturing concepts, reducing queue length

(reducing the number of jobs waiting to be processed at a given

machine), and improving the coordination and cooperation between


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successive processes; delivery lead times can be reduced through close

cooperation with suppliers, possibly by inducing suppliers to locate

closer to the factory

5. Preventive maintenance: use machine and worker idle time to maintainequipment and prevent breakdowns

6. Flexible work force: workers should be trained to operate severalmachines, to perform maintenance tasks, and to perform quality

inspections. In general, the attitude of respect for people leads to giving

workers more responsibility for their own work.

7. Require supplier quality assurance and implement a zero defectsqualityprogram: errors leading to defective items must be eliminated,

since there are no buffers of excess parts. A quality at the source (jidoka)

program must be implemented to give workers the personal

responsibility for the quality of the work they do, and the authority to

stop production when something goes wrong. Techniques such as "JIT

lights" (to indicate line slowdowns or stoppages) and "tally boards" (to

record and analyze causes of production stoppages and slowdowns to

facilitate correcting them later) may be used.

8. Small-lot (single unit) conveyance: use a control system such as akanban (card) system to convey parts between workstations in small

quantities (ideally, one unit at a time). In its largest sense, JIT is not the

same thing as a kanban system, and a kanban system is not required to

implement JIT (some companies have instituted a JIT program along with

a MRP system), although JIT is required to implement a kanban system

and the two concepts are frequently equated with one another.


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Chapter 8

CONCLUSION

From this study, it is understood that, in this modern competitive world,

where only those industries, which provide maximum customer satisfaction at

attracting prices can succeed, the JIT system plays an important role, as it

reduces the manufacturing time & wastage, during production. Thus it

increases the amount of goods produced and decreases the cost of production

of these goods.

This seminar stresses the need to implement JIT technique in

Automobile industries &other modern industries where large-scale production

takes place.

just in time manufacturing report

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