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JUST IN TIME

Operational Systems for


Manufacturing JIT and Lean
Production
Informal review
Work on this during
class today. Thanks
for your inputs
As a Manufacturing Leader...
You will play a
critical role in the
management and
control of the
companies critical
information.
The Problem of
Manufacturing
Getting the right material and physical
resources together at the right place
and at the right time to meet the
customers requirements.

Desired features, On time delivery, High
Quality, at the best price
Breaking down the problem
Getting the material
needed
Having enough
inventory of material
to support
production
Not having too
much inventory and
extra costs
ROP
E
O
Q
time
I
n
v
e
n
t
o
r
y
lead
time
demand
(constant rate)
Economic Order Quantity and Reorder Point Planning Model
saw tooth pattern
A very limited model
Manufacturing and CIM
Systems
Where the action is!
Background reading
JUST IN TIME:
Only what is needed, nothing
more...

To have only the right materials, parts
and products in the
right place at the right time.


THE SEVEN WASTES
from Shigeo Shingo in Robert W. Halls book
Attaining Manufacturing Excellence, 1987
Waste of over production
Waste of waiting
Waste of transportation
Waste of processing itself
Waste of stocks
Waste of motion
Waste of making defective products
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

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


JIT Action Areas
Develop people - increase
skills,productivity, morale
Eliminate waste in all areas
Optimize materials handling and production
flow
Control Tooling
Increase quality
Improve continuously!

Develop the pipeline
flow... then work to
shorten it!
Eliminate multiple locations
Contract the plant layout
Eliminate the "pipeline failures"
Reliability
Quality
People
Reduce "changeover times and lot sizes"
significantly
Use "mind technology" before applying high
technology!


Arvin Cell with 6 operators
Bend Pipe and
trim inlet end

Heat and form
inlet end

Size and
inspect/test

flange and product
assembly

Weld flange
brackets and
assembly

Dimension check
and leak test

Traditional Production Line 6 people
First pass work cell design 3 people
Second try work cell design 1 person
Floor Space
Reduction

nearly 50%
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%
The Name Game
JIT
Short Cycle Mfg.
Toyota Production
System
Synchronous Mfg.
Lean Manufacturing
Lean Production
Common Sense Mfg.
The Vision of Lean in the USA
Perhaps best stated by
James Womack, and
Daniel Jones in two
popular books

First
The Machine That Changed
the World (1990)


Unlocking the power of Lean
requires more than just
tools:
James Womack, and
Daniel Jones second
book

Lean Thinking (1996)
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)

Lean Production Challenges
Developing beyond the tools
Inculcating the concepts and values
of lean production into the fabric of an
organization
Working to truly improve continuously
Expanding lean efforts out to your
customers and to all your suppliers
Lean Production can lead to
lots of open questions
Thanks for your attention