1 / 20

Just-In-Time

Just-In-Time. “Eliminate Waste”. Flexible Resources. Multifunctional workers Operate more than one machine General-purpose machines Machines that were not highly specialized. Cellular Layouts. Manufacturing cells Often U-shaped

keaton-knox
Download Presentation

Just-In-Time

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Just-In-Time “Eliminate Waste”

  2. Flexible Resources • Multifunctional workers • Operate more than one machine • General-purpose machines • Machines that were not highly specialized

  3. Cellular Layouts • Manufacturing cells • Often U-shaped • Work flows through cell in one direction and experiences little waiting

  4. Pull System • Coordinating production and delivery of materials and parts • Traditionally, inventory has been used as a cushion against lapses in coordination and inventory can be huge • Pull system observed at US supermarkets • Marina Safeway example

  5. Pull System • Do not order more product than can be used • (or items that can be sold) • Reversal of normal ‘push’ system

  6. Kanban Production Control System • Japanese word for ‘card’ • Associated with fixed-quantity inventory system • Two-bin system Kanban

  7. Small-Lot Production • Requires less space and capital • Produces small amounts at a time • Processes can be moved closer together • Transport between stations is simplified • Quality problems are easier to detect • Reveals errors and bottlenecks • HP video

  8. Lead Time • Processing time • Can be reduced by reducing number of items processed and the efficiency or speed of the worker • Move time • Can be decreased if machines are moved closer together, method of movement simplified, routings are standardized, or need for movement eliminated • Con’t

  9. Lead Time • Waiting Time • Can be reduced through better scheduling of materials, workers, machines and sufficient capacity • Setup Time • Reduction of setup time is important to JIT

  10. Quick Setups • Separate internal setup from external setup • Internal setup requires the machine to be stopped • External setup can be done while machine is running • Convert internal setup to external setup • Prepare as much as possible in advance (preheating injection mold, standardizing die heights, centering die, etc)

  11. Quick Setups • Streamline all aspects of setup • Organize workplace properly locating tools near points of use • Keep machines and fixtures in good repair • Simplify or eliminate adjustments • precoding desired settings, using locator pins, etc. • Perform setup activities in parallel or eliminate • Add a person, standardize components, parts, materials

  12. Uniform Production Levels • Smoothing production requirements on the final assembly line • Better forecast • Mixed production throughout the day in small quantities

  13. Quality at the Source • For JIT to work, quality has to be high • No extra inventory to buffer against defective units • Producing poor-quality items and reworking items or rejecting them is wasteful • Workers are responsible for inspection • NEVER pass along defective item

  14. Quality at the Source • Jidoka • Authority to stop production line if quality problems were encountered • Andons • Call lights activated by switches • Undercapacity scheduling • Making time to plan, train, solve problems, maintain work environment

  15. Quality at the Source • Visual control • Quality improves when problems are made visible and workers have clear expectations of performance • Kanbans, andons, process control charts, tool boards, material handling routes clearly marked, demos, instructional photos, performance data

  16. Quality at the Source • Poka-yoke • Foolproof device or mechanism that prevents defects from occurring • Kaizen • Continuous improvement

  17. Total Productive Maintenance • Breakdown maintenance • Preventive maintenance • Total Productive Maintenance • Accurate records on time between breakdowns • Frequency of breakdowns • Costs of breakdowns • Determine a preventive maintenance schedule • Employee involvement • Zero defects

  18. Supplier Networks • Working with suppliers to improve responsiveness and quality • Trends: • Locate near the customer • Use small, side-loaded trucks and ship mixed loads • Consider establishing small warehouses near to the customer • Use standardized containers and make deliveries according to a precise delivery schedule • Become a certified supplier and accept payment at regular intervals rather than upon delivery

  19. Benefits of JIT • Reduced inventory • Improved quality • Lower costs • Reduced space requirements • Shorter lead time • Increased productivity

  20. Benefits of JIT • Greater flexibility • Better relations with suppliers • Simplified scheduling and control activities • Increased capacity • Better use of human resources • More product variety

More Related