Employability skills (a)

1. Employability skills (a) Employers value people who: • fit well into their team and workplace • use initiative to solve routine problems • work productively • have good time-management skills • are committed to continuous learningand improvement. Slide 1: MSACMT221A Apply just-in-time (JIT) procedures

2. Employability skills (b) Employability skills can: • help you gain employment • make you a productive and valuable worker • increase your chances of promotion. Slide 2: MSACMT221A Apply just-in-time (JIT) procedures

3. Employability skills (c) Employability skills developed in MSACMT221A Apply just-in-time (JIT) procedures: • Communication • Teamwork • Problem-solving • Self-management • Planning & organising • Technology • Lifelong learning • Initiative & enterprise Slide 3: MSACMT221A Apply just-in-time (JIT) procedures

4. Competitive (lean) manufacturing To be competitive companies must: • keep customers satisfied • increase efficiency • reduce costs • reduce waste • respond quickly • continuously improve • have enthusiastic and skilled staff. Slide 4: MSACMT221A Apply just-in-time (JIT) procedures

5. Seven types of waste in manufacturing • Overproduction • Defects • Inventory • Motion • Processing • Transportation • Waiting Slide 5: MSACMT221A Apply just-in-time (JIT) procedures

6. Lean manufacturing tools(Kaizens) • 5S • Pull systems (kanban) • Value-stream mapping • Just-in-time production • Total productive maintenance • Takt time • Heijunka Slide 6: MSACMT221A Apply just-in-time (JIT) procedures

7. Lean manufacturing tools (Kaizens) cont … • Jidoka • Visual process control • Error-proofing (poka-yoke) • Waste (muda) elimination • Cellular/flow production • Set-up/changeover reduction Slide 7: MSACMT221A Apply just-in-time (JIT) procedures

8. What is just-in-time (JIT)? JIT is a system that produces to order instead of producing to schedule. JIT gets what is needed: • when it is needed • in the quantity needed • to the person who needs it • in the shortest possible time. Slide 8: MSACMT221A Apply just-in-time (JIT) procedures

9. JIT terms Takt time – the available production time divided by the customer-demanded quantity for a given period. Pull scheduling – producing only what customers want. Push scheduling – the manufacturer decides when and how much of a product will be produced. Kanban – signals customer demand; for example, cards, tickets, email. Flow authorisation – a system that authorises the worker to make a product. Slide 9: MSACMT221A Apply just-in-time (JIT) procedures

10. Benefits of JIT • Promotes efficiency and effectiveness through: • smaller production lots • faster turnaround times • improved quality. • Encourages quick changeovers. • Increases employee involvement in problem solving and decision making. • Lowers inventory. Slide 10: MSACMT221A Apply just-in-time (JIT) procedures

11. IntroductionPrepare for just-in-time Just-in-time requires a great deal of preparation and discipline to achieve. Anumber of prerequisites need to be in place before you can make the transition to JIT. This introduction explains how to: • Understand what customers perceive as value • Identify the value stream • Make improvements to the flow of products Slide 11: MSACMT221A Apply just-in-time (JIT) procedures

12. What the customer wants • Quality – is it good enough? • Cost – is it the right price? • Delivery – can I get it when I need it? Slide 12: MSACMT221A Apply just-in-time (JIT) procedures

13. Process map symbols Slide 13: MSACMT221A Apply just-in-time (JIT) procedures

14. Process mapProcess mapping current state Slide 14: MSACMT221A Apply just-in-time (JIT) procedures

15. Process mapProcess mapping future state Slide 15: MSACMT221A Apply just-in-time (JIT) procedures

16. Value-stream map Value-stream map (current state) Slide 16: MSACMT221A Apply just-in-time (JIT) procedures

17. Chapter 1Respond to indicators of demand This chapter explains how to: 1.1 Identify pull of product through work role 1.2 Recognise indicator of flow authorisation 1.3 Identify production required Slide 17: MSACMT221A Apply just-in-time (JIT) procedures

18. Indicators of demand • A work order • A fax • An empty container • An empty space in an outbound stock point • A ticket or card • An email • Verbal instructions Slide 18: MSACMT221A Apply just-in-time (JIT) procedures

19. Kanbans A kanban signals customer demand. Kanbans may be: • cards • work orders • faxes or emails • containers or locations. Slide 19: MSACMT221A Apply just-in-time (JIT) procedures

20. Chapter 2Make products to demand This chapter explains how to: 2.1 Make product as required by ticket 2.2 Identify factors likely to prevent demand being satisfied 2.3 Take action in accordance with procedures Slide 20: MSACMT221A Apply just-in-time (JIT) procedures

21. What the indicator must tell you • What needs to be made? • How many of the items are needed? • Who needs it? • When it is needed? • Where you need to deliver it? Slide 21: MSACMT221A Apply just-in-time (JIT) procedures

22. Production problems • Man; for example, change in customer orders or staffing problems. • Machine; for example, equipment failures. • Method; for example, problems with production. • Material; for example, problems with suppliers. Slide 22: MSACMT221A Apply just-in-time (JIT) procedures

23. Kanban rules • Only downstream operations can request production. • Only produce what is requested on the kanban. • Authorisation to produce is only made by cards or signals. • Each kanban card loops between pairs of workstations. • Only good parts are sent downstream. • Components are only manufactured in the order that the kanban card is received. • Be more efficient and gradually reduce the number of cards needed. Slide 23: MSACMT221A Apply just-in-time (JIT) procedures

24. Chapter 3Update demand information as required Once the order has been fulfilled you must ensure: • the order is delivered • relevant paperwork and information is updated. This chapter explains how to: 3.1 Record information on ticket to procedures 3.2 Facilitate operation of flow authorisation Slide 24: MSACMT221A Apply just-in-time (JIT) procedures

25. Chapter 4Recommend improvements Once all of the elements are in place – customer, value stream, flow and pull – focus on applying JIT to meet customer orders. This chapter explains how to: 4.1 Examine how the JIT system operates 4.2 Identify areas for improvement 4.3 Recommend improvements Slide 25: MSACMT221A Apply just-in-time (JIT) procedures

26. Continuous improvement • Improvement is implemented across all areas of a company. • The focus of improvement is on using knowledge, not spending a lot of money. • Waste in any form should be identified and eliminated. • Everyone is involved in the improvement process. • Significant improvements are not made quickly or in large steps but in small increments. Slide 26: MSACMT221A Apply just-in-time (JIT) procedures

27. Visual management Techniques include: • visual display boards • shadow boards • visual control boards • painted floors to identify work areas, storage areas, finished product areas etc. • motivational statements Slide 27: MSACMT221A Apply just-in-time (JIT) procedures

28. Visual management cont … • visual performance measurements • standard work boards • sign boards • labels and colour-coding time savers • pictorial procedures. Slide 28: MSACMT221A Apply just-in-time (JIT) procedures

29. Visual management cont … Visual controls should be: • focused • simple • easy to see and read • not too busy • colourful. Slide 29: MSACMT221A Apply just-in-time (JIT) procedures

30. Ways to recommend improvements • Meetings • Memos • Project registers • Brainstorming sessions • Feedback systems Slide 30: MSACMT221A Apply just-in-time (JIT) procedures