Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 776 views

    Chap014 - JIT and Lean Operations

    Uploaded by

    spchheda4996
    The document discusses Just-in-Time (JIT) and lean operations. The ultimate goal of JIT is to achieve a balanced and smooth flow of materials through the production system with very little waste. Key aspects of JIT include reducing set-up times, implementing small lot sizes, level scheduling, visual control systems, and close supplier relationships. Transitioning to JIT requires management commitment, obtaining worker support, and converting suppliers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPS, PDF, TXT or read online from Scribd

    Chap014 - JIT and Lean Operations

    Uploaded by

    spchheda4996
    776 views31 pages
    The document discusses Just-in-Time (JIT) and lean operations. The ultimate goal of JIT is to achieve a balanced and smooth flow of materials through the production system with very little waste. Key aspects of JIT include reducing set-up times, implementing small lot sizes, level scheduling, visual control systems, and close supplier relationships. Transitioning to JIT requires management commitment, obtaining worker support, and converting suppliers.

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PPS, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document discusses Just-in-Time (JIT) and lean operations. The ultimate goal of JIT is to achieve a balanced and smooth flow of materials through the production system with very little waste. Key aspects of JIT include reducing set-up times, implementing small lot sizes, level scheduling, visual control systems, and close supplier relationships. Transitioning to JIT requires management commitment, obtaining worker support, and converting suppliers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPS, PDF, TXT or read online from Scribd
    Download as pps, pdf, or txt
    776 views31 pages

    Chap014 - JIT and Lean Operations

    Uploaded by

    spchheda4996
    The document discusses Just-in-Time (JIT) and lean operations. The ultimate goal of JIT is to achieve a balanced and smooth flow of materials through the production system with very little waste. Key aspects of JIT include reducing set-up times, implementing small lot sizes, level scheduling, visual control systems, and close supplier relationships. Transitioning to JIT requires management commitment, obtaining worker support, and converting suppliers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPS, PDF, TXT or read online from Scribd
    Download as pps, pdf, or txt
    You are on page 1of 31

    14-1 JIT and Lean Operations

    Operations Management

    William J. Stevenson

    8th edition
    S P CHHEDA & CO
    14-2 JIT and Lean Operations

    S P CHHEDA & CO
    14-3 JIT and Lean Operations

    JIT/Lean Production

     Just-in-time (JIT): A highly coordinated


    processing system in which goods move
    through the system, and services are
    performed, just as they are needed,
     JIT   lean production
     JIT  pull (demand) system
     JIT operates with very little “fat”

    S P CHHEDA & CO
    14-4 JIT and Lean Operations

    Goal of JIT
    The ultimate goal of JIT is a balanced
    system.

    Achieves a smooth, rapid flow of


    materials through the system

    S P CHHEDA & CO
    Summary JIT Goals and Building
    14-5 JIT and Lean Operations

    Blocks
    Figure 14.1

    Ultimate A
    Goal balanced
    rapid flow

    Supporting
    Goals Eliminate disruptions
    Make the system flexible Eliminate waste

    Product Process Personnel Manufactur- Building


    Design Design Elements ing Planning Blocks

    S P CHHEDA & CO
    14-6 JIT and Lean Operations

    Supporting Goals

     Eliminate disruptions
     Make system flexible
     Eliminate waste, especially excess
    inventory

    S P CHHEDA & CO
    14-7 JIT and Lean Operations

    Sources of Waste
     Overproduction
     Waiting time
     Unnecessary transportation
     Processing waste
     Inefficient work methods
     Product defects

    S P CHHEDA & CO
    14-8 JIT and Lean Operations

    Big vs. Little JIT


     Big JIT – broad focus
     Vendor relations
     Human relations
     Technology management
     Materials and inventory management
     Little JIT – narrow focus
     Scheduling materials
     Scheduling services of production

    S P CHHEDA & CO
    14-9 JIT and Lean Operations

    JIT Building Blocks


     Product design
     Process design
     Personnel/organizational
    elements
     Manufacturing
    planning and control

    S P CHHEDA & CO
    14-10 JIT and Lean Operations

    Product Design
     Standard parts
     Modular design
     Highly capable production systems
     Concurrent
    engineering

    S P CHHEDA & CO
    14-11 JIT and Lean Operations

    Process Design
     Small lot sizes
     Setup time reduction
     Manufacturing cells
     Limited work in process
     Quality improvement
     Production flexibility
     Little inventory storage

    S P CHHEDA & CO
    14-12 JIT and Lean Operations

    Benefits of Small Lot Sizes


    Reduces inventory
    Less rework
    Less storage space
    Problems are more apparent
    Increases product flexibility
    Easier to balance operations

    S P CHHEDA & CO
    14-13 JIT and Lean Operations

    Production Flexibility
     Reduce downtime by reducing
    changeover time
     Use preventive maintenance to
    reduce breakdowns
     Cross-train workers to help clear
    bottlenecks

    S P CHHEDA & CO
    14-14 JIT and Lean Operations

    Production Flexibility (cont’d)


     Use many small units of capacity
     Use off-line buffers
     Reserve capacity for important customers

    S P CHHEDA & CO
    14-15 JIT and Lean Operations

    Quality Improvement
     Autonomation
     Automatic detection of defects during production
     Jidoka
     Japanese term for autonomation

    S P CHHEDA & CO
    14-16 JIT and Lean Operations

    Personnel/Organizational Elements
     Workers as assets
     Cross-trained workers
     Continuous
    improvement
     Cost accounting
     Leadership/project
    management

    S P CHHEDA & CO
    14-17 JIT and Lean Operations

    Manufacturing Planning and Control


     Level loading
     Pull systems
     Visual systems
     Close vendor relationships
     Reduced transaction
    processing
     Preventive maintenance

    S P CHHEDA & CO
    14-18 JIT and Lean Operations

    Pull/Push Systems

     Pull system: System for moving work


    where a workstation pulls output from
    the preceding station as needed. (e.g.
    Kanban)
     Push system: System for moving work
    where output is pushed to the next
    station as it is completed

    S P CHHEDA & CO
    14-19 JIT and Lean Operations

    Kanban Production Control System

     Kanban: Card or other device that


    communicates demand for work or
    materials from the preceding station
     Kanban is the Japanese word meaning
    “signal” or “visible record”
     Paperless production control system
     Authority to pull, or produce comes
    from a downstream process.

    S P CHHEDA & CO
    14-20 JIT and Lean Operations

    Kanban Formula

    DT(1+X)
    N =
    C
    N = Total number of containers
    D = Planned usage rate of using work center
    T = Average waiting time for replenishment of parts
    plus average production time for a
    container of parts
    X = Policy variable set by management
    - possible inefficiency in the system
    C = Capacity of a standard container
    S P CHHEDA & CO
    14-21 JIT and Lean Operations

    Traditional Supplier Network


    Figure 14.4a

    Buyer
    Buyer
    Supplier
    Supplier Supplier
    Supplier
    Supplier
    Supplier

    Supplier
    Supplier Supplier
    Supplier Supplier
    Supplier Supplier
    Supplier

    S P CHHEDA & CO
    14-22 JIT and Lean Operations

    Tiered Supplier Network


    Figure 14.4b
    Buyer
    Buyer

    First Tier Supplier Supplier


    Supplier

    Second Tier Supplier Supplier


    Supplier Supplier
    Supplier

    Third Tier Supplier Supplier


    Supplier Supplier
    Supplier Supplier
    Supplier Supplier
    Supplier

    S P CHHEDA & CO
    14-23 JIT and Lean Operations

    Comparison of JIT and Traditional


    Table 14.3

    Factor Traditional JIT


    Inventory Much to offset Minimal necessary to
    forecast errors, late operate
    deliveries
    Deliveries Few, large Many, small

    Lot sizes Large Small

    Setup; Few, long runs Many, short runs


    runs
    Vendors Long-term Partners
    relationships are
    unusual
    Workers Necessary to do the Assets
    work S P CHHEDA & CO
    14-24 JIT and Lean Operations

    Transitioning to a JIT System


     Get top management commitment
     Decide which parts need most effort
     Obtain support of workers
     Start by trying to reduce setup times
     Gradually convert operations
     Convert suppliers to JIT
     Prepare for obstacles

    S P CHHEDA & CO
    14-25 JIT and Lean Operations

    Obstacles to Conversion

     Management may not be committed


     Workers/management may not be
    cooperative
     Suppliers may
    resist
     Why?

    S P CHHEDA & CO
    14-26 JIT and Lean Operations

    JIT in Services
    The basic goal of the demand flow technology in
    the service organization is to provide optimum
    response to the customer with the highest
    quality service and lowest possible cost.
     Eliminate disruptions
     Make system flexible
     Reduce setup and lead times
     Eliminate waste
     Minimize WIP
     Simplify the process

    S P CHHEDA & CO
    14-27 JIT and Lean Operations

    JIT II

     JIT II: a supplier representative works


    right in the company’s plant, making
    sure there is an appropriate supply on
    hand.

    S P CHHEDA & CO
    14-28 JIT and Lean Operations

    Benefits of JIT Systems


     Reduced inventory levels
     High quality
     Flexibility
     Reduced lead times
     Increased productivity

    S P CHHEDA & CO
    14-29 JIT and Lean Operations

    Benefits of JIT Systems (cont’d)


     Increased equipment utilization
     Reduced scrap and rework
     Reduced space requirements
     Pressure for good vendor relationships
     Reduced need for indirect labor

    S P CHHEDA & CO
    14-30 JIT and Lean Operations

    Elements of JIT
    Table 14.4
     Smooth flow of work (the ultimate goal)
     Elimination of waste
     Continuous improvement
     Eliminating anything that does not add
    value
     Simple systems that are easy to manage
     Use of product layouts to minimize
    moving materials and parts
     Quality at the source

    S P CHHEDA & CO
    14-31 JIT and Lean Operations

    Elements of JIT (cont’d)


    Table 14.4

     Poka-yoke – fail safe tools and methods


     Preventative maintenance
     Good housekeeping
     Set-up time reduction
     Cross-trained employees
     A pull system

    S P CHHEDA & CO

    You might also like