We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byDamaris Ades
Modified over 2 years ago
© Wiley 2007 Chapter 7 – Just-in-Time and Lean Systems Operations Management by R. Dan Reid & Nada R. Sanders 3rd Edition © Wiley 2007 PowerPoint Presentation by R.B. Clough – UNH M. E. Henrie - UAA
© Wiley 2007 Learning Objectives Explain the core beliefs of the JIT philosophy Describe the meaning of waste in JIT Explain the differences between push and pull systems Explain the key elements of JIT manufacturing
© Wiley 2007 Learning Objectives - continued Explain the elements of TQM and their role in JIT Describe the role of people in JIT and why respect for people is so important Understand impact of JIT on service and manufacturing Understand functional impact of JIT on all areas
© Wiley 2007 Just-in-Time JIT philosophy means getting the right quantity of goods at the right place and the right time JIT exceeds the concept of inventory reduction JIT is an all-encompassing philosophy found on eliminating waste Waste is anything that does not add value A broad JIT view is one that encompasses the entire organization
© Wiley 2007 Philosophy of Just-in-Time JIT originated in Japan, post WWII Driven by a need survive after the devastation caused by the war JIT gained worldwide prominence in the 1970s Toyota Motor Co. developed JIT
© Wiley 2007 The Philosophy of JIT - continued Often termed Lean Systems All waste must be eliminated- non value items Broad view that entire organization must focus on the same goal - serving customers JIT is built on simplicity- the simpler the better Focuses on improving every operation- Continuous improvement - Kaizen Visibility – all problems must be visible to be identified and solved Flexibility to produce different models/features
© Wiley 2007 Three Elements of JIT
© Wiley 2007 Three Elements of JIT - continued JIT manufacturing focuses on production system to achieve value-added manufacturing TQM is an integrated effort designed to improve quality performance at every level Respect for people rests on the philosophy that human resources are an essential part of JIT philosophy
© Wiley 2007 Elements of JIT Manufacturing JIT Manufacturing is a philosophy of value- added manufacturing Achieved by Inventory reduction - exposes problems Kanbans & pull production systems Small lots & quick setups Uniform plant loading Flexible resources Efficient facility layouts
© Wiley 2007 Role of Inventory Reduction Inventory = Lead Time (less is better) Inventory hides problems
© Wiley 2007 The Pull System
© Wiley 2007 Number of Kanbans Required N = number of containers D = demand rate at the withdraw station T = lead time from supply station C = container size S = safety stock
© Wiley 2007 Computing the Number of Kanbans: an aspirin manufacturer has converted to JIT manufacturing using kanban containers. They wish to determine the number of containers at the bottle filling operation which fills at a rate of 200 per hour. Each container holds 25 bottles, it takes 30 minutes to receive more bottles, safety stock is 10% of demand during LT.
© Wiley 2007 Small Lot Sizes & Quick Setups Small lots mean less average inventory and shorten manufacturing lead time Small lots with shorter setup times increase flexibility to respond to demand changes Strive for single digit setups- < 10 minutes Setup reduction process is well-documented External tasks- do as much preparation while present job is still running Internal tasks- simplify, eliminate, shorten steps involved with location, clamping, & adjustments Ultimate goal is single unit lot sizes
© Wiley 2007 Uniform Plant Loading A level schedule is developed so that the same mix of products is made every day in small quantities Leveling the schedule can have big impact along whole supply chain
© Wiley 2007 Flexible Resources Moveable, general purpose equipment: Portable equipment with plug in power/air E.g.: drills, lathes, printer-fax-copiers, etc. Capable of being setup to do many different things with minimal setup time Multifunctional workers: Workers assume considerable responsibility Cross-trained to perform several different duties Trained to also be problem solvers
© Wiley 2007 Effective Facility Layouts Workstations in close physical proximity to reduce transport & movement Streamlined flow of material Often use: Cellular Manufacturing (instead of process focus) U-shaped lines: (allows material handler to quickly drop off materials & pick up finished work)
© Wiley 2007 Traditional Process Focused Layout Jumbled flows, long cycles, difficult to schedule
© Wiley 2007 JIT Cellular Manufacturing Product focused cells, flexible equipment, high visibility, easy to schedule, short cycles
© Wiley 2007 JIT and TQM- Partners Build quality into all processes Focus on continuous improvement - Kaizen Quality at the source- sequential inspection Jidoka (authority to stop line) Poka-yoke (fail-safe all processes) Preventive maintenance- scheduled Work environment- everything in its place, a place for everything
© Wiley 2007 Respect for People: The Role of Employees Genuine and meaningful respect for associates Willingness to develop cross-functional skills JIT uses bottom-round management – consensus management by committees or teams Actively engage in problem-solving (quality circles) Everyone is empowered Everyone is responsible for quality: understand both internal and external customer needs
© Wiley 2007 Respect for People: The Role of Employees Associates gather performance data Team approaches used for problem-solving Decisions made from bottom-up Everyone is responsible for preventive maintenance
© Wiley 2007 The Role of Management Responsible for culture of mutual trust Serve as coaches & facilitators Support culture with appropriate incentive system including non-monetary Responsible for developing workers Provide multi-functional training Facilitate teamwork
© Wiley 2007 Supplier Relationships and JIT Use single-source suppliers when possible Build long-term relationships Work together to certify processes Co-locate facilities to reduce transport if possible Stabilize delivery schedules Share cost & other information Early involvement during new product designs
© Wiley 2007 Benefits of JIT Reduction in inventories Improved quality Shorter lead times Lower production costs Increased productivity Increased machine utilization Greater flexibility
© Wiley 2007 Implementing JIT Starts with a company shared vision of where it is and where it wants to go Management needs to create the right atmosphere Implementation needs a designated Champion Implement the sequence of following steps Make quality improvements Reorganize workplace Reduce setup times
© Wiley 2007 Implementing JIT - continued Reduce lot sizes & lead times Implement layout changes Cellular manufacturing & close proximity Switch to pull production Develop relationship with suppliers
© Wiley 2007 JIT in Services Most of the JIT concepts apply equally to Service companies Improved quality such as timeliness, service consistency, and courtesy Uniform facility loading to provide better service responsiveness Use of multifunction workers Reduction in cycle time Minimizing setup times and parallel processing Workplace organization
© Wiley 2007 JIT across the organization JIT eliminates organizational barriers and improves communications Accounting changes or relies on activity-based costing Marketing by interfacing with the customers Finance approves and evaluates financial investments Information systems create the network of information necessary for JIT to function
© Wiley 2007 Chapter 7 Highlights JIT is a philosophy that was developed by the Toyota Motor Company in the mid-1970s. It has since become the standard of operation for many industries. It focuses on simplicity, eliminating waste, taking a broad view of operations, visibility, and flexibility. Three key elements of this philosophy are JIT manufacturing, total quality management, and respect for people. JIT views waste as anything that does not add value.
© Wiley 2007 Chapter 7 Highlights Traditional manufacturing systems use push production, where as JIT uses pull production. Push systems anticipate future demand and produce in advance in order to have products in place when demand occurs. This system usually results in excess inventory. Pull systems work backwards. They last workstation in the production line requests the precise amounts of materials required.
© Wiley 2007 Chapter 7 Highlights (Continued) JIT manufacturing is a coordinated production system that enables the right quantities or parts to arrive when they are needed precisely where they are needed. Key elements of JIT manufacturing are the pull system and kanban production, small lot sizes and quick setups, uniform plant loading, flexible resources, and streamlined layout.
© Wiley 2007 Chapter 7 Highlights (Continued) TQM creates an organizational culture that defines quality as seen by the customer. The concepts of continuous improvement and quality at the source are integral to allowing for continual growth and the goal of identifying the causes of quality problems.
© Wiley 2007 Chapter 7 Highlights (Continued) JIT considers people to be the organizations most important resource. JIT is equally applicable in service organizations, particularly with the push toward time-based competition and the need to cut costs. JIT success is dependent on interfunctional coordination and effort.
© Wiley 2007 The End Copyright © 2007 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United State Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.
Chapter 7 Just-in-Time and Lean Systems. OUTLINE The Philosophy of JIT Elements Of JIT Just-In-Time Manufacturing Total Quality Management Respect for.
© Wiley 2007 Chapter 7 – Just-in-Time and Lean Systems JIT philosophy Meaning of waste in JIT Differences bet. “push” and “pull” systems Key elements of.
Chapter 7 – Just-in-Time and Lean Systems Operations Management by R. Dan Reid & Nada R. Sander s 2 nd Edition © Wiley 2005 PowerPoint Presentation by.
Reid & Sanders, Operations Management © Wiley 2002 Just-In-Time Systems 7 C H A P T E R.
© Wiley Chapter 7 – Just-in-Time and Lean Systems Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition © Wiley 2010.
Just-in-Time (JIT) and Lean Systems Chapter 7. MGMT 326 Foundations of Operations Introduction Strategy Quality Assurance Facilities Planning & Control.
Just-in-Time (JIT) and Lean Systems Chapter 7. Management 326 Operations and Operations Strategy Designing an Operations System Managing an Operations.
Chapter 7 Just-In-Time and Lean Systems. Just-In-Time (JIT) Getting the right goods to the right place at the right time. In an ideal JIT system, inventory.
Module: JIT & Lean Systems Operations Management as a Competitive Weapon.
Just-in-Time and Lean Systems Just-in-Time and Lean Systems.
Chapter 7 Just-in-Time and Lean Systems Operations Management by R. Dan Reid & Nada R. Sander s 2 nd Edition © Wiley 2005 PowerPoint Presentation by R.B.
JUST IN TIME. Just in Time Getting the right quantity of goods at the right place at the right time.
© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 3 rd Edition © Wiley 2007 PowerPoint.
© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition © Wiley 2010.
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved. OPIM 310 –Lecture #8 Just-In-Time.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Lean Systems Operations Management Chapter 16 Roberta Russell.
Lean Production Lecture Outline Basic Elements of Lean Production Benefits of Lean Production Implementing Lean Production Lean.
Chapter 16 - Lean Systems Focus on operations strategy, process, technology, quality, capacity, layout, supply chains, and inventory. Operations systems.
© Wiley Chapter 2 - Operations Strategy and Competitiveness Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
Reid & Sanders, Operations Management © Wiley 2002 Operations Strategy & Competitiveness 2 C H A P T E R.
JIT and Lean Operations. Learning Objectives Explain what is meant by the term lean operations system. List each of the goals of JIT and explain its.
Reid & Sanders, Operations Management © Wiley 2002 Facility Layout 10 C H A P T E R.
MBA.782.J.I.T.CAJ Operations Management Just-In-Time J.I.T. Philosophy Characteristics of J.I.T. J.I.T. in Services J.I.T. Implementation Issues.
1 What is JIT Inventory? The minimum amount of inventory necessary to keep a perfect system running smoothly Objective is to minimize the stock of parts.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Lean Production Operations Management - 5 th Edition Chapter.
CHAPTER 15 JIT and Lean Operations McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill.
CHAPTER 15 LEAN SYSTEM. THE CONCEPTS Operation systems that are designed to create efficient processes by taking a total system perspective Known as zero.
JIT and Lean Operations Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent.
Chapter 10 – Facility Layout Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint Presentation by R.B. Clough -
Chapter 10 Lean Systems and Six-Sigma Quality 10-1.
14-1JIT and Lean Operations William J. Stevenson Operations Management 8 th edition.
+ Just In Time Alissa Brink Gabriela Iasevoli Jason Oesterle Joey Tamburo.
Just-In-Time “Eliminate Waste”. Flexible Resources Multifunctional workers –Operate more than one machine General-purpose machines –Machines that were.
Scheduling for Low-volume Operations Chapter 15 Operations Management by R. Dan Reid & Nada R. Sanders 2nd Edition © Wiley 2005 PowerPoint Presentation.
PRODUCTION & OPERATIONS MANAGEMENT Module II JIT & LEAN PRODUCTION Prof. A.Das, MIMTS.
© Wiley Chapter 10 – Facility Layout Operations Management by R. Dan Reid & Nada R. Sanders 4th Edition © Wiley 2010.
16-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Cost Management, Second Canadian Edition LO1 Explain how value chain analysis, supply chain, and JIT are used to improve operations LO2 Explain target.
Management, 6e Schermerhorn Prepared by Cheryl Wyrick California State Polytechnic University Pomona John Wiley & Sons, Inc.
1 DSCI 3123 Inputs and Outputs to Aggregate Production Planning Aggregate Production Planning Company Policies Financial Constraints Strategic Objectives.
Chapter 10 Structuring Organizations Management 1e Management 1e Management 1e - 2 Management 1e Learning Objectives Explain how.
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Chapter 15 Just-In-Time Systems.
JIT and Lean Operations Group Members:. JIT/Lean Production Just-in-time (JIT): A highly coordinated processing system in which goods move through the.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 15 JIT and Lean Operations.
Chapter 7-1. Chapter 7-2 Chapter 7 Accounting Information Systems Accounting Principles, Ninth Edition.
© 2017 SlidePlayer.com Inc. All rights reserved.