Jit ppt on manufacturing plant

Appendix C Manufacturing Information Systems MANAGEMENT INFORMATION SYSTEMS 8/E Raymond McLeod, Jr. and George Schell Copyright 2001 Prentice-Hall, Inc.

Quality Production Cost Vice president of manufacturing Other executives Plant Superintendent Manager of planning and control Manager of Engineering/ Manager of quality control Director of purchasing Manager of inventory control Other managers How Managers Use the Manufacturing Information System XXX X X X X X XXX XX XXXX XXX XXXX C-30 Summary n Manufacturing managers have applied computers –Physical –Conceptual n Inventory n MRP II n JIT/


© 2008 Prentice Hall, Inc.16 – 1 Operations Management Chapter 16 – JIT and Lean Operations PowerPoint presentation to accompany Heizer/Render Principles.

8 Toyota Motor Corporation  Largest vehicle manufacturer in the world with annual sales of over 9 million vehicles  Success due to two techniques, JIT and TPS  Continual problem solving is central to JIT  Eliminating excess inventory makes problems immediately/ costs  Four goals of JIT partnerships are:  Removal of unnecessary activities  Removal of in-plant inventory  Removal of in-transit inventory  Improved quality and reliability © 2008 Prentice Hall, Inc.16 – 26 JIT Partnerships Figure 16.2 © /


Just-In-Time Manufacturing. JOIN KHALID AZIZ  FRESH CLASSES  ICMAP STAGE 3  COST ACCOUNTING PERFORMANCE APPRAISAL  18 TH FEBRUARY 2010  INDIVIDUAL.

reduction of waste Central Themes Surrounding Just-In-Time  Simplicity  Quality  Elimination of Waste Prerequisites for JIT Implementation  A Reason for Changing  Executive Commitment  Strategic Manufacturing Plan  Commitment to Action Just-In-Time Techniques  Inventory Reduction as a Tool for Improvement  Supplier Relationships  Inventory “Pull”  Uniform Plant Loading Just-In-Time Techniques (cont’d)  Reduced Setup Times  Shop-Floor Layout and Production Cells/


Integria Logistics Oy Ltd New business concept for manufacturing networks Timo Koivumäki Vehicle component supplier network development project closing.

Integration Russian trading agency - Sales & trading - Value-added Manufacturing JIT -Localization -Customs & delivery Russian trading agency - Sales & trading - Value-added Manufacturing JIT -Localization -Customs & delivery Operational excellence, Supply Chain transparency, / Imperative documents for OEM audit a) Facility DUNS b) Purpose & Plant Location c) Production Capacity d) Production Process Chart e) Plant Equipment Plan f) Layout Plan (Plant & Warehouse) g) Investment Plan h) QSB compliance i) Flow/


1 u Supplier management issues u Supplier Development Outreach Program: Video: The case for Toyota u JIT Just-in Time Management Supplier Partnerships.

5 Supplier Development Outreach Program: The case for Toyota 6 Supply management statistics u Purchased inputs as percentage of total manufacturing costs (‘87) Japan69% U.S.58% u External sourcing percentages at the big three (Dyer 1993) GM 30/ to new parts u Resist vertical integration u Encourage suppliers to implement JIT purchasing 12 Just-In-Time Management philosophy Pull system though the plant WHAT IT IS Employee participation Industrial engineering/basics Continuing improvement Total quality control/


Chapter 4.1. Chapter 4.1 Definitions Business – The manufacture and/or sale of goods and/or services to meet the needs of a marketplace and to produce.

even further – Examples: Coke Zero, cell phones, Just-in-time (JIT) – This is a inventory control system that schedules products to arrive as they are needed for manufacturing or for supply to customers Chapter 4.1 Definitions Kanban – This is/in an optimal manner. – JIT is all about organizing/structuring a plant or warehouse so all resources including employees can function at their optimal level. JIT Article Describe the 2 different types of how the Japanese are loyal? JIT Article Describe the 2 different/


16 - 1© 2011 Pearson Education, Inc. publishing as Prentice Hall 16 JIT and Lean Operations PowerPoint presentation to accompany Heizer and Render Operations.

as Prentice Hall JIT Partnerships  JIT partnerships exist when a supplier and purchaser work together to remove waste and drive down costs  Four goals of JIT partnerships are:  Removal of unnecessary activities  Removal of in-plant inventory  Removal/ flexibility 16 - 66© 2011 Pearson Education, Inc. publishing as Prentice Hall Lean Operations in Services  The JIT techniques used in manufacturing are used in services  Suppliers  Layouts  Inventory  Scheduling 16 - 67© 2011 Pearson Education, Inc/


CHAPTER 15 JIT and Lean Operations McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill.

, and services are performed, just as they are needed, JIT   lean production JIT  pull (demand) system JIT operates with very little “ fat ” Goal of JIT The ultimate goal of JIT is a balanced system. Achieves a smooth, rapid flow of materials through the system Summary JIT Goals and Building Blocks Product Design Process Design Personnel Elements Manufactur- ing Planning Eliminate disruptions Make the system flexible Eliminate waste/


Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 15 JIT and Lean Operations.

possible by using resources in best possible way. 15-6 Summary JIT Goals and Building Blocks Figure 15.1 Product Design Process Design Personnel Elements Manufactur- ing Planning Eliminate disruptions Make the system flexible Eliminate waste A/  Minimize WIP  Simplify the process 15-54  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 15-55 Summary of Benefits of JIT  Reduced inventory levels  High quality  Flexibility  /


McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 15 JIT and Lean Operations.

JIT – broad focus  Vendor relations  Human relations  Technology management  Materials and inventory management  Little JIT – narrow focus  Scheduling materials  Scheduling services of production Big vs. Little JIT 15-11 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing/ 15-35  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 15-36 Benefits of JIT Systems  Reduced /


McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 15 JIT and Lean Operations.

JIT – broad focus  Vendor relations  Human relations  Technology management  Materials and inventory management  Little JIT – narrow focus  Scheduling materials  Scheduling services of production Big vs. Little JIT 15-11 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing/ 15-35  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 15-36 Benefits of JIT Systems  Reduced /


13-1 Learning Objectives  Explain what is meant by the term lean operations system.  List each of the goals of JIT and explain its importance.  List.

JIT – broad focus  Vendor relations  Human relations  Technology management  Materials and inventory management  Little JIT – narrow focus  Scheduling materials  Scheduling services of production Big vs. Little JIT 13-10 JIT a Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing/13-34  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 13-35 Benefits of JIT Systems  Reduced /


JIT and Lean Operations Group Members:. JIT/Lean Production Just-in-time (JIT): A highly coordinated processing system in which goods move through the.

time Unnecessary transportation Processing waste Inefficient work methods Product defects 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 JIT Building Blocks Product design Process design Personnel/organizational elements Manufacturing planning and control Product Design Standard parts Modular design Highly capable production systems/


McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 15 JIT and Lean Operations.

JIT – broad focus  Vendor relations  Human relations  Technology management  Materials and inventory management  Little JIT – narrow focus  Scheduling materials  Scheduling services of production Big vs. Little JIT 15-11 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing/ 15-35  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 15-36 Benefits of JIT Systems  Reduced /


Copyright © 2014 by McGraw-Hill Education (Asia). All rights reserved. 15 JIT and Lean Operations.

possible by using resources in best possible way. 15-6 Summary JIT Goals and Building Blocks Figure 15.1 Product Design Process Design Personnel Elements Manufactur- ing Planning Eliminate disruptions Make the system flexible Eliminate waste A/  Minimize WIP  Simplify the process 15-37  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II 15-38 Summary of Benefits of JIT  Reduced inventory levels  High quality  Flexibility  /


McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 9 JIT and Lean Operations.

while doing 9-8 Nguyễ Trí Dũng MSc.  Big JIT – broad focus  Vendor relations  Human relations  Technology management  Materials and inventory management  Little JIT – narrow focus  Scheduling materials  Scheduling services of production Big vs. Little JIT 9-9 Nguyễ Trí Dũng MSc. JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 9-10 Nguyễ Trí Dũng MSc/


Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Manufacturing Planning and Control MPC 6 th Edition Chapter.

31 Process Design Impact Scheduling Batch Manufacturing: Work Orders Repetitive Manufacturing: JIT/Kanban 8-32 Theory of Constraints (TOC) TOC focuses effort on bottleneck resources Bottlenecks limit the capacity of the entire plant Objective is to maximize throughput / change in culture. Traditional priority rules can play a role in scheduling non-bottleneck resources. Stability in manufacturing loads and capacity plans facilitates shop-floor execution. 8-44 Quiz – Chapter 8 Production activity control (PAC/


Fundamentals of Operations Management 4e© The McGraw-Hill Companies, Inc., 200314–1 Managerial Issues Using JIT as a tool for controlling the flow of materials,

supplier relationships on which successful implementation of JIT depends. Achieving production linearity in manufacturing and service operations. Fundamentals of Operations Management 4e© The McGraw-Hill Companies, Inc., 200314–2 JIT Logic JIT (just-in-time) –Is an integrated/Jidoka (quality at the source) (stop everything when something goes wrong) Just-in-Time Production Uniform Plant Loading Kanban Minimized Setup Times Fundamentals of Operations Management 4e© The McGraw-Hill Companies, Inc., 200314–7/


16 - 1© 2011 Pearson Education, Inc. publishing as Prentice Hall 16 JIT and Lean Operations PowerPoint presentation to accompany Heizer and Render Operations.

to delivery  The time between the arrival of raw materials and the shipping of the finished order is called manufacturing cycle time  A pull system increases throughput 16 - 12© 2011 Pearson Education, Inc. publishing as Prentice /Inc. publishing as Prentice Hall JIT Partnerships  JIT partnerships exist when a supplier and purchaser work together to remove waste and drive down costs  Four goals of JIT partnerships are:  Removal of unnecessary activities  Removal of in-plant inventory  Removal of in/


JIT and Lean Operations

Unnecessary transportation Processing waste Inefficient work methods Product defects JIT Building Blocks Product design Process design Personnel/organizational elements Manufacturing planning and control Product Design Standard parts Modular design /JIT II JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. Benefits of JIT Systems Reduced inventory levels High quality Flexibility Reduced lead times Increased productivity Benefits of JIT/


© DKD To be The Best Manufacturer of ‘WOW’ Automobiles in Asean DKD THE TOYOTA WAY An Abridged Version Philosophy (Long-Term Thinking) Process (Eliminate.

& delivering within tight time windows including making quality checks. Partner – Transfreight – Cross-docking needs for Toyota: Achieved JIT deliveries despite great distances in North America. Costs of Transportation went down considerably. Saves money on returnable containers. Transfreight / develop Battery Technology. E.g. Set up its own Electronics Plant instead of relying on Denso (used to be part of Toyota). © DKD To be The Best Manufacturer of ‘WOW’ Automobiles in Asean DKD Principle 11 … Respect /


Production and Operations Management: Manufacturing and Services PowerPoint Presentation for Chapter 8 Just-in-Time Production Systems Eighth Edition ©

Automated inspection u Line-stopping empowerment © The McGraw-Hill Companies, Inc., 1998 Irwin/McGraw-Hill 11 Minimizing Waste: JIT Production Produce......what is needed......when it’s needed......NOTHING MORE! © The McGraw-Hill Companies, Inc., 1998 Irwin/McGraw-Hill 12 Minimizing Waste: Uniform Plant Loading This does not mean building a single product. We need to maintain a stable mix of products/


Manufacturing with Kanban Supply into Production (233)

production process Key Process Steps Creation an maintenance of Kanban control cycles Creating Planned Independent Requirements and Material Requirements Planning (Plant) Classic Kanban: External Procurement with scheduling agreements Classic Kanban with JIT calls, calculation and alerting Classic Kanban: In-house production (repetitive manufacturing) with quantity signal and trigger point Classic Kanban: Stock transfer from warehouse with alerting Event-driven Kanban with packaging instructions/


PRODUCTIVE OPERATIONS SYSTEMS, E FFICIENCY & P RODUCTIVITY & JIT Prepared by Prof. Dr. Şevkinaz Gümüşoğlu using different references about POM.

O PERATIONS RESOURCES CONSIST OF WHAT WE TERM THE FIVE P; P EOPLE, PLANTS, PARTS, PROCESSES, PLANNING & C ONTROL T HE SYSTEMS VIEW OF OPERATIONS ALSO/ and bargaining Quality of work life Henry Ford’s focus was largely on manufacturing efficiency; By adopting fixed work-stations, Increasing task specialisation, Moving work to/.93/hr Ch 15 - 36 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e JIT I N S ERVICES Competition on speed & quality Multifunctional department store workers Work cells at fast-food/


Manufacturing with Kanban Supply into Production (233)

production process Key Process Steps Creation an maintenance of Kanban control cycles Creating Planned Independent Requirements and Material Requirements Planning (Plant) Classic Kanban: External Procurement with scheduling agreements Classic Kanban with JIT calls, calculation and alerting Classic Kanban: In-house production (repetitive manufacturing) with quantity signal and trigger point Classic Kanban: Stock transfer from warehouse with alerting Event-driven Kanban with packaging instructions/


Insurance Community Center A Center For Learning…A Community For Sharing www.InsuranceCommunityCenter.com 1 Insight on How to Insure a Manufacturing Risk.

Community Center A Center For Learning…A Community For Sharing www.InsuranceCommunityCenter.com Modern Manufacturing  From an insurance standpoint, the “JIT” concept should realize reductions in the need and cost of property insurance.  /Insurance Community Center A Center For Learning…A Community For Sharing www.InsuranceCommunityCenter.com 71 OwnedLeased Manufacturing Plant Office Warehouse Tradeshows Conventions Showrooms Retail Operations Insurance Community Center A Center For Learning…A Community/


Chapter 12 Just-in-Time and Lean Manufacturing. What is JIT? (Just-in-Time) An operations philosophy involving many techniques for improving the effectiveness.

-functional workers Worker-centered quality control Poka-yoke Autonomous inspection and counting Rigorous preventive maintenance Kanban Plant-wide involvement in work improvement projects Robots Computer-integrated manufacturing Produce to exact demand Eliminate waste Produce one-at-a-time Continuous improvement Respect people No contingencies Long-Term emphasis JIT STRATEGY QUALITY @ SOURCE Perfect Parts Every Time Operator Responsibility New Customer Definition New “Tool Kit/


M A N U F A C T U R I N G E X T E N S I O N P A R T N E R S H I P MTES maryland technology extension service Management Information Session Lean Manufacturing.

customer nApproximate increase in unit Avg. 208% Increase sales volume for specific major products since 1990 From “AMERICA’S BEST - INDUSTRYWEEK’S Guide to World-Class Manufacturing PlantsJIT/Continuous-flow Manufacturing199319941995 96% 96% 100% INDUSTRYWEEK - BEST PLANTS maryland technology extension service MTES 7 Lead Time Reduction Productivity Increase WIP Reduction Quality Improvement Space Utilization 0255075100 Percentage of Benefits Achieved FlexibilitySkill EnhancementVisual Mgmnt maryland/


16 - 1© 2011 Pearson Education 16 JIT, Lean Operations, and the Toyota Production System PowerPoint presentation to accompany Heizer and Render Operations.

problems and emphasizing continual improvement  Manufacturing cycle time is reduced  Push systems dump orders on the downstream stations regardless of the need 16 - 14© 2011 Pearson Education Just-In-Time (JIT)  Powerful strategy for improving operations/down costs  Four goals of JIT partnerships are:  Removal of unnecessary activities  Removal of in-plant inventory  Removal of in-transit inventory  Improved quality and reliability 16 - 18© 2011 Pearson Education JIT Partnerships Figure 16.2 16 -/


Lean Manufacturing & Six Sigma: A Short Introduction

for three days to focus on improvements on an area of a plant. Some Terminology Typical strategy in Kaizen Event is asking “why” / Gives feeling system is under control. Conveys that sloppiness is not tolerated. 4. JIT Purchasing Changes that can be implemented 1.  Sole source vs. multiple supply sources./ call resolution on support calls > Reduce service order cycle time Service Manufacturing Environment: > Reduce product manufacturing/assembly cycle time > Provide IT solutions – improve backup and recovery/


Copyright © 2000-2004 Six Sigma Academy International LLC All Rights Reserved Introduction To Just In Time (JIT)

TOTAL PRODUCTIVE MAINTENANCE PRODUCT AND PROCESS DESIGN PULL PROCESS PLANT LAYOUT SUPPLIER MANAGEMENT COMPLETION WITHIN TAKT TIME MULTI-FUNCTION ORGANIZATION STANDARD PROCESSES QUICK PROCESS CHANGEOVER PROCESS CAPABILITY JIT Relies On Many Factors Copyright © 2000-2004 Six/ we gain -Predictable Flow -Predictable WIP -Predictable Lead Time -Visual controls -Process intolerant of variation Pull Manufacturing Solution 1 2 3 4 FG Pull Copyright © 2000-2004 Six Sigma Academy International LLC All Rights Reserved/


JIT and Lean Operations Just-In-Time (JIT) Defined 1. JIT can be defined as an integrated set of activities designed to achieve high-volume production.

JIT – narrow focus Internal to organization 1.Scheduling materials 2.Scheduling services of production Big vs. Little JIT JIT and Lean Operations JIT Building Blocks 1. Product design 2. Process design 3. Personnel/organizational elements 4. Manufacturing planning and control JIT/ the Facility Load JIT and Lean Operations  JIT II: a supplier representative works right in the company’s plant, making sure there is an appropriate supply on hand. JIT II JIT and Lean Operations Benefits of JIT Systems 1. Reduced/


Lean Manufacturing & Just-in-Time

Total quality control Small lot sizes WHAT IT REQUIRES Kaizen 13 A Little History! Ford: Design for manufacturing Start with an article that suits and then study to find some way of eliminating the entirely useless parts/Materials Inventory Time Transportation Elimination of Waste 5S Group technology Quality at the source JIT production Kanban production control system Minimized setup times Uniform plant loading Focused factory networks 6 Minimizing Waste – 5S Japanese Translation English Seiri “Good/


Synchronous Management or Synchronous Manufacturing Chapter 5 or 7 Kevin Walker Harold Price Chad Bachman and Jeff Denney.

From History Ford’s Philosophy on Management and Productivity Fully Integrated Manufacturing System –Eliminated lost motion –Large companies stay within a certain size or it will be uncontrollable-a large plant is not economical! Ford’s System Maintaining a Product Flow / time to be transformed into fabricated parts. Kanban Systems Logistical ropes connect the various work stations and drive their JIT systems. Set up MPS which is determined by market demand. The projected daily demand for each product is the/


S12-1 1. Inventory Management - 60 Min 2. JIT - 30 Min 3. Case Discussion - 30 Min 4. “Final” Problems - 60 Min Agenda:

with costs of placing order and receiving goods  Setup costs  Setup costs - cost to prepare a machine or process for manufacturing an order  Excess at EOL  Excess at EOL - mark down, scrap  Stock-out costs  Stock-out costs /and wins orders S12-27  Incoming material and finished goods involve waste  Buyer and supplier form JIT partnerships  JIT partnerships eliminate  Unnecessary activities  In-plant inventory  In-transit inventory  Poor suppliers Suppliers S12-28  Few  Nearby  Repeat /


Principles and Practices of Lean Manufacturing

family, and belonging Kaizen Blitz: An Alternate Approach Definition: A business strategy which promotes rapid implementation of plant improvement ideas. Improvements Small Rapid Utilize minimal resources Kaizen Blitz: Strategy Discover problem Brainstorm solutions Apply rapid/ so they can not be mixed up Kanban Card system that helps control flow Very effective in establishing JIT manufacturing goals Easily understood and requires a relatively simple setup Card should be attached to a product container and /


KENWORTH PLANT TOUR TEAM MEMBERS: JILL RYAN DAN JELLEN SUCHITA KODE CHERYL VIDAMO WINTER 1996.

. OF ECOLOGY l STATE OF THE ART PLANT REOPENED MAY 1993 CAPACITY l TWO SHIFTS MANUFACTURING & ONE FOR MAINTENANCE l FINAL ASSEMBLY PLANT-KITTING l SMALL WAREHOUSE FACILITIES l ASSEMBLY NEAREST/ DELIVERY l ASSEMBLY LINE 1.5 FT/MIN AVG l FLEXIBLE WORKFORCE l TWO NW PLANTS TECHNOLOGY l PROSPECTOR - MATERIAL PROCESS SYSTEM & ENGINEERING DESIGN l STATE OF THE ART PLANT - PAINT EXCELLENCE l EDI AND JIT/


1 Lean Manufacturing Overview 2 Definition Definition Waste identification and reduction Waste identification and reduction Cellular Manufacturing Cellular.

machine maintenance Orderly, clean workplace Orderly, clean workplace Pull production being used Pull production being used JIT inventory control JIT inventory control Factory layout in work cell arrangement by products Factory layout in work cell arrangement by /a patient from admission to discharge. In a printing company, youd follow a job from start to delivery. In a manufacturing plant, youd follow the product from order to delivery. 29 Design for One-Piece Flow 2. Ignore traditional boundaries, layouts/


JUST IN TIME Operational Systems for ManufacturingJIT and Lean Production.

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 Reliability Quality Quality People People Reduce "changeover times” and “lot sizes" / by 78% l 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/


1 Session 21 Implementing JIT Manufacturing Session 21 Implementing JIT Manufacturing John Striebich Copeland Corporation.

1 Session 21 Implementing JIT Manufacturing Session 21 Implementing JIT Manufacturing John Striebich Copeland Corporation 2 CopelandCopeland 3 Copeland Worldwide 5 Plants14 Plants5 Plants Belgium Berlin, Welkenraedt, England Thatcham, Kolin, Germany / Lean Operations Copeland Corporation Stabilization And Responsiveness Sales And Operations Planning Stabilization – Use Of Pull Systems Manufacturing Cycle Time (MCT)/ Lead-time Reduction Supply Chain Management Metrics 7 Sales and Operations Planning Material /


Lean Manufacturing CHAPTER 9. After completing the chapter you will:  Learn how a production pull system works  Study Toyota Production System concepts.

Lean Manufacturing CHAPTER 9 After completing the chapter you will:  Learn how a production pull system works  Study/Focused factory networks  Group technology  Quality at the source  JIT production  Uniform plant loading  Kanban production control system  Minimized setup times  Small specialized plants rather than large vertically integrated mfg. facilities ◦ Toyota has 12 plants located around Toyota City  Plants designed for one purpose can be constructed and operated more economically. /


Materials and Components Candidates should have a knowledge and understanding of the processes and techniques which aid manufacture and of the commercial.

cover 6-7% of the earth’s surface, contain over half of all the plant and animal species in the world! Box Project – Lesson 3, slide 8. Re-Manufacture it Manufactured Board WHERE? They are manmade materials based on wood. They come in many / or consumer Consumer Issues Methods of production Candidates should: understand that products are manufactured to different scales of production i.e. one-offs, batch, mass, continuous, just in time (JIT); design and make for one-off, batch and mass production; work as/


©2013 – James R. Morrison – UIUC ISE Seminar – August 22, 2013 Recent Directions in the Theory of Flow Lines with Applications to Semiconductor Manufacturing.

(1) Flow lines serve as prototype models – Automobile assembly plants – Printed circuit board manufacturing – Production lines – Manufacturing equipment Well known application – HP printer manufacturing line redesigned using approximate decomposition models for flow lines (M./2012) include setups – State-dependent setups as in clustered photolithography tools – JIT throughput calculations: Exact analytic in some cases – JIT throughput calculations: Exact algorithmic in others (via MC) Can the decomposition /


© Wallace J. Hopp, Mark L. Spearman, 1996, 2000 1 Manufacturing Matters! Watch the costs and the profits will take care of themselves.

on water power. 1840s: Coal became widely available, as did inexpensive pig iron. Trend toward larger plants using interchangeable parts to manufacture watches, clocks, safes, locks, pistols, … 1850-1880: Rise of railroads, steamships and telegraph provided//integration. American size spurred large scale railroad development and ultimately mass marketing and mass production. Japanese concentration facilitated JIT. © Wallace J. Hopp, Mark L. Spearman, 1996, 2000 http://factory-physics.com 47 Lessons of/


© Wallace J. Hopp, Mark L. Spearman, 1996, 2000 1 Just In Time (JIT) I tip my hat to the new constitution Take a bow for.

quality levels (scrap, rework) production schedule (e.g. customer due dates) product designs Impact: the manufacturing system can be made much easier to manage by improving the environment. © Wallace J. Hopp, Mark L. Spearman, / Measures to Promote Flexibility: Capacity buffers Setup reduction Cross training Plant layout © Wallace J. Hopp, Mark L. Spearman, 1996, 2000 http://www.factory-physics.com 12 Capacity Buffers Problems: JIT is intrinsically rigid (volume, mix, sequence) No explicit link/


Design/Manufacturing Interface/Production Planning Control MSE508/L Week 12 W, 04/09/08.

Elements: –An intelligent match of the product design with market demand –Definition of product families, and systems that flow –Establish relationships with suppliers for JIT delivery This approach to manufacturing does not restrict attention to the internals of the factory –Looks to find vendors close to the manufacturing plant –Smaller lot size with more frequent deliveries –Sharing database information CAD/CAM Principles. Practice and/


Unit 8 Production. Teaching Objective This unit aims to enable students to know more about production – one of the four key functions of a manufacturing.

that make up a product, machine, etc. (component) 3.buying products or processed materials from other companies rather than manufacturing them (outsourcing or contracting out) 4.the (maximum) rate of output that can be achieved from a production process /- finished items from one department to another. … JIT … should ensure that there is no waste … from idle workers waiting for parts”) 8.X (“The Japanese also prefer small, specialized production plants with a limited capacity. … very small production runs/


Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Manufacturing Planning and Control MPC 6 th Edition Chapter.

to efficient use of capacity, labor, tools, time, or materials Under JIT the objective is material velocity PAC objectives reflect the firm’s strategy and/Drum–bottleneck work centers which control the tempo of workflow through the plant Buffer–inventory and/or scheduling activities to protect the throughput at bottlenecks / priority rules can play a role in scheduling non-bottleneck resources. Stability in manufacturing loads and capacity plans facilitates shop-floor execution. 8-27 Quiz – Chapter 8/


Prepared by Debby Bloom-Hill CMA, CFM. CHAPTER 2 Job-Order Costing for Manufacturing & Service Companies.

materials costs b.Manufacturing plant maintenance c.Depreciation on plant equipment d.Depreciation on salespersons’ laptops Answer: d. Depreciation on salespersons’ laptops (selling expense) Learning objective 1: Distinguish between manufacturing and nonmanufacturing costs / use job order costing to calculate the cost of services provided to customers Modern Manufacturing Practices  Just-in-Time Production (JIT)  Minimize raw materials and work in process inventories  Develop flexible, balanced production/


Prepared by Debby Bloom-Hill CMA, CFM. CHAPTER 2 Job-Order Costing for Manufacturing & Service Companies.

Learning objective 1: Distinguish between manufacturing and nonmanufacturing costs and between product and period costs. Which of the following is a period cost?  Raw materials costs  Manufacturing plant maintenance  Depreciation on plant equipment  Depreciation on salespersons’/ job-order costing to calculate the cost of services provided to customers. Modern Manufacturing Practices  Just-in-Time Production (JIT)  Minimize raw materials and work in process inventories  Develop flexible, balanced/


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