Jit ppt on manufacturing technology

ERP A MANUFACTURING PERSPECTIVE Chapter-4. COMPUTER AIDED DESIGN / COMPUTER AIDED MANUFACTURING (CAD / CAM) 1.Computer Aided Design (CAD) is a popular.

of a manufacturing organization. 8.Production & materials planning is critical to the success of a manufacturing company. 9.A company can have the best product design, the newest manufacturing facilities, the latest equipment & all the latest production technologies like CAD//For Eg: the traditional production method. TOTAL QUALITY MANAGEMENT Total quality management eliminates the defects in a JIT environment. The aim is to prevent defects from occurring and this can be achieved by detecting the problem/


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

 The essence of organizational learning is to learn while doing 15-14  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 15-15 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 15-16 Product Design  Standard parts  Modular design  Highly capable/


1 1. Some Thoughts on Production Management 2. What is Just-In-Time ? 3. How does EOQ Impact JIT ? 4. Motivation For EOQ 5. Impacts of Reducing Inventory.

is limited Technology is dated Processes are NOT optimized 3 Productivity Issues Inventory Lowering the level of inventory will reveal more Productivity Issues. Success in JIT requires addressing the productivity issues while lowering inventory. JIT and Inventory Reduction/they are needed and result in zero inventory. Simple Definition implies that JIT is simply a matter of manufacturing producing or receiving parts in a timely fashion. (JIT is more of an Event) Simple Definition does not address how this/


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

JIT Just-in Time Management Supplier Partnerships B7801 April 17, 1998 2 Supplier Partnerships: Organizational Culture and Strategy Issues u Feeling of trust u Management attitude/outlook for the future u Strategic fit u Top management compatibility u Compatibility across levels and functions of buyer and supplier firms u Suppliers organizational structure &personnel 3 Supplier Partnerships: Technology Issues u Assessment of current manufacturing/


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.

 The essence of organizational learning is to learn while doing 13-9  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 13-10 JIT a Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 13-11 Product Design  Standard parts  Modular design  Highly/


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/


What is OM? Quantitative Tools: –probability –queueing models –optimization Operations Management: –inventory management –shop floor control (MRP, JIT)

models –optimization Operations Management: –inventory management –shop floor control (MRP, JIT) –scheduling, aggregate planning –capacity management Manufacturing Principles: –characterize fundamental logistical behavior –facilitate better management by working with, instead of against, natural tendencies Why Study OM? Ideal: sophisticated technology Reality: blizzard of buzzwords Lack of System automation information technology control methods gurus JIT ERP TQM BPR FMS OPT MBO benchmarking Can’t Rely on/


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

 The essence of organizational learning is to learn while doing 15-11  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 15-12 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 15-13 Product Design  Standard parts  Modular design  Highly capable/


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. Product/


CHAPTER 2 Logistics and Information Technology

Use of Information Replacement of inventory with information Reduced variability in the supply chain Better coordination of manufacturing, marketing, and distribution Streamlined order processing and reduced lead-times © 2008 Prentice Hall General Types / proprietary information Decreasing size and increasing portability of technology devices Employee resistance to IT implementations © Pearson Education, Inc. publishing as Prentice Hall Case 2-1 JIT in Kalamazoo Company Facts: Located Kalamazoo, Michigan/


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

from receipt 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 Hall Improve Throughput/Table 16.2 JIT Inventory Tactics Use a pull system to move inventory Reduce lot sizes Develop just-in-time delivery systems with suppliers Deliver directly to point of use Perform to schedule Reduce setup time Use group technology 16 - 24©/


Chapter 0 General Introduction.

’s performance, service life, & cost. Manufacturing Characteristics of Alloys 1.5.2 Cost and Availability The economic aspects of material selection are as important as technological considerations of properties & characteristics of materials. /Manufacturing (CIM) Just-in-time production (JIT): supplies of raw materials, parts, and components are delivered to the manufacturer JIT to be used, parts and components are produced JIT to be made into subassemblies and assemblies, and products are finished JIT/


Kenneth J. Andrews EMP-5179-1-1 Manufacturing Systems: EMP-5179 Dr. Ken Andrews High Impact Facilitation Fall 2010.

based competition. Kenneth J. Andrews EMP-5179-1-21 Toyota Production System Pull Manufacturing Just-In-Time World Class Manufacturing Lean Manufacturing JIT/TQC/EI/TPM Short Cycle Manufacturing One-Piece-Flow Cellular Manufacturing Demand Flow Manufacturing Stockless Production Focused Flow Manufacturing Agility Value Adding Manufacturing Group Technology Time Based Management Synchronous Flow Manufacturing Continuous Flow Manufacturing Many Names – Same Concepts Kenneth J. Andrews EMP-5179-1-22 The Toyota/


1st Session: Chapter 1: Manufacturing in America, Class Introduction Chapter 0: Factory Physics? Paula Jensen SD School of Mines and Technology TM 663.

and confusion of goals seem to characterize our age. – Albert Einstein Paula Jensen SD School of Mines and Technology What is Factory Physics ® ? Quantitative Tools: – Probability, queueing models, optimization Operations Management: – inventory management – shop floor control (MRP, JIT) – scheduling, aggregate planning – capacity management Manufacturing Principles: – characterize fundamental logistical behavior – facilitate better management by working with, instead of against, natural tendencies Paula/


Planning in production systems MRP systems, MRP II, JIT Slovak University of Technology Faculty of Material Science and Technology in Trnava.

Planning in production systems MRP systems, MRP II, JIT Slovak University of Technology Faculty of Material Science and Technology in Trnava Material Requirements Planning (MRP) MRP is a software based production planning and inventory control system used to manage manufacturing processes. MRP is a calculation method geared toward determining how much of which raw materials are required and roughly when they should be ordered to/


JUST IN TIME Operational Systems for ManufacturingJIT and Lean Production.

Quality Quality People People Reduce "changeover times” and “lot sizes" significantly Use "mind technology" before applying high technology! Use "mind technology" before applying high technology! Arvin Cell… with 6 operators Bend Pipe and trim inlet end Heat and form inlet/reduced 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 /


Advanced Manufacturing Laboratory Department of Industrial Engineering Sharif University of Technology Session #4.

demands on their ordered products.  Companies began to develop and embrace the JIT and supplier partnerships as a way to remain competitive.  JIT evolved to Lean Manufacturing and combined the concepts of JIT with quality concepts like  Total Quality Management,  Six Sigma, and  5S. Advanced Manufacturing Laboratory, Department of Industrial Engineering, Sharif University of Technology ERP (21-550), Session #4 10  Contents:  History of Enterprise Resource/


Lean Manufacturing & Six Sigma: A Short Introduction

Misplacing Contamination Brightens up atmosphere 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. - Idea: better / a new contract renewal process Service Manufacturing Environment:  > Major redesign of manufacturing process (conversion from gasoline to alcohol engines) > Weld new materials > Design new triage process for new technologies > Develop new formats for storing larger/


Lean Systems and JIT.

aspects of a firm’s production activities: human relations, vendor relations, technology, and the management of materials and inventory Little JIT focuses more narrowly on scheduling goods inventory and providing service resources where and/ frequent deliveries Supplier infrastructural improvements emphasis on win-win relationship Customer structural improvements design for manufacturability and procurement establish EDI systems to remove demand uncertainty reduce inventories of purchased materials Customer/


Tools for Continuous Improvement and LEAN Manufacturing

flow Poka-Yoke Jidoka TPM JUST IN TIME Workforce optimization Visual Control Leveling Production Kanban Multi- functional workers SMED JIT. Seven types of Waste Processes. Tasks accepted as necessary. Operations. Not all operations add value to the /19 keys. 7 Zero Monitor Manufacturing 16 Production Scheduling 14 Empowering Workers to Make improve- ments 5 Quick Changeover Technology 6 Method Improvement 4 Reducing Inventory 17 Efficiency Control 8 Coupled Manufacturing 18 Using Information systems 15 Cross/


The philosophy of JIT can be traced back to Henry Ford, but formalized JIT originated in Japan as the Toyota Production System. W. Edwards Deming’s lesson.

product layout (line) to eliminate setups entirely. If volume is insufficient to keep a line of similar products busy, group technology can be used to design small production lines that manufacture, in volume, families of components with common attributes Preventive Maintenance Because JIT emphasizes low inventory between workstations, unplanned machine downtime can be disruptive. Preventive maintenance can reduce the frequency and duration of/


CHAPTER 3 Logistics and Information Technology. Learning Objectives To appreciate the importance of effective and efficient utilization of information.

) system –Global positioning systems (GPS) –Information © 2008 Prentice Hall3-3 Logistics and Information Technology Key Terms –Logistics information system (LIS) –Office automation system –On-demand software –Radio-frequency/with information Reduced variability in the supply chain Better coordination of manufacturing, marketing, and distribution Streamlined order processing and reduced lead-times /screen1595701,240$7$1 1-40 Case 3-2 JIT in Kalamazoo (JIT) ItemAverage distance from vendor (in miles) Number of/


CHAPTER 9 JUST IN TIME OPERATIONS MANAGEMENT. 2 JUST IN TIME DEFINED n Just-in-Time Manufacturing is an organization-wide quest to produce output within.

a Symptom of Problem : 예 ) Inventory as Waste : 비용발생, 문제파악 불가능 3 BENEFIT OF JIT MANUFACTURING n Inventory Reduction n Quality Control Improvement n Lead Time Reduction : setup & move n / n Level, mixed-model scheduling n Setup reduction n Poka-yoke (fool proofing) n Quality at the Source n Flexible, cross-trained workers n Group technology n Focused Factories n Statistical process control n Standardization/Simplification n Supplier partnerships n Kaizen 8 PUSH SYSTEM & PULL SYSTEM n Push System – 부품을 구입하고, /


Gunn’s Model for World Class Manufacturing Presented by: Group 2 Name Roll No. Mrugank Hathi 029 Sagar Yerunkar 061 Tushar Kothavale 130.

Product Quality Gunn’s Model - WCM 3 Pillars of WCM Computer Integrated Manufacturing [CIM] Total Quality Control [TQC] Just in Time [JIT] Manufacturing for Competitive Advantage Framework – Arthur Young Strategic Vision World Class Manufacturing Strategic Vision World Class Manufacturing Global Competitors Global Markets Quality/ Human Resources/ Technology/ Planning Quality/ Human Resources/ Technology/ Planning Customers Product and Process Design/ Planning and Control/ Production/ Distribution/ Service/


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

u Quality expectations © The McGraw-Hill Companies, Inc., 1998 Irwin/McGraw-Hill 30 JIT in Services (Examples) u Organize Problem-Solving Groups u Upgrade Housekeeping u Upgrade Quality u Clarify Process Flows u Revise Equipment and Process Technologies © The McGraw-Hill Companies, Inc., 1998 Irwin/McGraw-Hill 31 JIT in Services (Examples) u Level the Facility Load u Eliminate Unnecessary Activities u Reorganize/


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

exposing 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 /replaced by smaller flexible cells  Often U-shaped for shorter paths and improved communication  Often using group technology concepts 16 - 21© 2011 Pearson Education Increased Flexibility  Cells designed to be rearranged as volume or designs/


Quality and Productivity Learning Objective – Examine different production techniques Learning Outcomes Identify how technology has changed – E Explain.

coming in must be of the right quality. If they aren’t production may have to stop. How can JIT manufacturing benefit a business? Quality Quality – Achieving a standard for a product or service or a production process which meets/by the use of new technologies as machine tools can now be changed quickly so different batches can be produced. Activity Using your knowledge of production (methods, quality, lean production, technology, JIT etc) evaluate how a cushion manufacturer should produce their cushions. /


JIT and Lean Operations

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 Figure 14.1 Product Design Process Personnel Elements Manufactur/ Workers/management may not be cooperative Suppliers may resist Why? JIT in Services The basic goal of the demand flow technology in the service organization is to provide optimum response to the/


Just-In-Time Manufacturing David Comita Arielle Herold Jaslyn Moore Shanelle Williamson.

. O A devotion to the process of continuously striving to minimize elements in manufacturing system that restrain productivity. JITs approach to Manufacturings Goal#1 : Design for optimum quality and cost and ease of manufacturing O Design for customer satisfaction O Reduce the cost of manufacturing. O Design products for manufacturability O Use only proven technology. O Use design standardization O Simplify product design O Design for ease/


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

 The essence of organizational learning is to learn while doing 15-10  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 15-11 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 15-12 Product Design  Standard parts  Modular design  Highly capable/


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.

essence of organizational learning is to learn while doing (learning by doing)  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 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control Product Design  Standard parts  Modular design  Highly capable production/


Lecture 28 Just-in-Time Manufacturing (Continued) Books Introduction to Materials Management, Sixth Edition, J. R. Tony Arnold, P.E., CFPIM, CIRM, Fleming.

Lecture 28 Just-in-Time Manufacturing (Continued) Books Introduction to / flexible cells  Often U-shaped for shorter paths and improved communication  Often using group technology concepts Increased Flexibility  Cells designed to be rearranged as volume or designs change  Applicable / to a lean system can be difficult  Lean systems tend to have the following attributes  Use JIT techniques  Build systems that help employees produce perfect parts  Reduce space requirements Building a Lean Organization /


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.

as External) 1.Vendor relations 2.Human relations 3.Technology management 4.Materials and inventory management  Little 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 and Lean Operations The Lean Production System  Based on/


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

influencing productivity changes one, Capital/ labor ratio Resource scarcity Workforce changes Innovation and technology Regulatory 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/15 - 3 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e B ASIC E LEMENTS OF JIT 1.Flexible resources 2.Cellular layouts 3.Pull production system 4.Kanban production control 5.Small-lot production 6./


MANGT 660 (A): Supply Chain Planning and Control Chapter 12 Manufacturing Focused Supply Chain Integration (1/2)

sales Consumers Ketchup factory SCI (cont’d) Supply chain environmental dynamism – Unpredictable changes in products, technologies, and demand for products in the market – Faster “clock speed” accelerates. The pace of the/JIT Production (cont’d) The 5 practices of JIT (cont’d) 3)Cellular manufacturing Traditional process-focused layout: Jumbled flows, long cycles, difficult to schedule 13 3. JIT Production (cont’d) The 5 practices of JIT (cont’d) 3)Cellular manufacturing (cont’d) JIT cellular manufacturing/


Productivity JIT Stock Control Use of Technology in Production

Production GCSE Business Studies Productivity JIT Stock Control Use of Technology in Production Production: The amount produced Production: The amount produced. It is sometimes referred to as: /is corrected at the end of the production process. This is called: Quality inspection Quality assurance Quality control Quality checking Quality The car manufacturer changes their production process so that every worker is responsible for ensuring quality standards are met. This is called: Quality inspection Quality /


Chapter 16 - Lean Systems Focus on operations strategy, process, technology, quality, capacity, layout, supply chains, and inventory. Operations systems.

Chapter 16 - Lean Systems Focus on operations strategy, process, technology, quality, capacity, layout, supply chains, and inventory. Operations systems that are designed to create efficient processes by taking a total systems perspective. Known as zero inventory, synchronous manufacturing, stockless production, continuous flow, material as needed, and just-in-time (JIT). The idea: eliminate waste by cutting unnecessary inventory and removing non-value added activities/


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

For Sharing www.InsuranceCommunityCenter.com 13 Enterprise Risk Management Other concerns facing manufacturers today – The economy as a whole – Increasing regulations and compliance – Technology and E-Risks – Weather and Natural Disasters – Environment and Pollution;/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. /


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

one, Capital/ labor ratio Resource scarcity Workforce changes Innovation and technology Regulatory and bargaining Quality of work life Henry Ford’s focus was largely on manufacturing efficiency; By adopting fixed work-stations, Increasing task specialisation, Moving/(224hrs/class) = $133.93/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 restaurants Just-in-time publishing/


Information and Communication Technology Mr P Mulholland St Joseph’s High School Crossmaglen.

Communication Technology ICT is being used more by manufacturers when designing, manufacturing and selling products. Through using modern technologies, companies are able to take all parts of the designing, manufacturing and /JIT manufacturing is a system used by companies to reduce costs. JIT is seen to reduce waste in a company. JIT manufacturing is related to efficiency. A product is only manufactured when it is required. Producing products only when needed means quality and efficiency in manufacturing/


JIT/Lean Production. © 2008 Pearson Prentice Hall --- Introduction to Operations and Supply Chain Management, 2/e --- Bozarth and Handfield, ISBN: 0131791036.

: 0131791036 Chapter 16, Slide 6 Japanese Approach to Operations Maximize use of people Simplify first, add technology second Gradual, but continuous improvement Minimize waste (including poor quality)  Led to the development of /and Handfield, ISBN: 0131791036 Chapter 16, Slide 23 Building Blocks of JIT Product design  Standard parts  Modular design  Quality Process design Personnel and organizational elements Manufacturing planning and control © 2008 Pearson Prentice Hall --- Introduction to Operations/


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

 The essence of organizational learning is to learn while doing 15-9  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 15-10 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control 15-11 Product Design  Standard parts  Modular design  Highly capable/


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

to go from launch to meeting quality targets. 5.The acid test for new technology – lean, simple, and speedy. © DKD To be The Best Manufacturer of ‘WOW’ Automobiles in Asean DKD Principle 9 … Grow leaders who Thoroughly / 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 /


Slide 1 IEM 5303 Advanced Manufacturing Systems Design  2000 John W. Nazemetz Welcome to Week 10 Discussion Agenda for Tonight: Review of Exam Discussion.

, axis error is independent Robot generally used for ergonomic and economic reasons, NC generally used for technological reasons Slide 8 IEM 5303 Advanced Manufacturing Systems Design  2000 John W. Nazemetz Exam Review (4b) Question 4 -- (8 pts.)/each method criteria (utilization/inventory) Slide 14 IEM 5303 Advanced Manufacturing Systems Design  2000 John W. Nazemetz Discussion Questions ( Jeff Short ) Can JIT exist in practice for a manufacturer with high variance in demand? Yes, but if variance in/


Control Systems ERPJITKanban. What’s Right and How Do They Fit Together in a Lean World? ERPJITKanban.

customer service department was required to keep track and expedite orders Many potential sources for errors Initial JIT Challenges Implementation not understood Didn’t know how to reduce changeover times Difficulty creating to a / systems Solutions Just-do-it mind set Kaizen philosophy Group technology (cells) Work with HR Management involvement Improved maintenance Blend systems when & where appropriate Conclusions Lean manufacturing can: –simplify operations and improve control –reduce inventories and/


Just-In-Time Systems. JIT/Lean Production Just-in-time: Repetitive production system in which processing and movement of materials and goods occur just.

control system Authority to pull, or produce comes from a downstream process. Summary JIT Goals and Building Blocks Product Design Process Design Personnel Elements Manufactur- ing Planning Eliminate disruptions Make the system flexible Reduce setup and lead times Eliminate/Management may not be committed Workers/management may not be cooperative Suppliers may resist JIT in Service The basic goal of the demand flow technology in the service organization is to provide optimum response to the customer with the/


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.

extension service MTES 12 Toyota Production System Pull Manufacturing Just-In-Time Lean Manufacturing JIT/TQC/EI/TPM Short Cycle Manufacturing One-Piece-Flow Cellular Manufacturing Demand Flow Manufacturing Stockless Production Focused Flow Manufacturing Agility Value Adding Manufacturing Group Technology Time Based Management Synchronous Flow Manufacturing End-Lining Operations Continuous Flow Manufacturing MANY NAMES, BUT THE SAME CONCEPT maryland technology extension service MTES 13 “A team based/


Unit 2 Material & Inventory Management. Overview of the Unit Material Management Handling Technology.

& Inventory Management Overview of the Unit Material Management Handling Technology Unit Overview Robots, Automated storage and retrieval systems (ASRS) JIT, / Kanban, ABC Systems Unit Overview Independent Demand Inventory/ Enables higher productivity. Objectives of Material Handling Increased productivity Lower Costs Control of flow of Materials Reduction in Manufacturing Cycle time Increased Quality by reducing damages. Principles of Material Handling Direct flow pattern Planned layout Mechanized Material/


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,

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/–Full employment through industrialization Target Industries for Market Dominance –Electronics, vehicles, shipbuilding –Competitive tactics: Imported technology rather than take R&D risks. Focused engineering on the shop floor to achieve high productivity and/


Manufacturing with Kanban Supply into Production (233)

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 and alerting Repetitive/


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