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 learning and 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 1.Overproduction 2.Defects 3.Inventory 4.Motion 5.Processing 6.Transportation 7.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, . 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 Introduction Prepare for just-in-time Just-in-time requires a great deal of preparation and discipline to achieve. A number 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 SymbolNameIs value added? OperationYes TransportNo InspectNo DelayNo StorageNo HandleNo DecideNo Slide 13: MSACMT221A Apply just-in-time (JIT) procedures

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

15 Process map Process 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 1 Respond 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 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 s containers or locations. Slide 19: MSACMT221A Apply just-in-time (JIT) procedures

20 Chapter 2 Make 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 1.Only downstream operations can request production. 2.Only produce what is requested on the kanban. 3.Authorisation to produce is only made by cards or signals. 4.Each kanban card loops between pairs of workstations. 5.Only good parts are sent downstream. 6.Components are only manufactured in the order that the kanban card is received. 7.Be more efficient and gradually reduce the number of cards needed. Slide 23: MSACMT221A Apply just-in-time (JIT) procedures

24 Chapter 3 Update 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 4 Recommend 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