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

2. 15-2 Learning Objectives  Explain what is meant by the term lean operations system.  List each of the goals of JIT and explain its importance.  List and briefly describe the building blocks of JIT.  List the benefits of the JIT system.  Outline the considerations important in converting a traditional mode of operations to a JIT system.  List some of the obstacles that might be encountered when converting to a JIT system.

3. 15-3 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”

4. 15-4 Toyota Approach  Muda  Kanban  Pull System  Heijunka  Kaizen  Jidoka  Poka-yoke  Team concept

5. 15-5 Goal of JIT The ultimate goal of JIT is a balanced system. Achieves a smooth, rapid flow of materials through the system. Makes processing time as short as possible by using resources in best possible way.

6. 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 balanced rapid flow Ultimate Goal Supporting Goals Building Blocks

7. 15-7 Supporting Goals  Eliminate disruptions  Make system flexible  Eliminate waste, especially excess inventory

8. 15-8 Sources of Waste  Overproduction  Waiting time  Unnecessary transportation  Processing waste  Inefficient work methods  Product defects

9. Copyright 2009 John Wiley & Sons, Inc. 16-9 Waste in Operations

10. Copyright 2009 John Wiley & Sons, Inc. 16-10 Waste in Operations (cont.)

11. Copyright 2009 John Wiley & Sons, Inc. 16-11 Waste in Operations (cont.)

12. 15-12 Kaizen Philosophy  Waste is the enemy  Improvement should be done gradually and continuously  Everyone should be involved  Built on a cheap strategy  Can be applied anywhere

13. 15-13 Kaizen Philosophy  Supported by a visual system  Focuses attention where value is created  Process oriented  Stresses main effort of improvement should come from new thinking and work style  The essence of organizational learning is to learn while doing

14. 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. 15-15 JIT Building Blocks  Product design  Process design  Personnel/organizational elements  Manufacturing planning and control

16. 15-16 Product Design  Standard parts  Modular design  Highly capable production systems  Concurrent engineering

17. 15-17 Process Design  Small lot sizes  Setup time reduction  Manufacturing cells  Quality improvement  Production flexibility  Balanced system  Little inventory storage  Fail-safe methods

18. Small Lot sizes 16-18 Copyright 2009 John Wiley & Sons, Inc. Inventory Hides Problems

19. Small Lot sizes 16-19 Copyright 2009 John Wiley & Sons, Inc. Less Inventory Exposes Problems

20. 15-20 Benefits of Small Lot Sizes Reduces inventory Less storage space Less rework Problems are more apparent Increases product flexibility Easier to balance operations

21. 15-21 Setup Time Reduction  Single-minute exchange of die (SMED): A system for reducing changeover time  Categorize changeover activities  Internal – activities that can only be done while machine is stopped  External – activities that do not require stopping the machine

22. Copyright 2009 John Wiley & Sons, Inc. 16-22 Common Techniques for Reducing Setup Time

23. Copyright 2009 John Wiley & Sons, Inc. 16-23 Common Techniques for Reducing Setup Time (cont.)

24. Copyright 2009 John Wiley & Sons, Inc. 16-24 Common Techniques for Reducing Setup Time (cont.)

25. 15-25 Quality Improvement  Autonomation  Automatic detection of defects during production  Jidoka  Japanese term for autonomation

26. 15-26 Production Flexibility  Reduce downtime by reducing changeover time  Use preventive maintenance to reduce breakdowns  Cross-train workers to help clear bottlenecks

27. 15-27 Production Flexibility  Use many small units of capacity  Use off-line buffers  Reserve capacity for important customers

28. 15-28 Balanced System  Balanced system: Distributing the workload evenly among work stations  Work assigned to each work station must be less than or equal to the cycle time  Cycle time is set equal to the takt time  Takt time is the cycle time needed to match customer demand for final product

29. 15-29 Personnel/Organizational Elements  Workers as assets  Cross-trained workers  Continuous improvement  Cost accounting  Leadership/project management

30. 15-30 Manufacturing Planning and Control  Level loading  Pull systems  Visual systems  Limited work-in-process (WIP)  Close vendor relationships  Reduced transaction processing  Preventive maintenance

31. Level Loading 16-31 Copyright 2009 John Wiley & Sons, Inc.

32. 15-32 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

33. 15-33 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

34. Copyright 2009 John Wiley & Sons, Inc. 16-34 Sample Kanban

35. Copyright 2009 John Wiley & Sons, Inc. 16-35 Origin of Kanban a) Two-bin inventory systemb) Kanban inventory system Reordercard Bin 1 Bin 2 Q - R Kanban R R Q = order quantity R = reorder point - demand during lead time

36. 15-36 Kanban Formula N= DT(1+X) 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 to reflect possible inefficiency in the system C = Capacity of a standard container

37. Types of Kanban 16-37 Copyright 2009 John Wiley & Sons, Inc.

38. 16-38 Copyright 2009 John Wiley & Sons, Inc. Types of Kanban

39. 16-39 Copyright 2009 John Wiley & Sons, Inc. Types of Kanban

40. Copyright 2009 John Wiley & Sons, Inc. 16-40 Examples of Visual Control

41. Copyright 2009 John Wiley & Sons, Inc. 16-41 Examples of Visual Control (cont.)

42. Copyright 2009 John Wiley & Sons, Inc. 16-42 Examples of Visual Control (cont.)

43. 15-43 Limited Work-in-Process (WIP)  Benefits  Lower carrying costs  Increased flexibility  Aids scheduling  Saves cost of rework and scrap  Two general approaches  Kanban – focuses on individual work stations  Constant work-in-process (CONWIP) – focuses on the system as a whole

44. 15-44 Traditional Supplier Network Buyer Supplier Figure 15.4A

45. 15-45 Tiered Supplier Network Figure 15.4B Supplier Buyer Supplier First Tier Supplier Second Tier Supplier Third Tier Supplier

46. 15-46 Preventive Maintenance and Housekeeping  Preventative maintenance: Maintaining equipment in good condition and replacing parts that have a tendency to fail before they actually fail.  Housekeeping: Maintaining a workplace that is clean and free of unnecessary materials.

47. 15-47 Housekeeping Five S’s 1.Sort 2.Straighten 3.Sweep 4.Standardize 5.Self-discipline

48. 15-48 Benefits of Five S’s 1.Increased productivity 2.Improved employee morale 3.Decreased risk of accidents 4.Improved appearance for visitors

49. 15-49 Comparison of JIT and Traditional Systems FactorTraditionalJIT Inventory Much to offset forecast errors, late deliveries Minimal necessary to operate Deliveries Few, largeMany, small Lot sizes LargeSmall Setup; runs Few, long runsMany, short runs Vendors Long-term relationships are unusual Partners Workers Necessary to do the workAssets Table 15.3

50. 15-50 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

51. 15-51 Obstacles to Conversion  Management may not be committed  Workers/management may not be cooperative  Difficult to change company culture  Suppliers may resist  Why?

52. 15-52 Why Suppliers Resist JIT  Unwilling to commit resources  Uneasy about long-term commitments  Frequent, small deliveries may be difficult  Burden of quality control shifts to supplier  Frequent engineering changes may cause JIT changes

53. 15-53 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

54. 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

55. 15-55 Summary of Benefits of JIT  Reduced inventory levels  High quality  Flexibility  Reduced lead times  Increased productivity

56. 15-56  Increased equipment utilization  Reduced scrap and rework  Reduced space requirements  Pressure for good vendor relationships  Reduced need for indirect labor Summary of Benefits of JIT