1. CHAPTER 9 JUST IN TIME OPERATIONS MANAGEMENT

2. JUST IN TIME DEFINED
Just-in-Time Manufacturing is an organization-wide quest to produce output within the minimum possible lead time and at the lowest possible cost by continuously identifying and eliminating all forms of waste and variance.
Waste is anything other than the minimum amount of equipment, materials, parts and human input that are absolutely necessary to achieve the desired rate of production.
7가지의 Waste의 형태
Waste as a Symptom of Problem : 예) Inventory as Waste : 비용발생 , 문제파악 불가능

3. BENEFIT OF JIT MANUFACTURING
Inventory Reduction
Quality Control Improvement
Lead Time Reduction : setup & move
Flexible work force
Vendor Control/Performance Improvement : Power, delivery & quality
Continuous Improvement
Total Productive Maintenance : Corrective → preventive →productive → TPM
Strategic Gain(SCA 수단)

4. HITORICAL ROOTS OF JIT MANUFACTURING
일본의 환경과 대응( Toyota의 Taiichi Ohno)
Oil crisis→재고감소,
lacked capital resources→인적자원역할중요
rigorous competition →비용과 생산성 경쟁
Ford’s Mass production system in JIT : techniques
Waste 제거(엄격한 세부명세와 표준 설정), continuous improvement, setup reduction-delay 방지, improved housekeeping, level product scheduling, respect for people
Supermarkets and JIT Manufacturing : idea와 vision
What is needed, at the time needed, in the amount needed

5. THE GOAL & THE OBJECTIVES OF JIT MANUFACTURING
Goal : provide the right amount of product at the right time with the right quality level at the right place
objective
Produce only what the customers want.
Produce only as quickly as they want to use them.
Produce product with perfect quality.
Produce in the minimum possible lead times.
Produce goods with features that customers want and no others.
Produce with no waste of labor, material or equipment; designate a purpose for every movement to leave zero idle inventory.
Produce to enhance worker skill development.

6. CRITICAL TRAITS OF JIT The process supporting JIT must:
be able to produce small order sizes(1단위)
be able to respond to demand with short lead times(customer demand vs. forcast)
place execution of operating plans in the hands of workers, i.e., decentralize decision making
create an atmosphere that is intolerant of waste and ineffectiveness

7. THE JIT TOOL Kanban (pull scheduling) Level, mixed-model scheduling
Setup reduction
Poka-yoke (fool proofing)
Quality at the Source
Flexible, cross-trained workers
Group technology
Focused Factories
Statistical process control
Standardization/Simplification
Supplier partnerships
Kaizen

8. PUSH SYSTEM & PULL SYSTEM
부품을 구입하고, 대량으로 생산
수량 할인의 혜택
구매와 생산의 규모의 경제
과도하게 많은 재고를 보유 → 재고 통제 시스템에 의존
Pull System
부품의 생산은 주문과 동시에 이루어짐
Component는 구입하고, 부품은 생산 → Pulled to the next workstation based on need

9. KANBANS IN OPERATION (a) Work Center A Status: Idle
Work Center B Status: Busy
(b) Withdrawal Kanban
Movement of Empty Bin
Work Center A Status: Idle
Work Center B Status: Busy
(c) Production Kanban
Movement of Empty Bin
Empty Bin
Work Center A Status: Busy
Work Center B Status: Busy
Production Kanban
Movement of Filled Bin
Withdrawal Kanban

10. LEVEL, MIXED-MODEL SCHEDULING
Master production schedule(MPS)
A periodic(usually monthly) statement of the number of units of each specific end product that an OM process will build and when it will build each product
Load Leveling
balance the rate of production with the rate of production with the rate of at which the market wants products
Mixed-Model Scheduling
A method for setting a production sequence for end product
Benefit
Smoother response to market demand, simpler coordination of supply, Flatter learning curve, less inventory

11. SETUP REDUCTION Setup cost Setup cost-Inventory trade-off objective
Process preparation time, Process teardown time,Learning time
Setup cost-Inventory trade-off
objective
Evolve toward lot sizes of 1 unit
Run every part every day
Make the first piece right every time
Keep setup times to 10 minutes
Procedures
Process flow analysis of setup times, Housekeeping, Practiced teamwork

12. POKA-YOKE/QUALITY AT THE SOURCE/FLEXIBL WORKERS
Design parts and processes in ways that make desired results inevitable
Method : color code, set up counter, place template
Quality at the Source
Target efforts to improve quality at the activities that produce it
Jidoka ( autonomation )
Stop-and-Fix/Line-Stop systems
Andons/Trouble lights
Flexible/cross-trained workers
Pay for skill

13. GROUP TECHNOLOGY Functinal layout VS. GT Shrink Physical distance
Eliminate the need for automated material-handling equipment
Produce orders with fewer setup
Aviod relearning
Improve quality(visual inspection)
유사한 특성을 지닌 제품이나 부품을 하나의 군(family)으로 묶고, 이를 생산하는 기계의 군을 별도로 운영하는 것
제품이나 부품의 군은 크기, 모양, 필요 작업, 경로성의 유사점, 수요 등의 요인에 기초하여 분류
부품을 군으로 분류한 다음에는 Cell이라고 불리는 분리된 공간에, 이들 부품의 기본적인 공정에 필요한 기계 장치들을 설치

14. FOCUSED FACTORIES/SPC/SIMPLIFICATION
회사의 모든 제품을 한 곳에서 생산하던 대규모 공장을 다수의 소규모 공장으로 분할
단일 System이 다양한 목표를 달성하려고 노력하는 것보다는 특정한 목표 시장의 요구를 충족시키는 것
Statistical Process Control
Process의 성과를 관리하고, Process의 통제 상황을 평가
Standardization/simplification
단순화 : 불필요한 프로세스 단계 제거
표준화 : 프로세스과업에 대한 표준화 시행

15. SUPPLIER PARTNERSHIPS
Suppliers as sources of expertise
Problem solving at the buyer’s site, product design advice, product design completion, problem solving at the supplier’s site
Suppliers as practitioners of quality at the source principles-supplier certification
Suppliers as timely communicators
Suppliers as participants in cost reduction programs
Long-term contracts, Narrow supplier bases, stable production plans

16. LIMITATION OF JIT
No one business strategy is appropriate for all competitive situations.
Just-in-Time will have limited success if:
applied in a non-learning organization
management distrusts workers and vice versa
worker pay is based on individual incentives
demand does not permit:
load leveling
product standardization
product demand requires low volume production
does not have strong supplier relationships

17. LEAN PRODUCTION & JIT
LEAN PRODUCTION is defined as an organization-wide OM system orientation to design and develop higher value products while consuming fewer resources for both direct and overhead.
It differs from JIT in that it:
emphasizes product mix flexibility as the key to producing higher valued/niche products
extends supplier involvement to the design stage
focuses heavily on overhead reduction programs