1. 1-1 McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved 1 Chapter 12 Lean Manufacturing (Just-in-Time)

2. 1-2 2 Lean Production Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods) Lean Production also involves the elimination of waste in production effort Lean Production also involves the timing of production resources (i.e., parts arrive at the next workstation “just in time”)

3. 1-3 3 3 JIT is an integrated set of activities designed to... achieve high-volume production using minimal inventories – raw materials – work in process, and – finished goods. Parts arrive at the next workstation "just in time".

4. 1-4 4 13 Just-In-Time Production Management philosophy Pull system though the plant WHAT IT IS Employee participation Industrial engineering/basics Continuing improvement Total quality control Small lot sizes WHAT IT REQUIRES Attacks waste Exposes problems and bottlenecks Achieves streamlined production WHAT IT DOES Stable environment WHAT IT ASSUMES

5. 1-5 5 Minimizing Waste: Inventory Hides Problems Work in process queues (banks) Change orders Engineering design redundancies Vendor delinquencies Scrap Design backlogs Machine downtime Decision backlogs Inspection backlogs Paperwork backlog Example: By identifying defective items from a vendor early in the production process the downstream work is saved Example: By identifying defective work by employees upstream, the downstream work is saved

6. 1-6 6 6 Waste--Operations (1) Waste from overproduction (2) Waste of waiting time (3) Transportation waste (4) Inventory waste (5) Processing waste (6) Waste of motion (7) Waste from product defects

7. 1-7 7 11 Minimizing Waste: JIT Production Produce......what is needed......when it’s needed......NOTHING MORE!

8. 1-8 8 10 Minimizing Waste: Quality at the Source Self-inspection Automated inspection Line-stopping empowerment

9. 1-9 9 Minimizing Waste: Kanban Production Control Systems Storage Part A Machine Center Assembly Line Material Flow Card (signal) Flow Withdrawal kanban Once the Production kanban is received, the Machine Center produces a unit to replace the one taken by the Assembly Line people in the first place This puts the system back were it was before the item was pulled The process begins by the Assembly Line people pulling Part A from Storage Production kanban

10. 1-10 10 Respect for People Level payrolls Cooperative employee unions Subcontractor networks Bottom-round management style Quality circles (Small Group Involvement Activities or SGIA’s)

11. 1-11 11 Toyota Production System’s Four Rules 1.All work shall be highly specified as to content, sequence, timing, and outcome 2.Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses 3.The pathway for every product and service must be simple and direct 4.Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization

12. 1-12 12 Lean Implementation Requirements: Work with Vendors Reduce lead times Frequent deliveries Project usage requirements Quality expectations

13. 1-13 13 Lean Implementation Requirements: Reduce Inventory More Look for other areas Stores Transit Carousels Conveyors

14. 1-14 14 Lean Implementation Requirements: Improve Product Design Standard product configuration Standardize and reduce number of parts Process design with product design Quality expectations