JIT & Kaizen-Fundas

8/14/2019 JIT & Kaizen-Fundas

1/27

Just-In-TimeSystems


2/27

What is JIT ? Producing only what is

needed, when it is needed A Practical philosophy

An integrated management

system.

JITs mandate: Eliminate allwastes & Variations.


3/27

Basic Elements of JIT1.Flexible resources

2.Cellular layouts

3.Pull production system

4.Kanban Replenishment control5.Small-lot production

6.Quick setups

7.Aligned production8.Quality at the source

9.Total Productive Maintenance

10. Supply Chain Management- networking


4/27

Examples of Waste Watching a machine run Waiting for parts

Non- Standard batches of parts

Overproduction

Moving parts over long distances

Storing inventory

Searching for tools, consumables, parts,gauges

Machine breakdown

Re- work / pair / make / do


5/27

Flexible Resources Multi functional / skilled

workers

General purpose machines

Multi use Tool / Fixtures / Jigs


6/27

Standard Operating

Routine


7/27

Cellular Layouts Group dissimilar machines in

manufacturing cell to producefamily of parts

Work flows in one direction

through cell Cycle time adjusted by

changing worker paths


8/27

Manufacturing Cell

With Worker RoutesEnter

Worker 1

Worker 2Worker

3

Exit

Key:Product routeWorker route

Machines


9/27

Kanban

ReplenishmentControl System Kanban indicates standard quantity of

production / supply for replenishment

Derived from two-bin inventory system

Kanban maintains discipline of pullproduction

Production Kanban authorizes production

Withdrawal Kanban authorizes movement ofgoods


10/27

A Sample Kanban

Machining

M-2

Assembly

A-4

Part no.: 7412

Description: Slip rings

From : To:

Box capacity 25

Box Type A

Issue No. 3/5


11/27

Kanban Squares

X X X

XX

X

Flow of workFlow of information


12/27

Types Of Kanbans Kanban Square

marked area designed to hold items

Signal Kanban triangular Kanban used to signal production at

the previous workstation

Material Kanban

used to order material in advance of a process

Supplier Kanbans

rotate between the factory and suppliers


13/27

Determining Number

Of Kanbans

where

N = number of Kanbans d = demand over defined time period

L = lead time to produce parts

S = safety stock

C = container size

No. of kanbans =mand during lead time + safety stock

containersize

average de

N

dL S

C=

+


14/27

Small-Lot Production Requires less space & capital

investment Moves processes closer together

Makes quality problems easier

to detect Makes processes more driven by

each other


15/27

Inventory Hides

Problems

PoorQuality

Unreliable

Supplier

Machine

BreakdownInefficient

Layout

Bad

Design

LengthySetups


16/27

Lower Levels Of

Inventory To ExposeProblems

Poor

Quality

Unreliable

Supplier

Machine

BreakdownInefficient

Layout

Bad

Design

Lengthy

Setups


17/27

SMED Principles1. Separate internal setup from

external setup

2. Convert internal setup to externalsetup

3. Streamline all aspects of setup

4. Perform setup activities in parallelor eliminate them entirely


18/27

Reducing Setup Time Preset desired settings

Use quick fasteners Use locator pins

Prevent misalignments

Eliminate tools

Make movements easier


19/27

Quality At The

Source Jidoka is authority to stop

production line Andon lights signal quality

problems

Visual control makes problemsvisible

Poka-yoke prevents defects


20/27

Kaizen Continual improvement

Requires total employment involvement

Essence of JIT is willingness of All to spot quality problems

halt production when necessary

generate ideas for improvement analyze problems

perform different functions


21/27

Total Productive

Maintenance (TPM) Breakdown maintenance

repairs to make failed machine

operational

Preventive maintenance

system of periodic inspection &

maintenance to keep machinesoperating

TPM combines preventivemaintenance & total quality concepts


22/27

TPM Requires

Management To Design products that can be easily

produced on existing machines

Design machines for easier operations,changeover, maintenance

Train & retrain workers to operate

machines Design preventive maintenance plan

spanning life of machine


23/27

Visual Control

Library shelfWork station

Visual kanbansTool board

Machine controls

BetterGood Best

30-50

How

to

sensor

Trends In Supplier


24/27

Trends In SupplierPolicies

1. Locate near to the customer

2. Use small, side loaded trucks and ship mixedloads

3. Consider establishing small warehouses near tothe customer or consolidating warehouses withother suppliers

4. Use standardized containers and make deliveriesaccording to a precise delivery schedule

5. Become a certified supplier and accept paymentat regular intervals rather than upon delivery


25/27

Benefits Of JIT

1. Reducedinventory

2. Improved quality3. Lower costs

4. Reduced space

requirements5. Shorter lead time

6. Increasedproductivity

7. Greater flexibility

8. Better relations with

suppliers9. Simplified scheduling

and control activities

10. Increased capacity

11. Better use of humanresources

12. More product variety


26/27

JIT Implementation

Use JIT to finely tune an

operating system From Japan-TPS to Allover in

World

JIT requires evolving all time JIT is for everyone


27/27

JIT In Services

Competition on speed & quality

Multifunctional department storeworkers

Work cells at fast-food restaurants

Just-in-time Sale of - ?

Construction firms receiving materialjust as needed

Documents

JIT & Kaizen-Fundas