Just in Time Manufacturing (1)

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Just In Time Manufacturing Seminar 2004

ABSTRACT

JIT is a management philosophy that strives to eliminate sources of

manufacturing waste by producing the right part in the right place at the right time.

The Waste results from any activity that adds cost without adding value, such as

moving and storing. The idea of producing the necessary units in the necessary

quantities at the necessary time is described by the short term Just-in-time.

The implementation of this management philosophy in industries like the

automobile industry can bring about a see saw change in both quality & quantity

since in a JT system, underutili!ed "e#cess$ capacity is used instead of buffer

inventories to hedge against problems that may arise.

This seminar gives an over view of the JUST IN TIME technique by

considering the TOYOTA PRODUCTION SYSTEM in detail.

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CONTENTS

CHAPTERS page

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LIST OF FIGURES

8ig.: "a$ A

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8ig.9 "a$ B

REFERENCES

Dept Of ME MESCE, Kuttipuram




Chapter 1

INTRODUCTION

JUST IN TIME (JIT) is a management philosophy that strives to eliminate

sources of manufacturing waste by producing the right part in the right place at the

right time. Waste results from any activity, which adds cost without adding value,

such as moving and storing. JT "also known as stockless production$ should

improve profits and return on investment by reducing inventory levels "increasingthe inventory turnover rate$, improving product quality, reducing production and

delivery lead times, and reducing other costs "such as those associated with machine

setup and equipment breakdown$.

The idea of producing the necessary units in the necessary quantities at the

necessary time is described by the short term Just-in-time. Just-in-time means, for

e#ample, that in the process of assembling the parts to build a car, the necessary kind

of sub-assemblies of the preceding processes should arrive at the product line at the

time needed in the necessary quantities. f Just-in-time is reali!ed in the entire firm,

then unnecessary inventories in the factory will be completely eliminated, making

stores or warehouses unnecessary. The inventory carrying costs will be diminished,

and the ratio of capital turnover will be increased.

The implementation of this management philosophy in industries like the

automobile industry can bring about a see saw change in both quality & quantity

since in a JT system, underutili!ed "e#cess$ capacity is used instead of buffer

inventories to hedge against problems that may arise. JT applies primarily to

repetitive manufacturing processes in which the same products and components are

produced over and over again. The general idea is to establish flow processes "even

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when the facility uses a Cobbing or batch process layout$ by linking work centers so

that there is an even, balanced flow of materials throughout the entire production

process, similar to that found in an assembly line. To accomplish this, an attempt is

made to reach the goals of driving all queues toward !ero and achieving the ideal lot

si!e of one unit.

This new trend in engineering production, which originally refers to the

production of goods to meet customer demand e#actly, in time, quality and quantity,

reduces wastage by nearly 99-@9D. EWasteE in this conte#t is taken in its most

general sense and includes time and resources as well as goods. This concept can

really change the phase of industrial production of goods like car & other important

utilities.

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Chapter

JIT ! BAC"GROUND AND HISTORY

JT is a Japanese management philosophy, which has been applied in practice

since the early %A<Bs in many Japanese manufacturing organi!ations. t was first

developed and perfected within the T#$#ta manufacturing plants by Ta%%&h% Oh'#

as a means of meeting consumer demands with minimum delays. Ta%%&h% Oh'# %

frequently referred to as the ather # JIT.

Toyota was able to meet the increasing challenges for survival through anapproach that focused on people, plants and systems. Toyota realised that JT would

only be successful if every individual within the organisation was involved and

committed to it, if the plant and processes were arranged for ma#imum output and

efficiency, and if quality and production programs were scheduled to meet demands

e#actly.

JT manufacturing has the capacity, when properly adapted to the

organisation, to strengthen the organisationFs competitiveness in the market place

substantially by reducing wastes and improving product quality and efficiency of

production.

There are strong cultural aspects associated with the emergence of JT in Japan.

The Japa'ee *#r+ eth%& %',#-,e the #--#*%'g &#'&ept.

• Workers are highly motivated to seek constant improvement upon that which

already e#ists. lthough high standards are currently being met, there e#ist

even higher standards to achieve.





• +ompanies focus on group effort, which involves the combining of talents and

sharing knowledge, problem-solving skills, ideas and the achievement of a

common goal.• Work itself takes precedence over leisure. t is not unusual for a Japanese

employee to work %:-hour days.

• 5mployees tend to remain with one company throughout the course of their

career span. This allows the opportunity for them to hone their skills and

abilities at a constant rate while offering numerous benefits to the company.

These benefits manifest themselves in employee loyalty, low turnover costs and

fulfillment of company goals.

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Chapter .

ELEMENTS OF JIT

There are some very important elements in Cust in time manufacturing which

makes it a successful philosophy. They are

• Atta&+%'g /'0ae'ta- pr#2-e - anything that does not add value to the

product.

• De,%%'g $te to identify problems.

• Str%,%'g #r %p-%&%t$ - simpler systems may be easier to understand, easier

to manage and less likely to go wrong.

• A pr#0/&t #r%e'te0 -a$#/t - produces less time spent moving of materials

and parts.

• 3/a-%t$ &#'tr#- at #/r&e - each worker is responsible for the quality of his

or her own output.

• P#+a4$#+e - GfoolproofF tools, methods, Cigs etc. prevent mistakes

• Pre,e't%,e a%'te'a'&e5 T#ta- pr#0/&t%,e a%'te'a'&e - ensuring

machinery and equipment functions perfectly when it is required, and

continually improving it.

• E-%%'at%'g *ate.

There are e,e' t$pe # *ateH

%. Waste from overproduction.

. Waste of waiting time.

4. Transportation waste.

:. =rocessing waste.

9. nventory waste.

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>. *nnecessary movement of people.

@. Waste from product defects.

•

G##0 h#/e+eep%'g - workplace cleanliness and organi!ation.• Set4/p t%e re0/&t%#' - increases fle#ibility and allows smaller batches. deal

batch si!e is %item. 7ulti-process handling - a multi-skilled workforce has

greater productivity, fle#ibility and Cob satisfaction.

• Le,e-e0 6 %7e0 pr#0/&t%#' - to smooth the flow of products through the

factory.

•

"a'2a' - simple tools to GpullF products and components through the process.

• J%0#+a (A/t#'#at%#'$ - providing machines with the autonomous

capability to use Cudgement, so workers can do more useful things than

standing watching them work.

• A'0#' (tr#/2-e -%ght$ - to signal problems to initiate corrective action.

The poka yoke system and ndon or visual control system is very significant, so

are discussed in detail.

P#+a $#+e $te8

=oka yoke or fool proofing is a method of %BBD inspection. =oka yoke is

preferred option to 2I+. n 2I+ one has a sampling plan. f the sample is ok the lot

is ok. 1owever this does not mean that there are no defectives in the lot. When this

lot goes to the market if a customer finds a defect then for him it is %BBD defect. 1e

is not concerned with batch or sample. Therefore 2I+ is rationali!ation of method

of inspectionK. t does not ensure defects are not produced at all. =oka yoke does

this. When a washing machine is packed an instruction manual is placed in the

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carton. =acking takes place on a conveyer out of one million cartons packed per

month @-< customers complain that instruction booklets were not received. When a

complaint is received the packer was asked to be more cautious. 8or a few days there

were no complaints and then once again it would occur. 8ool proofing was carried

out by providing an electric switch on the bo# from which the instruction booklet

was withdrawn. ow every time an instruction booklet was with drawn the electric

switch activated. This allowed the carton to move to the ne#t stage of the conveyer

using an interlock no more customer complaints for missed instruction manuals.

This is a classical e#ample of poka yoke in action.

A'0#' $te8

JT system puts emphasis on prevention of recurrence of a problem. *sing

andon board a supervisor immediately comes to know where a problem occurs. ll

employees are allowed to stop production when a problem occurs. 2topping of

machines or production lines with a view to permanently eliminate the problem. (ne

must not relieve pain by using pain killers, one must go to the root of the problem

and once and fro all eliminate it. y stopping machines or production lines

everyone?s energy is focused in finding a permanent solution. This in a way defines

management philosophy which does not look for short term gains but for long term

results. Lery often when a problem occurs emergency measures are taken parts are

reworked or salvaged which then becomes a standard practice. This causes waste. f

a company management accepts this philosophy then it is advisable that it does not

attempt a JT production system.

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Chapter 9

CASE STUDY BY :ENTEC

ny production system must aim to produce at minimum cost. +ost reduction in

a normal production system is achieved through mass production on highly

productive machines with high capacity utili!ation. +omponents are produced using

tooling whose change over is time consuming, there fore common sense called for

large batches over which set up change time could be distributed . 6arge batches of

parts meant that all of them are not used at the same time .this resulted in large warehouses. t also resulted in planning production, based on market fore cast.

:e'te& pr#&e &#'/-t%'g a'0 a'agee't made a case study, before & after the

implementation of the JT philosophy on the change of Pr#&e Ipr#,ee't

thr#/gh O%te ;areh#/e Re#,a-

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F%g<9 (a)

F%g<9 (2)

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f the market is a large and a growing one and forecasts are correct, then this

would not be a problem. The merican market was Cust that. 2o it is safe to state that

the merican production system resulted from the characteristics of its market. 8or

e#ample, a refrigeration company, making two si!es of refrigerators, one small and

one large would set up separate lines or plants, because the market Custified it.

(n the other hand the Japanese market is much smaller and fragmented.

Lariety is large and volumes are low. 2pace is also a limitation. t was there fore a

fit situation for the evolution of a production system to cater to this kind of market.

2o the philosophy of Cust in time evolved.

o study of JIT philosophy is complete without considering The T#$#ta

pr#0/&t%#' $te5 a Cae St/0$ # Creat%,%t$ a'0 I''#,at%#' %'

A/t##t%,e E'g%'eer%'g<





Chapter =

THE TOYOTA PRODUCTION SYSTEM

A/t##2%-e Ma'/a&t/r%'g

Today, automobile manufacturing is the worldFs largest manufacturing

activity. fter 8irst World War, 1enry 8ord and 0eneral 7otorsF lfred 2loan

moved world manufacture from centuries of craft production led by 5uropean firms

into the age of mass production. 6argely as a result, the *nited 2tates soon

dominated the world economy.

T#$#ta Pr#0/&t%#' S$te

fter 2econd World War, 5iCi Toyoda and Taiichi (hno at the Toyota motor

company in Japan pioneered the concept of Toyota =roduction 2ystem. The rise of

Japan to its current economic pre-eminence quickly followed, as other companies

and industries copied this remarkable system. 7anufacturers around the world are

now trying to embrace this innovative system, but they are finding the going rough.

The companies that first mastered this system were all head-quartered in one

country-Japan. 1owever, many Western companies now understand Toyota

=roduction 2ystem, and at least one is well along the path of introducing it.

2uperimposing this method on the e#isting mass-production systems causes great

pain and dislocation.

=erhaps the best way to describe the Toyota production system is to contrast it

with &rat pr#0/&t%#' and a pr#0/&t%#', the two other methods humans have

devised to make things.

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Crat Pr#0/&t%#' eth#0

The craft producer uses highly skilled workers and simple but fle#ible tools to

make e#actly what the customer ask forMone item at a time. 8ew e#otic sports cars

provide current day e#amples. The idea of craft production is good, but the problem

with it is obviousH 0oods produced by the craft methodMas automobiles once were

e#clusivelyMcost too much for most of us to afford. 2o mass production was

developed at the beginning of the twentieth century as an alternative.

Ma pr#0/&t%#' eth#0

The mass-producer uses narrowly skilled professionals to design products

made by unskilled or semiskilled workers tending e#pensive, single-purpose

machines. These churn out standardi!ed products in very high volume. ecause the

machinery costs so much and is so intolerant of disruption, the mass-producer keeps

standard designs in production for as long as possible. The resultH The customer gets

lower costs but at the e#pense of variety and by means of work methods that most

employees find boring and dispiriting.

The T#$#ta #t#r &#rp#rat%#', by contrast, &#2%'e the a0,a'tage #

&rat a'0 a pr#0/&t%#'5 *h%-e a,#%0%'g the h%gh &#t # the #rer a'0 the

r%g%0%t$ # the -atter< Toward this end, they employ teams of multi-skilled workers

at all levels of the organi!ation and use highly fle#ible and increasingly automated

machines to produce volumes of products in enormous variety. .

=erhaps the most striking difference between mass and Toyota production

system lies in their ultimate obCectives. 7ass-producers set a limited goal for

themselvesM Egood enough,E which translates into an acceptable number of defects,

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a ma#imum acceptable level of inventories, a narrow range of standardi!ed products.

6ean producers on the other hand, set their sights e#plicitly on perfection.

Ba%& %0ea a'0 Frae*#r+

The Toyota production system is a technology of comprehensive production

management the Japanese invented a hundred years after opening up to the modern

world. The basic idea of this system is to maintain a continuous flow of products in

factories in order to fle#ibly adapt to demand changes. The reali!ation of such

production flow is called Just-in-time production, which means producing only

necessary units in a necessary quantity at a necessary time. s a result, the e#cess

inventories and the e#cess work-force will be naturally diminished, thereby

achieving the purposes of increased productivity and cost reduction.

The basic principle of Just-in-time production is rationalN that is, the Toyota

production system has been developed by steadily pursuing the orthodo# way of

production management. With the reali!ation of this concept, unnecessary

intermediate and finished product inventories would be eliminated. 1owever,

although &#t re0/&t%#' is the systemFs #t %p#rta't g#a-, %t /t a&h%e,e three

other /24g#a- in order to achieve its primary obCective. They includeH

%. 3/a't%t$ &#'tr#-, which enables the system to adapt to daily and monthly

fluctuations in demand in terms of quantities and varietyN

. 3/a-%t$ a/ra'&e, which assures that each process will supply only good

units to the subsequent processesN

4. Repe&t4#r4h/a'%t$ , which must be cultivated while the system utilises the

human resource to attain its cost obCectives.

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t should be emphasi!ed here that these three goals cannot e#ist independently or

be achieved independently without influencing each other or the primary goal of cost

reduction. ll goals are output of the same systemN with productivity as the ultimate

purpose and guiding concept, the Toyota production system strives to reali!e each of

the goals for which it has been designed. efore discussing the contents of the

Toyota production system in detail, an overview of this system is in order. The

outputs or result side as well as the inputs or constituent side of the production

system are depicted.

continuous flow of production, or adapting to demand changes in quantitiesand variety, is created by achieving two key conceptsH J/t4%'4t%e and

A/t#'#at%#'< These two concepts are the p%--ar # the T#$#ta pr#0/&t%#'

$te.

Just-in-time basically means to produce the necessary units in the necessary

quantities at the necessary time. utonomation "EJidokaE in Japanese$ may be

loosely interpreted as autonomous defects control. t supports Just-in-time by neverallowing defective units from the preceding process to flow into and disrupt a

subsequent process. Two concepts also key to the Toyota production system include

8le#ible work force "E2hoCinkaE in Japanese$ which means varying the number of

workers to demand changes, and +reative thinking or inventive ideas "EsoikufuE$, or

capitali!ing on workers suggestions.

To reali!e these #/r &#'&ept, Toyota has established the following systems and

methodsH

%. "a'2a' $te to maintain Just-in-time production

. Pr#0/&t%#' ##th%'g eth#0 to adapt to demand changes

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4. Sh#rte'%'g # et4/p t%e for reducing the production lead time

:. Sta'0ar0%>at%#' # #perat%#' to attain line balancing

9. Ma&h%'e -a$#/t a'0 the /-t%4/'&t%#' *#r+er for fle#ible work force

>. Ipr#,ee't a&t%,%t%e 2$ a-- gr#/p a'0 the /gget%#' $te to

reduce the work force and increase the workerFs morale.

@. ?%/a- &#'tr#- $te to achieve the utonomation concept

<. F/'&t%#'a- Ma'agee't $te to promote company-wide quality control.

"a'2a' $te

kanban is a card that is attached to a storage and transport container. t

identifies the part number and container capacity, along with other information.

There are two main types of kanban "some other variations are also used$H

%. Pr#0/&t%#' "a'2a' (P4+a'2a')8 signals the need to produce more parts

. C#',e$a'&e "a'2a' (C4+a'2a')8 signals the need to deliver more parts to

the ne#t work center "also called a Emove kanbanE or a Ewithdrawal kanbanE$

/anban system is a pull-system, in which the kanban is used to pull parts to the

ne#t production stage when they are neededN a 7'= system "or any schedule-based

system$ is a push system, in which a detailed production schedule for each part is

used to push parts to the ne#t production stage when scheduled. The weakness of a

push system "7'=$ is that customer demand must be forecast and production lead

times must be estimated. ad guesses "forecasts or estimates$ result in e#cess

inventory and the longer the lead-time, the more room for error. The weakness of a

pull system "kanban$ is that following the JT production philosophy is essential,

especially concerning the elements of short setup times and small lot si!es.

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;%th0ra*a- "a'2a' details the kind and quantity of product which the

subsequent process should withdraw from the preceding process, while a

Pr#0/&t%#'

"a'2a' specifies the kind and quantity of the product which the

preceding process must produce.

+oncept of kanban is e#plained as a device which prevents over production. 8or

e#ample on a single track line in the railways a key is given to the train driver as he

leaves the railway station. When he reaches the ne#t station he gives this key to the

station master. The key now unlocks the signal allowing the train to move forward.

nother key is now given which the train driver hands over to the ne#t station. The

key in this e#ample is the kanban and the train is the quantity of material which

passes from one process to the ne#t. The train in the opposite direction returns the

key or kanban. =lease note it is only one train and therefore quantity is controlled

n case of factories a kanban is a document which controls the quantity

to be produced and in what time. 8inal assembly personnel are given the customer?s

order. s they draw the material they hand over a kanban to the proceeding process

to replace the material drawn. The proceeding process manufactures the product in

the quantity and time as per the kanban and delivers it to the succeeding process. n

turn it consumes the material while processing and releases a kanban to its

proceeding process. n this manner the chain continues throughout the factory to the

stage of raw material.

"a'2a', which is a document, carries three t$pe # %'#rat%#'<

t identifies the product or material.

t indicates the stage of processing to be carried out, till when it is to be

carried out and in what amounts it is to be carried out.

t indicates from where to where the material or products to be transported.

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2ince production is repetitive in an automobile industry, kanban can be re used.

y limiting the number of kanbans in circulation one can eliminate the waste of over

production and minimi!e stocks. kanban indicates total time of delivery. This

means from the time kanban is released to the parts being physically available at the

required point. 2ay in an assembly 9 piece are consumed in an hour. /anban time is

two hours. Then there may be two kanban of 9 pieces each in circulation.

+ontinuous improvement would be carried out to reduce the delivery time to one

hour and eliminate one kanban. 8urther improvements may reduce the quantity of

the kanban

D/a-4&ar0 "a'2a' R/-e

%. no parts made unless =-kanban authori!es production

. e#actly one =-kanban and one +-kanban for each container "the number of

containers per part number is a management decision$

4. only standard containers are used, and they are always filled with the

prescribed "small$ quantity

Pr#0/&t%,%t$ Ipr#,ee't *%th "a'2a'

%. deliberately remove buffer inventory "andOor workers$ by removing kanban

from the system

. observe and record problems "accidents, machine breakdowns, defective

products or materials, production process out of control$

4. take corrective action to eliminate the cause of the problems

7any people think the Toyota production system a /anban systemH this is

incorrect. The Toyota production system is a way to make products, whereas the

/anban system is the way to manage the Just-in-time production method.

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n short, the kanban system is an information system to harmoniously control

the production quantities in every process. t is a tool to achieve Cust-in-time

production. n this system what kind of units and how many units needed are written

on a tag-like card called /anban. The /anban is sent to the people of the preceding

process from the subsequent process. s a result, many processes in a plant are

connected with each other. This connecting of processes in a factory allows for

better control of necessary quantities for various products.

The /anban system is supported by the followingH

• S##th%'g # pr#0/&t%#'

• Re0/&t%#' # et4/p t%e 0e%g' # a&h%'e -a$#/t

• Sta'0ar0%>at%#' # @#2

• Ipr#,ee't a&t%,%t%e

• A/t#'#at%#'

A/t#'#at%#'

n order to reali!e Just-in-time perfectly, %BB per cent good units must flow to

the prior process, and this flow must be rhythmic without interruption. Therefore,

quality control is so important that it must coe#ist with the Just-in-time operation

throughout the /anban system. utonamation means to build in a mechanism a

means to prevent mass-production of defective work in machines or product lines.utonamation is not automation, but the autonomous check of abnormality in the

process. The autonomous machine is a machine to which an automatic stopping

device is attached. n Toyota factories, almost all the machines are autonomous, so

that mass-production of defects can be prevented and machine breakdowns are

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automatically checked. The idea of utonomation is also e#panded to the product

lines of manual work. f something abnormal happens in a product line, the worker

pushes stop button, thereby stopping his whole line. 8or the purpose of detecting

troubles in each process, an electric light board, called A'0#'5 indicating a line stop,

is hung so high in a factory that it can easily be seen by everyone. The ndon in the

Toyota system has an important role in helping this autonomous check, and is a

typical e#ample of ToyotaFs ELisual +ontrol 2ystem.E

J/t4%'4t%e pr#0/&t%#'

The idea of producing the necessary units in the necessary quantities at the

necessary time is described by the short term Just-in-time. Just-in-time means, for

e#ample, that in the process of assembling the parts to build a car, the necessary kind

of sub-assemblies of the preceding processes should arrive at the product line at the

time needed in the necessary quantities. f Just-in-time is realised in the entire firm,

then unnecessary inventories in the factory will be completely eliminated, making

stores or warehouses unnecessary. The inventory carrying costs will be diminished,

and the ratio of capital turnover will be increased.

1owever, to rely solely on the central planning approach which instructs the

production schedules to all processes simultaneously, it is very difficult to realise

Just-in-time in all the processes for a product like an automobile, which consists of

thousands of parts. Therefore, in Toyota system, it is necessary to look at the

production flow converselyN in other words, the people of a certain process go to the

preceding process to withdraw the necessary units in the necessary quantities at the

necessary time. Then what the preceding process has to do is produce only enough

quantities of units to replace those that have been withdrawn.





2o T#$#ta -#ga' %' a'/a&t/r%'g *#/-0 2e t# pr#0/&e %' a a-- -#t

a p#%2-e *%th %'%/ &#t a per ar+et 'ee0. f we look at parts that go

into an assembly line in an automobile industry like Toyota we find that

customisation is ma#imum at the final stage. 8or e.g. +ustomer would chose colour

seats etc. this happens at the assembly. 1owever at the aggregate stage a particular

model would have a specific engine, transmission etc. many common parts go into

different models. 8inally the same steel and pig iron goes into different parts.

2chematically it would as below.

F%g =< (a)





=lanning system for materials can be based on the forecast where as planning

system for final assembly must be based on accepted orders and there is a transition

when one moves from raw material to finished product planning.

The result of Toyota?s planning process is as followsN if a special car is

ordered in Japan at Toyota dealer, it is immediately transferred to head office and

onwards to Toyota motors .through computers this information is sent to the

assembly plant. With in two days the required car is manufactured. t takes

ma#imum si# days to transport it and another two days are kept as allowance. Thus a

customer?s special car can be delivered in ten days. n contrast if one wishes to purchase a specific colour car in ndia the dealer does not have in stock or it can be

delivered when the company takes up a batch of that particular colour. n case the

colour is not a standard one, one may never get it at all. We have come some way

from 1enry 8ords we can deliver all colours as long as they are blackK.

1ow does Toyota assemble a special car in two daysP )oes it mean that

manufacture of car really take place in Cust two daysP The answer to these questionscan be obtained by observing the planning and e#ecution system in a little detail.

P-a''%'g

*sing strong marketing system an yearly plan is prepared. This consists

of assessment of market si!e and share of Toyota. 'ough indication of

models and quantities.

tentative monthly production plan is prepared two months in

advance. This includes information on types of models and number of

sets.





(n the fifteenth day of previous month, manufacturing models, types

and other details are firmed up. t this stage leveling of production is

carried out and quantity of production per day model wise is decidedand informed to the production lines. This is again informed to venders.

(n twenty fifth day of previous confirmed plan of first ten days is

released. (n fifth day of the month confirmed plan for ne#t ten days

and on fifteenth day of the month final ten days plan is released. This is

what is called the T p-a' #r te' 0a$ p-a'<

G-#2a- a0aptat%#'

2ince Toyota production system has been created from actual practices in the

factories of Toyota, it has a strong feature of emphasi!ing practical effects, and

actual practice and implication over theoretical analysis. This system can play a

great role in the task of improving the constitutions of the companies, world-wide

"especially those of the automobile industry$.

Dept Of ME MESCE, Kuttipuram :




Chapter

TOYOTAS JIT AND ;ESTERN PHILOSOPHY

There are striking differences between the Toyota?s Cust in time manufacturing

philosophy and the western philosophy. The maCor differences can be tabulated as

below.






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Chapter

"EYS TO SUCCESSFUL JIT IMPLEMENTATION

The following are some of the keys for successful JT implementation

%. Sta2%-%>e a'0 -e,e- the ater pr#0/&t%#' &he0/-e (MPS) *%th /'%#r

p-a't -#a0%'gH create a uniform load on all work centers through constant

daily production "establish free!e windows to prevent changes in the

production plan for some period of time$ and mi#ed model assembly "produce

roughly the same mi# of products each day, using a repeating sequence if

several products are produced on the same line$. 7eet demand fluctuations

through end-item inventory rather than through fluctuations in production

level.

. Re0/&e #r e-%%'ate et/p t%eH aim for single digit setup times "less than

%B minutes$ or Eone-touchE setup -- this can be done through better planning,

process redesign, and product redesign.

4. Re0/&e -#t %>e (a'/a&t/r%'g a'0 p/r&hae)8 reducing setup timesallows economical production of smaller lotsN close cooperation with suppliers

is necessary to achieve reductions in order lot si!es for purchased items, since

this will require more frequent deliveries.

:. Re0/&e -ea0 t%e (pr#0/&t%#' a'0 0e-%,er$$H production lead times can be

reduced by moving work stations closer together, applying group technology

and cellular manufacturing concepts, reducing queue length "reducing the

number of Cobs waiting to be processed at a given machine$, and improving

the coordination and cooperation between successive processesN delivery lead

times can be reduced through close cooperation with suppliers, possibly by

inducing suppliers to locate closer to the factory

Dept Of ME MESCE, Kuttipuram <




9. Pre,e't%,e a%'te'a'&eH use machine and worker idle time to maintain

equipment and prevent breakdowns

>.F-e7%2-e *#r+ #r&e

H workers should be trained to operate several machines,

to perform maintenance tasks, and to perform quality inspections. n general,

the attitude of respect for people leads to giving workers more responsibility

for their own work.

@. Re/%re /pp-%er /a-%t$ a/ra'&e a'0 %p-ee't a >er# 0ee&t /a-%t$

pr#graH errors leading to defective items must be eliminated, since there are

no buffers of e#cess parts. quality at the source "Cidoka$ program must be

implemented to give workers the personal responsibility for the quality of the

work they do, and the authority to stop production when something goes

wrong. Techniques such as EJT lightsE "to indicate line slowdowns or

stoppages$ and Etally boardsE "to record and analy!e causes of production

stoppages and slowdowns to facilitate correcting them later$ may be used.

<. Sa--4-#t (%'g-e /'%t) &#',e$a'&e8 use a control system such as a kanban

"card$ system to convey parts between workstations in small quantities

"ideally, one unit at a time$. n its largest sense, JT is not the same thing as a

kanban system, and a kanban system is not required to implement JT "some

companies have instituted a JT program along with a 7'= system$, although

JT is required to implement a kanban system and the two concepts are

frequently equated with one another.

Dept Of ME MESCE, Kuttipuram A




Chapter

CONCLUSION

8rom this study, it is understood that, in this modern competitive world, where

only those industries, which provide ma#imum customer satisfaction at attracting

prices can succeed, the JT system plays an important role, as it reduces the

manufacturing time & wastage, during production. Thus it increases the amount of

goods produced and decreases the cost of production of these goods.

This seminar stresses the need to implement JT technique in utomobile

industries &other modern industries where large-scale production takes place.

Dept Of ME MESCE, Kuttipuram 4B




Reere'&e8

The 7achine that changed the World - Womack, Jones and 'oos

Toyota =roduction 2ystem - 3asuhiro 7onden

2tudy of Toyota production systemQ 2higeo 2hingo

Documents

Just in Time Manufacturing (1)