Just in Time System (2)10000

8/3/2019 Just in Time System (2)10000

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By

Prasad Limaye

Amol Shirsat

Prashant Gawai


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What is a Just-in-time System? Just-in-time: A philosophy of manufacturing based on

planned elimination of all waste and continuous

improvement of productivity.


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Overview of JIT Inventory reduction

Quality improvement

Lead time reduction Continuous Improvement

Total Preventive Maintenance

Strategic Gain


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Characteristics of Just-in-Time

System1. Pull method of material flow

2. Constantly high quality

3. Mall lot sizes

4. Uniform workstation loads

5. Standardized components and work methods

6. Close supplier ties

7. Flexible workforce8. Line flow strategy

9. Automated production

10. Preventive maintenance


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Objective of JIT Produce only the products the customer wants.

Produce products only at the rate that the customer

wants them. Produce with perfect quality

Produce with minimum lead time.

Produce products with only those features the

customer wants.


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Produce with no waste of labor, material or equipment-- every movement must have a purpose so that thereis zero idle inventory.

Produce with methods that allow for the development

of people


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Seven Wastes and Their Solutions

Overproduction: reduce by producing only what isneeded as it is needed.

Waiting: synchronize the workflow.

Transportation: minimize transport with better layouts.

Processing: Why do we need this process at all? Stock: reduce inventories.

Motion: reduce wasted employee motions.

Defective products: improve quality to reduce rework.


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Common Causes of Waste Layout (distance)

Long setup time

Incapable processes

Poor maintenance

Poor work methods

Lack of training

Inconsistent performance measures Ineffective production planning Lack of workplace organization Poor supply quality/reliability


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Elements of JIT Manufacturing

System1. Eliminate waste

2. Enforced problem solving

3. Continuous improvement

4. Involvement of people

5. TQM

6. Parallel processing


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JIT Manufacturing Versus JIT

Purchasing JIT manufacturing: An Organisation- wide approach to

produce output with in the minimum possible lead timeand at the lowest possible total cost by continuously

identifying and eliminating all forms of waste andvariance.

JIT purchasing: Same pull type approach used in JITmanufacturing applied to purchasing shipments of parts

and components from suppliers.


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Pre-requisites for JIT

Manufacturing1. Stabilized production schedules.

2. Make the factories focused.

3. Increase production characteristics of manufacturing

work centers.4. Improve product quality.

5. Cross-train workers so that they are multi-skilled andcompetent in several jobs.

6. Reduce equipment break downs through preventivemaintenance.

7. Develop long-term supplier relationships that avoidinterruptions in material flows.


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Benefits of JIT System1. Low inventory levels

2. Shorter production cycle time3. Improved product quality

4. Reduced WIP Inventory

5. Better labour utilisation.


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Major Tools and Techniques of

JIT ManufacturingShop-floor JIT or little JIT has nine tactical tools.

The tactical tools of little JIT are :

i. Kanban system or Pull scheduling

ii. Set up reduction (SMED)

iii. Lean production

iv. Poka- Yoke (Fool proofing)

v. Quality at the source


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vi. Standardisation and simplification

vii. Supplier partnerships

viii. Reduced transaction processing and

ix. Kaizen (continuous improvement).


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JIT Principles Create flow production

-one piece flow- machines in order of processes- small and inexpensive equipment- U cell layout, counter clockwise

- multi-process handling workers- easy moving/standing operations- standard operations defined

Establish TAKT time

- rate at which the customer buys a product Build Pull Product

- use of kanban system


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JIT Tactics Single Minute Exchange of Dies (SMED)

-Statistical Process Control

-Use of standard containers

-Doable stable schedules with adequate visibility

TAKT-Time

-5-S Program

-Kaizen Event


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JIT Tactics (contd.)Visual control

Flexible workers

Tools at the point of need Product redesign

Group Technology

Total Productive Maintenance


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Balanced Production Three elements

TAKT time

Work sequence Standard WIP

Objective

Build at rate that the customer wants work

Balance the system to maximize

efficiency at this rate


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TAKT Time Example Net Available Operating Time

Time per shift 480 (minutes) Breaks (2 @ 10) - 20 Clean-up - 20

Lunch - 30 NAOT/shift 410

Customer Requirements Monthly 26,000 units/month No. Working Days 20 days/month

CR/Day 1,300 units/day TAKT Time

410 x 60 x 3 shifts (73,800) divided by 1,300 57.769 seconds per part or 57"


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TAKT= (Net Available Operating Time) / Customer

Requirements

time periods must be consistent


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SMED Setup reduction

Elements

Internal Setup

setup while machine idle

External Setup

setup while machine busy

Adjustment run-ins, calibration


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SMED Process Study current process

as is

Convert internal to external setup Eliminate the need for Adjustment

Eliminate need for fastening

Goal

setup time < 10 minutes


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Push Vs. Pull Scheduling Push Scheduling

traditional approach

move the job on when finished

problems - creates excessive inventory

Pull scheduling

coordinated production

driven by demand (pulled through system) extensive use of visual triggers

(production/withdrawal kanbans)


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Visual ControlA system for making problems obvious without the

need for sophisticated monitoring computer systems

Andon light system

Kanbans

Create a sense of urgency

Clearly identify where the problems are located

Documents

Just in Time System (2)10000