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just in timeby gsba students
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Presented byGsba students
Just
TimeIn
Just-In-Time is a Japanese manufacturing management method developed in 1970s. It was first adopted by Toyota manufacturing plants by Taiichi Ohno. The main concern at that time was to meet consumer demands. Because of the success of JIT management, Taiichi Ohno was named the Father of JIT
Just-In-Time
JUST IN TIME (JIT) philosophy. JIT is both a philosophy and collection of management methods and techniques used to eliminate waste (particularly inventory) Waste results
2/22/2009just in time by ravindra 3
The focus of JIT is to improve the system of production by
eliminating all forms of WASTE.
JIT is a long-term approach to process improvement. It uses timeliness as a lever to lower costs, improve quality and improve responsiveness. However, JIT requires enormous commitment.
Goals of JIT
Waste elimination
Respond tocustomer needs
Competitiveness
Reliable relationshipwith suppliers
Efficiency Optimal cost/qualityrelationship
Inc.productivity
Reduce costs
0 Defectprocess
GOALS Increasing the organization’s ability to compete
with others and remain competitive over the long run is very important.
Customers’ needs and wants should be the most important focus for business today. This objective will help the firm on what is demanded from customers, and what is required of production.
Moreover, the optimal quality and cost relationship is also important. The organization should focus on zero-defect production process. Although it seems to be unrealistic in the long run, it will eliminate a huge amount of resources and effort in inspecting, and reworking defected goods.
Contd…. A good and long-term relationship between an
organization and its suppliers helps to manage a more efficient process in inventory management, material management, and delivery system. It will also assure that the supply is stable and available when needed.
Moreover, adopt the idea of continuous improvement. If committed to a long-term continuous improvement idea, it will help the organization to remain competitive in the future.
Becoming a Time-Based Competitor Broadly speaking, an organization competes on
the basis of quality, cost, flexibility and time. These factors are complementary, even symbiotic. Today's discriminating customer demands world-class quality at a competitive price. When all the leading companies in an industry have achieved a high level of quality, a focus on quality alone cannot keep a company competitive.
Quality then becomes a common expected factor, which must be complemented by a faster response time and flexibility. Increasingly, cost and quality are viewed as residuals or outcomes of competing on the basis of time and flexibility.
Reduces inventory
Reduces lead time
Reduces setup time
Emphasizes product-oriented layout
8
Just-in-Time ManufacturingTraditional Manufacturing
Increases inventory to protect against process problems
Increases lead time to protect against uncertainty
Disregards setup timeas an improvement priority
Emphasizes process-oriented layout
Just-in-Time Principles
Emphasizes team-oriented employee involvement
Emphasizes pull manufacturing
Emphasizes zero defects
Emphasizes supplier partnering
9
Just-in-Time ManufacturingTraditional Manufacturing
Emphasizes work of individuals, following manager instructions
Emphasizes push manufacturing
Tolerates defects
Treats suppliers as “arms-length,” independent entities
Elements of JIT
People Systems
Plant
JIT
People
Stockholders
Management
Labor
Govt support
System
MaterialRequirement Planning
ManufacturingResource Planning
computer basedbottom-up
manufacturing approachproduction plan
master production schedule
Plant Layout
DemandPull
Kanban
Continuousimprovement
Reduceinventory
Selfinspection
Plant
Kanban Kanban: Kan visual, Ban
card/board It is a signaling system to
trigger actionDemand forecast
Customer demand
Push system
Pull system
Kanban cards
Information about itemIts specificationPreceding processSucceeding processQuantities of such items
Benefits
Set up times are significantly reduced in the factory.
The flows of goods from warehouse to shelves are improved.
Employees who possess multiple skills are utilized more efficiently.
Better consistency of scheduling and consistency of employee work hours.
Increased emphasis on supplier relationships. Supplies continue around the clock keeping
workers productive and businesses focused on turnover.
Drawbacks of JIT
Loss of autonomyCultural differences Other problems
Drawbacks
Implem-entation
Benefits may vary
Individual Team MethodTraditionalapproach
Production level/employee skills
Companies That Have Implemented JIT
JIT in Production Systems
There are major differences between the production systems.
First, each production system is designed to produce different numbers of products in different volumes.
Second, each system arranges its equipment in a different layout. The material flow is different because of that layout.
Contd….
Third and most important, each provides different levels of output viz:
Cost Quality Performance Delivery Flexibility Innovativeness Output. The JIT production system can make
improvements in all the 6 outputs mentioned above.
Seven prominent types of waste to be eliminated:
Waste from Overproduction Transportation Waste Processing Waste Waste from Product Defects Waste of waiting/idle time Inventory Waste Waste of Motion
Implementation of JIT JIT is to eliminate waste in all its forms. The assumption of JIT is that we cannot sell
everything we make. Thus, we must produce salable goods (low cost, high quality, etc...) quickly.
Operation = Motion (Waste) + Work (Added Value) Motion alone is a waste that adds cost (counting
things, moving boxes, transporting goods, preparation time, waiting, producing defects, over production, handling materials, switching things on)
Inventory decouples individual operations and thereby creates waste (non-value-added motion) to buffer the operations against the effect of a different form of waste (long setups, poor material handling procedures, production of defects, etc.)
For real improvement, we must ask "why" when we encounter any form of waste.
Implementation of JIT
Proper arrangement (sort through and sort out, identify what you need, discard what you do not need )
Orderliness (assign a separate location for all essential items)
Cleanliness (keep the workplace spotless at all times)
Cleanup (maintain equipment and tools)Discipline (stick to the rules scrupulously)
Implementation of JIT
Place the machines in process sequence Design a cellular (U-shaped) layout Make one piece at a time in the cell Crosstrain workers to handle multiple
processes Produce according to the cycle time Have the operators work standing up and
walking Use slower, dedicated machines that are
smaller and less expensive
.
Awareness revolution
1. Abolish old tradition concepts. 2. Assume that new method will work. 3. No excuses are accepted. 4. It is not seeking for perfection, absolutely zero-
defect process, few defects is acceptable. 5. Correct mistakes immediately. 6. Do not spend money on improvement. 7. Use you brain to solve problem. 8. Repeat to ask yourself 5 times before any decision. 9. Gather information from several people, more is
better! 10. Remember that improvement has no limits.
.
Seiri - Proper Arrangement Seiton - Orderliness Seiso - Cleanliness Seiketsu - Cleanup Shitsuke – Discipline
5S’s For Workplace Improvement
Flow manufacturing
Arrange machines in sequence. U-shaped production line (Cellular
Manufacturing). Produce one-piece at a time. Train workers to be multi-skilled. Follow the cycle time. Let the workers standing and
walking around while working. Use small and dedicated machines.
Standard Operation
Cycle time Work sequence Standard stock-on-hand Use operation charts
Multi-process handling
Multi-process handling - a worker should handle several different processes at once, this is also called "vertical handling" and this is the basis for JIT production.
Requirements for a proper JIT management STANDARDIZATION: Where the supplies
are standardized and the suppliers are trustable and close to the plant. As there is little buffer inventory between the workstations, so the quality must be high and efforts are made to prevent machine breakdowns.
SOFTWARE:For JIT to work efficiently Supply Chain Planning software, companies have in the mean time extended Just-in-time manufacturing externally, by demanding from their suppliers to deliver inventory to the factory only when it's needed
MULTI-FUNCTIONALITY In JIT workers are multifunctional and are required to perform different tasks. Machines are also multifunction and are arranged in small U-shaped work cells
Contd… . CLEANLINESS Environment is kept clean
and free of waste so that any unusual occurrence are visible
SCHEDULES: Schedules are prepared only for the final assembly line, in which several different models are assembled at the same line. Requirements for the component parts and subassemblies are then pulled through the system..
QUALITY: Quality within JIT manufacturing is necessary, because without a quality program in JIT, the JIT will fail. Here we think about quality at the source and the Plan, Do, Check, Action with its statistical process control. Furthermore, techniques are also very important.