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JIT,Pokayoke,Jidoka,Kanban,MRP,BOM,Waste Reduction By JIT
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Production & Materials Management
Recent Methods To Control Waste
&
MRP
Just In Time• Developed By Kiichiro
Toyoda• This Is a Technique From
TQM Process• It is a waste control Method
Not A Inventory Control Technique
• Strives for reduced Setup time and Small Lot sizes
• Includes Zero defect, worker centric quality control
Advantages Of JIT
1. Investment is reduced
2.Quality is Improved
3. Reduces the non-value added activities, hence reduces overall process time
4. Administrative efficiency
5. Reduction in Buffer Inventories
Disadvantages Of JIT
• There is little room for mistakes as minimal stock is kept for re-working faulty product
• Production is very reliant on suppliers and if stock is not delivered on time, the whole production schedule can be delayed
• There is no spare finished product available to meet unexpected orders, because all product is made to meet actual orders.
Waste Reduction Using JIT
Techniques Used In JIT
1. Kanban
2. Grouping Technology
3. SMED(Single Digit Minute Exchange Die)
4. Jidoka(automation)
5. TPM(Total Productive Maintenance)
6. Pokayoke
Kanban
• Developed By Taiichi Ohno at TOYOTA• Kanban cards-signals the need for
movement of materials• A Red Card Lying in an empty part
conveys that more parts are needed• Three Bin System
SMED
Jidoka
The term JIDOKA is simply applied to a machine that moves on its own
Jidoka refers to "automation with a human touch," as opposed to a machine that simply moves under the monitoring and supervision of an operator
Since the loom stops when a problem arises, no defective products are produced.
Pokayoke
The concept was formalized and adopted by Shigeo Shingo as part of the Toyota production System
A simple distraction to worker can lead to a work being done wrong
The basic principle of Pokayoke is developing techniques which makes it difficult for people to make mistakes.
Case Study
• Larry Ficarra an engineer with Varian Ion Implant Systems, was assembling a vacuum chamber for a 10,000-component particle accelerator used in microprocessor production.
• A guide pin near an O-ring surface was supposed to go into a hole to ensure proper alignment of critical components. The part with the pin was so bulky it required a little juggling before the pin found the hole.
• Everything seemed to be working well, but on start up, the critical assembly would not hold a vacuum.
Case Study• Ficarra discovered that while trying to get the pin into the
hole, he had inadvertently scratched the O-ring surface which prevented the chamber from holding a vacuum.
• He discovered that Japanese refer to mistake proofing as poka-yoke and think of it as their first defense against defects.
• The pin may contact the elastomer O-ring, but the complaint O-ring resists damage.
• Ficarra says the scratched –surface error has not happened since.
KAIZEN• Kai - to modify or change• Zen - to think about making good or better• Masaaki Imai: Kaizen - “a means of
continuing improvements in personal life, home life, social life, and working life”
• Focus on gradual and continuous improvement
PDCA CYCLE• In the beginning, any new workplace is unstable.
• PDCA is followed during improvement activities in management• The Plan-Do-Check -Act is the first step in the kaizen process.• Plan: Establish a target for improvement and the way to achieve the
required result after improvement
• Do: Implement the plan
• Check: Determine whether the implementation is still on track and is on its course to bring about the desired improvement
• • Act: perform and standardize the new procedures to eliminate reversal
of the improvement process.
Kaizen Case Study
• Nissan introduced Welding Robots in 1973
• After Implementation of kaizen their work time per unit had been cut by 60 percent and increased overall production efficiency by 20 percent
• It was achieved through a series of kaizen programs that cut time by as little as half a second
Gemba Kaizen
• Gemba means work place• Gemba-kaizen is a process of
continuous improvement at workplace• The emphasis is on improvement on
shop floor• This can be achieved only if Group
works in good Coordination.
Material Requirement Planning
• Material requirements planning (MRP) is a production planning and inventory control system used to manage manufacturing processes. Most MRP systems are software-based.
MRP StructureOutput Reports
Purchase Request
Management Reports
Production Orders
Purchase advice
Exception reports
Order early or late or not needed
Order quantity too small or too large
BOM
Management Policy
Inventory data
Inputs Of MRP
• Master Scheduling• Bill Of Materials• Inventory Records
Bill Of Material
• Structured list of all the materials required for producing finished product
• On the basis of production requirement Bill Of Material extrapolates the requirement for raw materials and components
Bill Of material
Advantages Of MRP
1. Better response to customer orders
2. Faster response to market changes
3. Improved utilization of facilities and labor
4. Reduced inventory levels
Problems In MRP Implementation
• Need of high level of Discipline• No manual Intervention is allowed• The procedures in the company have to
be clear• Cost of software is high
Hubbell Lighting Case Study
• Manufactures Industrial Lighting Products
• Good-Quality Products• Poor at Meeting Due Dates• Work is specialized for Each customer• Complex Products
Hubbell Lighting Case Study
Before MRP Implementation• Less Than 75% of
Orders completed on time
After MRP Implementation• 97% of orders
completed on time• 2% of orders
completed with 1 or 2 days after due date
Conclusion
MRP focuses on the future, while JIT does not provide for forward-thinking.The JIT system is a dynamically linked system, that is better applied for short lead times, while MRP is not linked, and is suited for long lead times.The JIT system enhances the value of processes, MRP will give you more control