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1、JITHistoryThis texts ideaPhilosophical change Taiichi Ohno Toyota Just-in-Time manufacturing is the elimination of all waste and continuous improvement of productivity Waste means anything other than the minimum amount of equipment,parts,space,material,and workers time absolutely necessary to add va
2、lue to the product.JITThe long-term result of eliminating waste is a cost-efficient,quality-oriented,fast-response organization that is responsive to customer needs Adding value to a product does not mean adding cost.Users are not concerned with the manufacturers cost but only with the price they mu
3、st pay and the value they receive.Many activities increase cost without adding value and,as much as possible,these activities should be eliminated.WasteAnything in the product cycle that does not add value to the product is waste Management is responsible for establishing policies for the market seg
4、ments the company wishes to serve and for deciding how broad or specialized the product line is to be.StandardizationStandardization reduces the planning and control effort needed,the number of items required,and the inventory that has to be carried.The“ideal”product is one that meets or exceeds cus
5、tomer expectations,makes the best use of material,and can be manufactured with a minimum of waste Waste in ManufacturingToyota identified seven important sources of waste in manufacturing.The first four relate to the design of the manufacturing system and the last three to the operations and managem
6、ent of the system:1)The process Consistent,minimum scrap,least cost2)Methods -wasted movement,time and effort.ie tools3)Movement storing components4)Product defects rework,bad quality customer5)Waiting time worker and/or material6)Overproduction excess inventory7)Inventory -excessInventories role in
7、 JITBatch of 1000 parts QualityReworkSlows CIPBatch 100Increased responsivenessLess inspectionBetter qualityCh 15-6 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eStandard Operating RoutineCharacteristics of JIT EnvironmentFlow manufacturing-only certain itemsCellular manufacturing functional l
8、ayout and work cell layoutProcess flexibility worker and machine flexibility.Quick changeover shorten setupsReduced EOQ,queue,MLT,WIPImproved quality and process flowCh 15-8 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eManufacturing Cell With Worker RoutesEnterWorker 1Worker 2Worker 3ExitKey:
9、Product routeWorker routeMachinesTQMQuality is important for two reasons.If quality is not present in what is supplied to the customer and the product is defective,the customer will be dissatisfied.If a process produces scrap,it creates disrupted schedules that delay supplying the customer,increases
10、 the cost of the product.Manufacturing must ensure that the process is capable of producing the required quality consistently and with as close to zero defects as possible.The benefits of a good quality program are less scrap,less rework,less inventory,better on-time production,timely deliveries,and
11、 more satisfied customers.Total productive maintenance is“preventive maintenance plus continuing efforts to adapt,modify,and refine equipment to increase flexibility,reduce material handling,and promote continuous flow.”Uniform plant loading means that the work done at each workstation should take a
12、bout the same time.Balancing the line,which means that the time taken to perform tasks at each workstation on the line is the same or very nearly so.The result will be no bottlenecks and no buildup of work-in-process inventory.Pull system Starts at the end of the line and pulls product from the prec
13、eding operation as needed.The preceding operation does not produce anything unless a signal is sent from the following operation to do so.The system for signaling demand depends on the physical layout and conditions in the plant.The most well known system is the Kanban system.The details vary,but it
14、 is basically a two-bin,fixed-order-quantity,order-point system Valid schedule The schedule sets the flow of materials coming into the factory and the flow of work through manufacturing.To maintain an even flow,the schedule must be level.In other words,the same amount should be produced each day.Mix
15、ed-model scheduling Means that some of everything is made each day in the proportions to meet demand.If demand shifts between models,the assembly line can respond daily.WeekOnHand123Economy01500Standard6001500300Deluxe8001200Total1400150015001500WeekOnHand123Economy250500500500Standard300600600600De
16、luxe200400400400Total750150015001500Master Production Schedule Leveled Master Production Schedule Linearity is achieving the plan no more,no less and is usually reached by scheduling to less than full capacity.Supplier Partnerships.TrustLong-term commitmentShared visionTotal Employee Involvement A s
17、uccessful JIT environment can be achieved only with the cooperation and involvement of everyone in the organization Operators must take responsibility for improving processes,controlling equipment,correcting deviations,and becoming vehicles for continuous improvement.Employees must be flexible in th
18、e tasks they do.In a JIT environment,more emphasis is placed on the leadership role.Managers and supervisors must become coaches and trainers,develop the capability of employees,and provide coordination and leadership for improvements.Effects of MPC in JIT EnvironmentForecasting-is shortened lead-ti
19、me.PP Supplier relationships,improved material flow.MPS see slide 14Shorter lead-times reduce time fences,greater customer service and closer to make to order environment.MRP reduction to daily time bucketsNo inventory,no netting and sometimes no offsettingBOMS are flattened or simplifiedCapacity le
20、veled Inventory management increase transactions,backflushing/post deduct.The Pull SystemMRP is a push system,meaning that the material needs are calculated ahead of time and pushed out to the production systems as a production order.The pull system underlying concept is not to preplan and generate
21、schedules,but to react to the final customer order and produce only what is needed to satisfy demand and them only when it is needed.Cal Berkeley VideoCh 15-10 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eKanban Production Control SystemKanban card indicates standard quantity of productionDer
22、ived from two-bin inventory systemKanban maintains discipline of pull productionProduction kanban authorizes productionWithdrawal kanban authorizes movement of goodsCh 15-11 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eA Sample KanbanMachiningM-2AssemblyA-4Part no.:7412Description:Slip ringsF
23、rom:To:Box capacity 25Box Type AIssue No.3/5Ch 15-22 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eInventory Hides ProblemsPoor QualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetupsCh 15-23 2000 by Prentice-Hall IncRussell/Taylor Oper Mgt 3/eLower Levels Of Inventory
24、 To Expose ProblemsPoor QualityUnreliableSupplierMachineBreakdownInefficientLayoutBadDesignLengthySetupsWhich to Choose MRP(ERP),Kanban,or Theory of Constraints?Because of the forward-looking nature of MRP,it can be very effective in an environment with a great deal of variability and uncertainty.MR
25、Ps major disadvantage is that it is highly data dependent,both accurate and timely.JIT and Kanban work best in a highly stable and predictable environment.They are not as effective in highly volatile environments.Theory of Constraints(TOC)works best when the constraint can be identified and will be
26、a constraint long enough to be managed effectively.TOC is not as effective in a less stable environment where the constraint changes and not easily identified.Hybrid systems like Kanban and MRP are successful when MRP is used for advanced planning and Kanban is used as an execution system.JIT and TO
27、C can be use together where TOC prioritizes the areas of improvement based on knowing the constraints and the JIT continuous improvement efforts follow that lead.Non JIT SituationsWhere the demand pattern is unstableWhere custom engineering is requiredWhere quality is unpredictableWhere volumes are
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