Академический Документы
Профессиональный Документы
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Topics to be Covered
Review of JIT & Waste Objectives of JIT JIT Principles JIT and Variance JIT Tools and Procedures
JIT: Definitions?
JIT Head Chicken JIT Oh JIT (OJIT) Tough JIT Strate JITs
JIT Planes Bull JIT Le JIT JIT Lag When the JIT hits the fan.
What is JIT?
a corporate system designed to produce output within the minimum lead time and at the lowest total cost by continuously identifying and eliminating all forms of corporate waste and variance. a corporate strategy a philosophy Focus of JIT: variance & waste
Waste Types
Chrysler Video on Waste
Transportation waste Process Waste Inventory Waste Waste of motion Waste from product defects Waiting time Overproduction
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
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.
Objectives
Produce with no waste of labor, material or equipment -- every movement must have a purpose so that there is zero idle inventory. Produce with methods that allow for the development of people
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
JIT Tactics
TAKT-Time
5-S Program Kaizen Event
Visual control Flexible workers Tools at the point of need Product redesign Group Technology Total Productive Maintenance
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
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"
TAKT Time
TAKT the beat (Net Available Operating Time) / Customer Requirements time periods must be consistent Example of calculation
SMED
Setup reduction Elements Internal Setup setup while machine idle External Setup setup while machine busy Adjustment run-ins, calibration
SMED Process
Study current process as is video tape Who owns the video tape? Convert internal to external setup Eliminate the need for Adjustment Eliminate need for fastening Goal setup time < 10 minutes
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)
Visual Control
A 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
Supplier Partnerships
Reliance on suppliers for problem solving expertise quality at the source timely communication participants in cost reduction programs Increased reliance on supplier certification
Standardization/Simplification
Eliminate inherent sources of variance eliminate opportunity for human discretion error Examples Container sizes MacDonalds with interaction with customers Consistent with Deming Wheel Standarize expose problems solve problems implement new methods
Other Techniques
Video
JIT at McDonalds
JIT - Day 2
Lean Manufacturing
Doing more with less Less of:
materials, time, resources overhead, people waste money
JIT is a subset of Lean Manufacturing Now seen as most applicable to mass production settings
Kaizen Event
Very short-term, finite in life Highly focused Creativity before capital Team-oriented Action-Oriented Verifiable Metrics Repetitive
Target Processes
training documentation - as is opportunities change presentation/action list
Typical Metrics
Floor space occupied by process being assessed Operators required per day Distance traveled by an order within the process WIP Inventory Setup (measured in minutes) Quality recommendations generated Safety Improvements implemented
JIT 11
Based on system developed by Bose of Framingham, MA Integration of JIT principles and practices into the supply chain JIT II
long term collaborative relationships with suppliers present suppliers to place personnel in plants of the buying organization
Limitations of JIT
Preconditions to JIT
trust must be present
labor/management suppliers/consumers
recognition of processes familiarity with problem solving quality at the source agreement over value and waste
Limitations of JIT
Right Settings
applicable in growth to maturity phases of Product Life Cycle standard product
Steinway and JIT
standard/fixed pay-rate
problems with piece-rate scheme
Unpleasant surprises eliminated Less computerization visual control Improved quality WIP reduced Better communications
Less pressure on receiving docks and incoming inspection areas Lower costs Change in attitude Defects are treasures
Four major stances: Buffer against it Ignore it Manage it Eliminate it All forms of variance create cost
external
changes in forecasts, actual demand, customer requested changes, government, competition, vendors
Cycle Times
Operator Cycle Time total time required for a worker to complete one cycle of an operation Machine Cycle Time total time for a machine to finish one complete cycle includes loading and unloading
1= 2= 3= 4= 43"
TAKT Time
Number of Operators 43/16.5 = 2.606 or 3 operators
16.5"
Seiri segregate and discard get rid of what is not needed Seiton arrange and identify for ease of use a place for everything and everything in its place Seiso Clean Daily clean work place enhances quality
Seiketsu Revisit frequently revisit the first 3 steps to maintain workplace safety and effectiveness
Shitsuki Motivate to sustain promote adherence through visual performance measurement tools
Next Day
JIT in Service Sectors New developments in JIT Lean Manufacturing Agile Enterprise JIT II Gemba Kaizen Quick Response Systems
Topics to be Covered
JIT and Lean Manufacturing JIT in Services Kaizen Events JIT II Gemba Kaizen Agile Enterprise Limitations of JIT
JIT in Services
Service Traits
strong emphasis on process avoidance of inventory emphasis on people and their importance to process recognition of need for continuous improvement defects are treasures
JIT in Services
JIT in Services
Key Issues
Equipment/people focus Customer contact per transaction Degree of discretion Degree of customization Location of value-added processes Product/process focus
Gemba Kaizen
Agile Enterprise
New development Associated with Iaccoca Institute of LeHigh University Merging flexibility with JIT Much broader than Lean Enterprise Recognition that the environment
always changing unpredictably undergoing change
Rapidly bring to market products that are variable combinations of hardware, information and services. Design products that are easily configurable and ungradable. Produce to individual customer orders in arbitrary order quantities. Bring out a continuously changing array of models within longer-lived product families
Fragment mass markets into niche markets. Maintain and foster continuous, rather than single-instance, sales relationships by continually adding value to current customers. Cooperate intensively with other companies, including competitors, to create global product resources.
Agile Enterprise
Other Tactics
Kaizen/Continuous Improvement Manufacturing Cells Business Process Reengineering Milk run logistics Supplier certification Direct delivery to point of use