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IE-44 and MM-01

OP-15 Lean Manufacturing


JIT: Basic Principles

Prof Vivek Khanzode


Associate Professor, Industrial Engineering

National Institute of Industrial


Engineering
Mumbai 400 087

Origins of JIT
Japanese firms, particularly Toyota, in 1970's and
1980's
Taiichi Ohno and Shigeo Shingo
Geographical and cultural roots
Japanese objectives
catch up with America (within 3 years of 1945)
small lots of many models

Japanese motivation
Japanese domestic production in 1949 25,622 trucks,
1,008 cars
American to Japanese productivity ratio 9:1
Era of slow growth in 1970's
2

Toyota Production System


Pillars:
1. just-in-time, and
2. autonomation

Practices:
Setup reduction (SMED)
Mistake-proofing (poka-yoke)
Worker cross-training
Vendor partnerships
Total quality control
Cellular manufacturing
3

Supermarket Stimulus
Customers get only what they need
Stock replenished quickly
Minimum replenishment time
High service levels

Auto-Activated Loom
Stimulus
Automatically detect problems and shut
down
Foolproofing
Automation with a human touch

VA Focus
Every activity and element of a system
should add value to the output
Improvement should happen
Only in VA
If required, in NNVA
Not in NVA

Improve VA
Eliminate NVA
NVA often seem necessary but dont add
value

Two Functions
Line function
Staff function Support organization
Planning, control, accounting activities
Logistical activities
Quality activities
Change activities: orders, designs,
plans, BOMs

Support organizations grow large,


complex, self-serving entities

Elimination of support
activities
Simplifying product and processes
Eliminating defects at source
Improving integration of steps to
remove mistakes and duplication of
effort
Improving product design and
production planning to reduce
changes

Involving workers
Involving workers in improving work
Workers usually know what is
necessary and what is unnecessary
Threat to job-security may be
counter-productive
Waste elimination as a lean strategy
is Toyotas contribution to OM

Waste reduction and


environment
Reduce damages to environment
Reduce footprint
Total Waste Reduction

DFE (environment) and DFD


(disassembly)
Minimize use of hazardous and bulky materials
Minimize use of materials that involve energyintensive methods of production
Maximize use of materials that are recyclable
and environment friendly
Design products for ease of repair
Discourage quick discarding of products
Design for ease of disassembly
Specify how the products will be torn apart after life

The Seven Zeros


Zero Defects: To avoid delays due to defects. (Quality at the
source)

Zero (Excess) Lot Size: To avoid waiting inventory delays.


(Usually stated as a lot size of one.)

Zero Setups: To minimize setup delay and facilitate small lot sizes.
Zero Breakdowns: To avoid stopping tightly coupled line.
Zero (Excess) Handling: To promote flow of parts.
Zero Lead Time: To ensure rapid replenishment of parts (very
close to the core of the zero inventories objective).

Zero Surging: Necessary in system without WIP buffers.


13

Seven JIT Principles

Simplification
Cleanliness and organization
Visibility
Cycle timing
Agility
Variation reduction
Measurement

1. Simplification
Products
Reduce complexity
Less parts, common parts
DFMA, Concurrent engineering
ECRSS approach

Processes
Reduce complexity
Eliminate NVA
Operation analysis, process analysis
Method study, Motion study

Procedures
Minimize bureaucracy
Method study, BPR

2. Cleanliness and
organization
Five-S
Backbone of continuous
improvement and competitiveness

3. Visibility
Knowing what has been done by seeing
Knowing what must be done by seeing
Knowing what should be done by seeing
Communicate directly with minimum channels
Daily production schedules displayed prominently
Daily / hourly throughput
Standards and instructions for work
Achievement, rewards, recognitions

Visibility in 5S
1S: Helps in reducing clutter
2S: Visually designated place for
every thing ensures everything at its
place
3S: Helps in detecting malfunction
and abnormality, leaks, loose fittings
4S: Everyone knows what is the
expected standard

Visibility on Floor
Layout should contribute to visibility
People should be able to see things from a
distance
U-shaped cell enhances visibility
Subassembly adjacent to assembly line
Inventories directly on the shop-floor

Pull production is a manifestation of


visibility
Relies on cards, containers, inventories to
start or stop production

4. Cycle Timing
Fundamental to JIT
Repetitive production by definition

Regularity of timing
Minimum load variation
Constant rate Drum beat
Synchronizing production with:
Material handling, inspection, setup,
procurement, manpower deployment

Emphasis on steady rate

5. Agility
OODA Loop
Observe the situation (absorb information)
Orient (put information in context)
Decide (select a course of action)
Act (carry out the action)

Ability to function as an open system and


take timely and effective decisions
Agility is not necessarily FMS, automation is
not necessarily the only way to agility
However, automated systems are becoming
more and more agile

Agility tools
Reduced setups
Small-lot production
Equipment maintenance and
selection
Flexible operations
Flexible workplace
Agile workers

6. Variation reduction
Variation in
Product quality
Process parameters
Process timing

Variation occurs due to presence of waste


Variability increases CT and CT
Variability is worse: upstream or
downstream?
Removing waste reduces CT and CT
With reduced CT, agility improves

Traditional ways to deal with


variability
Safety stocks
Safety lead times
Overtime
Expediting

Costly and disruptive to other


schedules
Identify sources of variability and
eliminate them

Tools
In JIT, variability is reduced through
analysis and standardization of
Operating processes
Machine setups and preventive
maintenance procedures
Levelled, regularized production
schedules

Taguchi approach: On-target quality


Taguchi loss function

7. Measurement
Measure whatever process we seek
to improve, or whatever waste to
eliminate
Fundamental of PDCA at P and C
stage
Part of DMAIC
Provides baseline/ benchmark

Grass root measurements


Workers involved in problem solving
decide what and when to measure
Workers are trained in data collection
and basic analysis skills

Visual management
Improve visibility of measurement and
analysis

The Environment as a
Control
Constraints or Controls?
machine setup times
vendor deliveries
quality levels (scrap, rework)
production schedule (e.g. customer due
dates)
product designs

Impact:

Manufacturing system made easier to manage


by improving the environment.
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Implementing JIT
Production Smoothing:
relatively constant volumes
relatively constant product mix

Mixed Model Production (heijunka):


10,000 per month (20 working days)
500 per day (2 shifts)
250 per shift (480 minutes)
1 unit every 1.92 minutes
29

Implementing JIT (cont.)


Production Sequence:

Mix of 50% A, 25% B,


25% C in daily production of 500 units
0.5 500 = 250 units of A
0.25 500 = 125 units of B
0.25 500 = 125 units of C

ABACABACABAC
ABAC

30

Inherent Inflexibility of JIT


Sources of Inflexibility:
Stable volume
Stable mix
Precise sequence
Rapid (instant?) replenishment

Measures to Promote Flexibility:


Capacity buffers
Setup reduction
Cross training
Cellular layout
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The Lessons of JIT


The production environment itself is a control
Operational details matter strategically
Controlling WIP is important
Speed and flexibility are important assets
Quality has to come first
Continual improvement is a condition for survival
32

Hierarchical Objectives
High
Profitabilit
y
Low
Costs
Low Unit
Costs
High
Throughput

High
Utilizatio
n

Less
Variability

High
Sales
Quality
Product
Low
Inventory

Short
Cycle Times

High Customer
Service
Fast
Respons
e
Low
Utilizatio
n

Many
products

High
Inventor
y

More
Variabilit
y
33

Automobile Design
Requirements:
Mass of car of 1000 kg
Acceleration of 2.7 m/s2
0 to 60 in 10 seconds
Engine with no more than 200 Newton force

Can we do it?No way!


Answer:

F = ma

200 N << (1000 kg) (2.7 m/s2) = 2,700 N


34

Plant Design
Requirements:
3000 units per day
with a lead time of not greater than 10 days,
and with a service level of at least 90%.

Can we do it???
F=ma equivalent in manufacturing
system?
35

Tradeoff Curves

How to obtain such


characteristics
36

End of Topic

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