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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
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
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
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).
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
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
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)
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
Tools
In JIT, variability is reduced through
analysis and standardization of
Operating processes
Machine setups and preventive
maintenance procedures
Levelled, regularized production
schedules
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
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:
Implementing JIT
Production Smoothing:
relatively constant volumes
relatively constant product mix
ABACABACABAC
ABAC
30
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
F = ma
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
End of Topic