just in time manufacturing

[object Object],2/22/2009 just in time by ravindra The focus of JIT is to improve the system of production by eliminating all forms of WASTE. JIT is a long-term approach to process improvement. It uses timeliness as a lever to lower costs, improve quality and improve responsiveness. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Waste exists unless all the following goals are achieved

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra

[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Just-in-Time Manufacturing Traditional Manufacturing Increases inventory to protect against process problems Increases lead time to protect against uncertainty Disregards setup time as an improvement priority Emphasizes process-oriented layout Just-in-Time Principles

[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Just-in-Time Manufacturing Traditional Manufacturing Emphasizes work of individuals, following manager instructions Emphasizes push manufacturing Tolerates defects Treats suppliers as “arms-length,” independent entities

[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra

[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra

2/22/2009 just in time by ravindra Flow with JIT Traditional Flow Customers Suppliers Customers Suppliers Production Process (stream of water) Inventory (stagnant ponds) Material (water in stream)

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Step 1: Awareness

The role of inventory in traditional and JIT systems: The water and the rocks metaphor Material quality problems Long setups Poor training Break downs Material handling Traditional systems use inventory (water) to buffer the process from problems (rocks) that cause disruption. Water = Inventory 2/22/2009 just in time by ravindra

The role of inventory in traditional and JIT systems: The water and the rocks metaphor Material quality problems Long setups Poor training Break downs Material handling JIT systems view inventory as waste and work to lower inventory levels to expose and correct the problems (rocks) that cause disruption. 2/22/2009 just in time by ravindra

The role of inventory in traditional and JIT systems: The water and the rocks metaphor Material quality problems Long setups Poor training Break downs Material handling Lowering the level of inventory is relatively easy to do. However, the problems that arise must be corrected quickly … Otherwise, without decoupling inventory, the process will flounder. 2/22/2009 just in time by ravindra

[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Step 2: Workplace Improvement (the 5 S’s)

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Step 3: Flow Manufacturing (one piece at a time)

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Cellular Layout Inbound Stock Outbound Stock

2/22/2009 just in time by ravindra An engineering and manufacturing philosophy that identifies physical similarities of parts and establishes their effective production. Assignment of individual products to product families

2/22/2009 just in time by ravindra Assignment of product families to manufacturing cells

2/22/2009 just in time by ravindra

2/22/2009 just in time by ravindra Cell A Cell B Cell C Cell D Family 1 Family 2 Family 3 Family 4

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Step 4: Level Production (make the same quantity every day)

[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra Step 5: Improve and standardize (produce quality safely and inexpensively)

2/22/2009 just in time by ravindra … Lower Level Inven-tory … MRP – Push System Kanban – Pull System … Kanban Signals Full Containers Lower Level Inven-tory Assem-bly Assem-bly

2/22/2009 just in time by ravindra ,[object Object],[object Object],[object Object],[object Object],[object Object],Operation Kanban Kanban Kanban Kanban Kanban Kanban Kanban Demand rate (D) Lead time (T) Safety stock (S) Container size (C) Example, Demand = 1000 units/hour Lead time = 10 minutes = 1/6 hour Container size = 5 parts Safety stock = 5% = .05(1000*1/6) = 8.33 units Equation: N= (DT+S)/C (1000(1/6) + 8.33)/5 = 35

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/22/2009 just in time by ravindra

just in time manufacturing

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