just in time operational systems for manufacturing… jit and lean production

JUST IN TIME

Operational Systems for Manufacturing… JIT and Lean Production

Informal review…

Work on this during class today. Thanks for your inputs…

As a Manufacturing Leader...

You will play a critical role in the management and control of the companies critical information.

The Problem of Manufacturing…

Getting the right material and physical resources together at the right place and at the right time to meet the customer’s requirements.

Desired features, On time delivery, High Quality, at the best price…

Breaking down the problem…

Getting the material needed…Having enough inventory of material to support productionNot having too much inventory and extra costs…

ROPEOQ

time

Inventory lead

time

demand (constant rate)

Economic Order Quantity and Reorder Point Planning Model

“saw tooth pattern”

A very limited model…

Manufacturing and CIM Systems…

Where the action is!

Background reading…

JUST IN TIME:JUST IN TIME:

Only what is needed, nothing Only what is needed, nothing more...more...  To have To have onlyonly the right materials, the right materials, parts and products in theparts and products in theright place at the right time.right place at the right time.  

THE SEVEN WASTESTHE SEVEN WASTES

from Shigeo Shingo in Robert W. Halls bookfrom Shigeo Shingo in Robert W. Halls bookAttaining Manufacturing ExcellenceAttaining Manufacturing Excellence, ,

19871987

Waste of over productionWaste of over production

Waste of waiting Waste of waiting

Waste of transportation Waste of transportation   

Waste of processing itself Waste of processing itself

Waste of stocks Waste of stocks

Waste of motionWaste of motion

Waste of making defective Waste of making defective productsproducts

Claims for JIT:Claims for JIT:

reduced inventoryreduced inventory

reduced WIPreduced WIP

shorter lead timesshorter lead times not too early, not to late...not too early, not to late...

JIT is the result businesses want, JIT is the result businesses want, not a starting pointnot a starting point

What happens with JIT…What happens with JIT…

Eliminate non-value added activities Eliminate non-value added activities less time spent and less money spent...less time spent and less money spent...

Involve your suppliers and customersInvolve your suppliers and customers eliminate duplications, non value addded eliminate duplications, non value addded

activ.activ.

Shorter Set-up time and less WIP Shorter Set-up time and less WIP Faster through-put, less time, higher Faster through-put, less time, higher

qualityquality

JIT Action Areas…

Develop peopleDevelop people - increase - increase skills,productivity, moraleskills,productivity, morale Eliminate waste in all areasEliminate waste in all areasOptimize mOptimize materials handling and aterials handling and production flowproduction flowControl Control ToolingToolingIncrease qualityIncrease qualityImprove continuously!Improve continuously!

Develop the pipeline Develop the pipeline flow... then work to flow... then work to shorten it!shorten it!

Eliminate multiple locationsEliminate multiple locationsContract the plant layoutContract the plant layoutEliminate the "pipeline failures" Eliminate the "pipeline failures" ReliabilityReliability QualityQuality PeoplePeople

Reduce "changeover times” and “lot sizes" Reduce "changeover times” and “lot sizes" significantlysignificantlyUse "mind technology" before applying high Use "mind technology" before applying high technology!technology!  

Arvin Cell… with 6 operators

Bend Pipe and trim inlet end

Heat and form inlet end

Size and inspect/test

flange and product assembly

Weld flange brackets and assembly

Dimension check and leak test

Traditional Production Line… 6 people

First pass work cell design… 3 people

Second try – work cell design – 1 person

Floor SpaceReduction

nearly 50%

Documented savings… Customer rejects reduced 95%

Scrap reduced 62%

Work in process reduced 91%

Changeover time reduced by 78%

Labor cost as % of sales reduced 41%

The Name Game…

JITShort Cycle Mfg.Toyota Production SystemSynchronous Mfg.Lean Manufacturing Lean ProductionCommon Sense Mfg.

The Vision of “Lean” in the USA

Perhaps best stated by James Womack, and Daniel Jones in two popular books…

First… The Machine That

Changed the World (1990)

Unlocking the power of “Lean” requires more than just “tools”:

James Womack, and Daniel Jones second book…

Lean Thinking (1996)

“Lean Thinking” presents…

An “Americanized” view of lean production Precisely specifying value by product Identifying the value stream for each product Making the value-creating steps flow without

interruptions Letting the customer “pull’ value from the

producer Pursuing perfection (continuously improving)

Lean Production Challenges…

Developing beyond the “tools”…Inculcating the concepts and values of lean production into the fabric of an organization…Working to truly improve continuouslyExpanding lean efforts out to your customers and to all your suppliers

Lean Production can lead to lots of open questions…

Thanks for your attention…