Chapter 6 Just-in-time and lean thinking. Just-in-time. Lean thinking. Vendor-managed inventory (VMI). Quick response. Content. What are the implications of Just-in-time for logistics?. 1.
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How can just-in-time principles be applied to other forms of material control such as reorder point and material requirements planning?
Push: traditional way
Inventory hides problems
How much to order?
Economic order quantity
When to order?
Periodic order quantity
Economic order quantity with uncertain demand
Periodic order quantity (POQ) with uncertain demand
Takt time: The maximum time allowed to produce a product in order to meet demand.
Jidoka: Autonomation (人工智能的自动控制)
Heijunka: A system of production smoothing designed to achieve a more even and consistent flow of work.(平准化)
Taylorism: Frederick Taylor 1856-1915 The father of scientific management
Fordism: Henry Ford 1863-1947 The father of mass production
Toyota: Taiichi Ohno The father of Toyota Production System
4. Let customer pull
2. Identify value stream
3. Create product flowLean thinking
Muda means waste, specifically any human activity which absorbs resources but creates no value.”
Traditional = People doing whatever they can to get results
Lean = People using standard process to get results
trusts the vendor to manage the inventory
monitors customers’ inventory
remote telemetry units
set levels to trigger call-inVendor-managed inventory
You rely – We supply
VMI data flow
The stock as such disappears from the company’s balance sheet and this way clears the way for a higher amount of working capital.
Customer only have to supervise the stocks, instead of drawing up a detailed analysis for the placing of orders.
Reduce the time interval between receiving goods and making them available for consumption or sales.
Stocks with customer will be reduced, because the uncertainty due to variability in the supplier’s periods of delivery will drop.Vendor-managed inventory