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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 .

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just in time

JUST IN TIME

Operational Systems for Manufacturing… JIT and Lean Production

informal review
Informal review…
  • Work on this during class today. Thanks for your inputs…
as a manufacturing leader
As a Manufacturing Leader...

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

the problem of manufacturing
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
Breaking down the problem…
  • Getting the material needed…
  • Having enough inventory of material to support production
  • Not having too much inventory and extra costs…
slide6

Economic Order Quantity and Reorder Point Planning Model

“saw tooth pattern”

Inventory

demand (constant rate)

ROP

EOQ

lead time

time

A very limited model…

just in time1
JUST IN TIME:
  • Only what is needed, nothing more...To have only the right materials, parts and products in theright place at the right time.
the seven wastes from shigeo shingo in robert w halls book attaining manufacturing excellence 1987
THE SEVEN WASTES from Shigeo Shingo in Robert W. Halls bookAttaining Manufacturing Excellence, 1987

Waste of over production

Waste of waiting

Waste of transportation

Waste of processing itself

Waste of stocks

Waste of motion

Waste of making defective products

claims for jit
Claims for JIT:
  • reduced inventory
  • reduced WIP
  • shorter lead times
    • not too early, not to late...
  • JIT is the result businesses want, not a starting point
what happens with jit
What happens with JIT…
  • Eliminate non-value added activities less time spent and less money spent...
  • Involve your suppliers and customerseliminate duplications, non value addded activ.
  • Shorter Set-up time and less WIP 

Faster through-put, less time, higher quality

jit action areas
JIT Action Areas…
  • Develop people - increase skills,productivity, morale
  • Eliminate waste in all areas
  • Optimize materials handling and production flow
  • Control Tooling
  • Increase quality
  • Improve continuously!
develop the pipeline flow then work to shorten it
Develop the pipeline flow... then work to shorten it!
  • Eliminate multiple locations
  • Contract the plant layout
  • Eliminate the "pipeline failures"
    • Reliability
    • Quality
    • People
  • Reduce "changeover times” and “lot sizes" significantly
  • Use "mind technology" before applying high 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

Arvin Cell… with 6 operators
documented savings
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
The Name Game…
  • JIT
  • Short Cycle Mfg.
  • Toyota Production System
  • Synchronous Mfg.
  • Lean Manufacturing
  • Lean Production
  • Common Sense Mfg.
the vision of lean in the usa
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
Unlocking the power of “Lean” requires more than just “tools”:
  • James Womack, and Daniel Jones second book…

Lean Thinking (1996)

lean thinking presents
“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
Lean Production Challenges…
  • Developing beyond the “tools”…
  • Inculcatingthe concepts and values of lean production into the fabric of an organization…
  • Working to truly improve continuously
  • Expanding lean efforts out to your customers and to all your suppliers