1. JIT – Just-In-Time Production
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2. Introduction to JIT Overview of JIT Catch Phrase
JIT is a pull production system
Catch Phrase
“The right part in the right place at the right time”
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3. History of JIT
Taiichi Ohno of the Toyota Motor Corporation is often referred to as “The Father of JIT.” The JIT management philosophy has been around since the 1950’s, which is when Ohno first started developing and practicing JIT concepts within the Toyota Corporation. Ohno titled his new methods of production the Toyota Production System (TPS), which has now become a synonymous term for JIT
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4. Toyota’s Lean Production House
Goal: highest quality, lowest cost, shortest leadtime
Heijunka S Standardized Work Kaizen
Jidoka
Just in Time (JIT) – continuous flow, pull system, or kanban
JIT
JIT is one of the pillars necessary to achieve Lean Production!
Stability – Stable Manufacturing Processes, 100% Quality, Total Preventative Maintenance
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5. Synonyms for JIT Toyota Production System Stockless production
Lean production
Kanban system
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6. JIT Goal and Philosophies
GOAL of JIT:
Production control through waste elimination
Philosophy of JIT
Elimination of waste
Broad view of operations
Simplicity
Continuous improvement
Visibility
Flexibility
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7. JIT Principles Simplification Cleanliness and organization Visibility
Cycle timing
Agility
Variation reduction
Measurement
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8. Elements of JIT Meet daily Discuss work practices Reduce buffer stock
Modify machinery – reduced setup
Reveal non-value added practices
Involve the workforce: consultation instead of confrontation
Expose problems
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9. Benefits of JIT Better quality products Reduced scrap and rework
Reduced cycle times
Lower setup times
Smoother production flow
Cost savings
Less inventory
Higher productivity
Most skilled workforce
Reduced space requirements
Higher work participation
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10. Toyota’s Seven Wastes Producing defects Transportation Inventory
Overproduction
Waiting Time
Processing
Motion
These 7 wastes are characteristic of push production systems.
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11. Canon’s Nine Wastes Work-in-process Defects Equipment Expense
Indirect labor
Planning
Human resources
Operations
Startup
Discussion:
Why is planning considered waste here?
Why human resources?
Can the class identify other sources of waste associated with organizations?
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12. The Five Why’s
Ask “Why” five times to get to the source of waste and the cause of problems
Why did the machine stop? Overload and blown fuse
Why the overload? Not lubricated
Why not lubricated? Oil pump not pumping
Why not pumping? Pump shaft worn out
Why worn out? No screen, scrap was let in
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13. Push vs. Pull Push System
Material is pushed downstream and inventory builds regardless of resource availability
Strong emphasis on production first
Stock points and additional inventory can overflow with parts and raw materials
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14. Traditional Push Production System
Big purchase
shipments w/
lower per
unit shipping
cost
Huge lot sizes
Lots of inventory
“Push” material to
next stage
Big “pushes”
of finished
goods to
warehouse or
customers
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15. Pull vs. Push Pull System
The customer starts the production process by pulling production when it is needed
Material is moved to workstations as it is needed
Stock points are kept at a minimum
Waste is MINIMIZED
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16. Pull Production System
Smaller lots
Faster setups
Less inventory
Smaller
shipments w/
minimal /
no inventory
holding cost
Goods are
“pulled” by
demand out
of the plant
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17. Necessary Conditions For Pull
Planning and Control Responsibility
Producing to Meet Demand
Reduce In-Process Inventories
Preventative Maintenance
Quality Assurance
Setup Times Must be Small
Linking of All Operations
Production Plans and Schedules Must Be Uniform
Develop Cooperative Attitudes and Teamwork
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18. Achieving Pull Production
Pull System as Reorder Point (ROP) System
D = demand (consumption rate)
LT = lead time (elapsed time btwn order and replenishment
P = production time
C = conveyance time (time to convey order to upstream process, plus time to move materials to the downstream operation
SS = safety stock (number of parts)
As variability increases in D or LT, SS increases
When D & LT are relatively constant, SS can be zero
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19. Achieving Pull Production
Standard-Sized Containers
If Q = the capacity of a standard container, then ROP as expressed in terms of the number of containers is K, or the maximum number of completely full containers in a buffer
Container Size
Container should hold about 10% of the daily demand
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20. Kanban Kanban card shows typical production quantity
Derived from two-bin inventory system
Maintains pull production system
A production kanban authorized production
A withdrawal kanban authorizes material handling
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21. Kanban Pre-Conditions
Point of use inclusion (all parts on the assembly line)
Level production
There are four pre-conditions for the successful implementation of Kanban
Quick Changeover procedures
Stabilized processes
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22. Kanban Kanban means “signboard”
Kanban is a signal used to communicate production cues in a pull production system
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23. Sample Kanban Card Part No.: 6934 Description: Servo motor
Box capacity: 30
From:
Box type: AF
To:
Issue No.: 06
Assembly
Station 3
D-7
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24. Sample Kanban Card <<Part Number>>
Market Address
<<Market_Address>>
Kanban Number
<<Kanban_Number>>
Line-Side Address
<<Line_Side_Address>>
Part Number
<<Part Number>>
Route
<<Route>>
Part Description
Bar Code Area
Dock Code
<<Dock Code>>
Supplier Code
<<Supplier Code >>
Quantity
<<Quantity>>
Serial Number
Comment:
<<Comment>>
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25. Conveyance Kanbans
A conveyance kanban, or C-kanban, authorizes containers to move from an upstream, outbound buffer to a downstream, inbound buffer
Kc = number of C-kanbans
C = total time between when workers remove a C-kanban from a full container at the inbound buffer and when they remove a C-kanban from the next full container
Steps for C-kanban on p.274
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26. Production Kanbans
P-kanban is used to authorize production parts to assemblies
Kp = number of P-kanbans
P = total time elapsed from when workers or mat’l handlers remove the P-kanban from a full container and post it at the outbound buffer until the time they remove the P-kanban from the next full container
Steps on p. 276
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27. 1 & 2-Card Kanban Systems 1-card systems use only C-kanbans
2-card systems use both C-kanbans and P-kanbans
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28. DISCUSSION
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