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Just in Time System (2) 10000

The document discusses the concepts of just-in-time (JIT) manufacturing. It defines JIT as eliminating waste and continuously improving productivity. It describes the characteristics and objectives of a JIT system including reducing inventory and lead times. The document outlines the seven types of waste and solutions, elements of JIT manufacturing, and prerequisites and benefits of implementing JIT.

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John Griffies
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129 views

Just in Time System (2) 10000

The document discusses the concepts of just-in-time (JIT) manufacturing. It defines JIT as eliminating waste and continuously improving productivity. It describes the characteristics and objectives of a JIT system including reducing inventory and lead times. The document outlines the seven types of waste and solutions, elements of JIT manufacturing, and prerequisites and benefits of implementing JIT.

Uploaded by

John Griffies
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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By Prasad Limaye Amol Shirsat Prashant Gawai

What is a Just-in-time System?


Just-in-time: A philosophy of manufacturing based on

planned elimination of all waste and continuous improvement of productivity.

Overview of JIT
Inventory reduction
Quality improvement Lead time reduction

Continuous Improvement
Total Preventive Maintenance Strategic Gain

Characteristics of Just-in-Time System


1. Pull method of material flow 2. Constantly high quality 3. Mall lot sizes 4. Uniform workstation loads 5. Standardized components and work methods 6. Close supplier ties 7. Flexible workforce 8. Line flow strategy 9. Automated production 10. Preventive maintenance

Objective of JIT
Produce only the products the customer wants.
Produce products only at the rate that the customer

wants them. Produce with perfect quality Produce with minimum lead time. Produce products with only those features the customer wants.

Produce with no waste of labor, material or equipment

-- every movement must have a purpose so that there is zero idle inventory. Produce with methods that allow for the development of people

Seven Wastes and Their Solutions Overproduction: reduce by producing only what is needed as it is needed. Waiting: synchronize the workflow. Transportation: minimize transport with better layouts. Processing: Why do we need this process at all? Stock: reduce inventories. Motion: reduce wasted employee motions. Defective products: improve quality to reduce rework.

Common Causes of Waste


Layout (distance) Long setup time Incapable processes Poor maintenance Poor work methods Lack of training Inconsistent performance measures Ineffective production planning Lack of workplace organization Poor supply quality/reliability

Elements of JIT Manufacturing System


1. Eliminate waste
2. Enforced problem solving 3. Continuous improvement 4. Involvement of people 5. TQM 6. Parallel processing

JIT Manufacturing Versus JIT Purchasing


JIT manufacturing: An Organisation- wide approach to

produce output with in the minimum possible lead time and at the lowest possible total cost by continuously identifying and eliminating all forms of waste and variance. JIT purchasing: Same pull type approach used in JIT manufacturing applied to purchasing shipments of parts and components from suppliers.

Pre-requisites for JIT Manufacturing


1. Stabilized production schedules. 2. Make the factories focused. 3. Increase production characteristics of manufacturing 4. 5.
6. 7.

work centers. Improve product quality. Cross-train workers so that they are multi-skilled and competent in several jobs. Reduce equipment break downs through preventive maintenance. Develop long-term supplier relationships that avoid interruptions in material flows.

Benefits of JIT System


1. Low inventory levels 2. Shorter production cycle time 3. Improved product quality 4. Reduced WIP Inventory 5. Better labour utilisation.

Major Tools and Techniques of JIT Manufacturing


Shop-floor JIT or little JIT has nine tactical tools. The tactical tools of little JIT are :
i.
ii. iii. iv. v.

Kanban system or Pull scheduling Set up reduction (SMED) Lean production Poka- Yoke (Fool proofing) Quality at the source

Standardisation and simplification vii. Supplier partnerships viii. Reduced transaction processing and ix. Kaizen (continuous improvement).
vi.

JIT Principles
Create flow production

-one piece flow - machines in order of processes - small and inexpensive equipment - U cell layout, counter clockwise - multi-process handling workers - easy moving/standing operations - standard operations defined Establish TAKT time - rate at which the customer buys a product Build Pull Product - use of kanban system

JIT Tactics
Single Minute Exchange of Dies (SMED)

-Statistical Process Control -Use of standard containers -Doable stable schedules with adequate visibility TAKT-Time -5-S Program -Kaizen Event

JIT Tactics (contd.)


Visual control
Flexible workers Tools at the point of need

Product redesign
Group Technology Total Productive Maintenance

Balanced Production
Three elements

TAKT time Work sequence Standard WIP Objective Build at rate that the customer wants work Balance the system to maximize efficiency at this rate

TAKT Time Example


Net Available Operating Time

Time per shift 480 (minutes) Breaks (2 @ 10) - 20 Clean-up - 20 Lunch - 30 NAOT/shift 410 Customer Requirements Monthly 26,000 units/month No. Working Days 20 days/month CR/Day 1,300 units/day TAKT Time 410 x 60 x 3 shifts (73,800) divided by 1,300 57.769 seconds per part or 57"

TAKT= (Net Available Operating Time) / Customer Requirements time periods must be consistent

SMED
Setup reduction Elements

Internal Setup setup while machine idle External Setup setup while machine busy Adjustment run-ins, calibration

SMED Process
Study current process

as is Convert internal to external setup Eliminate the need for Adjustment Eliminate need for fastening Goal setup time < 10 minutes

Push Vs. Pull Scheduling


Push Scheduling

traditional approach move the job on when finished problems - creates excessive inventory Pull scheduling coordinated production driven by demand (pulled through system) extensive use of visual triggers (production/withdrawal kanbans)

Visual Control
A system for making problems obvious without the

need for sophisticated monitoring computer systems Andon light system Kanbans Create a sense of urgency Clearly identify where the problems are located

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