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JUST IN TIME

Operational Systems forManufacturing JIT and Lean

Production

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Informal review

Work on this duringclass today. Thanks

for your inputs

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As a Manufacturing Leader...

You will play a

critical role in themanagement andcontrol of the

companies criticalinformation.

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The Problem ofManufacturing

Getting the right material and physicalresources together at the right place

and at the right time to meet thecustomers requirements.

Desired features, On time delivery, HighQuality, at the best price

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Breaking down the problem

Getting the materialneeded

Having enoughinventory of materialto supportproduction

Not having toomuch inventory andextra costs

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ROPE

O

Q

time

I

n

v

e

n

t

o

r

ylead

time

demand

(constant rate)

Economic Order Quantity and Reorder Point Planning Model

saw tooth pattern

A very limited model

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Manufacturing and CIMSystems

Where the action is!

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Background reading

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JUST IN TIME:

Only what is needed, nothingmore...

To have only the right materials, partsand products in the

right place at the right time.

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THE SEVEN WASTESfrom Shigeo Shingo in Robert W. Halls book

Attaining Manufacturing Excellence, 1987

Waste of over production

Waste of waiting

Waste of transportationWaste of processing itself

Waste of stocks

Waste of motionWaste of making defective products

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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

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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

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JIT Action Areas

Develop people- increaseskills,productivity, morale

Eliminate waste in all areas

Optimize materials handling and productionflow

Control Tooling

Increase qualityImprove continuously!

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Develop the pipelineflow... then work toshorten it!

Eliminate multiple locations

Contract the plant layout

Eliminate the "pipeline failures" Reliability

Quality

PeopleReduce "changeover times and lot sizes"significantly

Use "mind technology" before applying high

technology!

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Arvin Cell with 6 operators

Bend Pipe andtrim inlet end

Heat and forminlet end

Size andinspect/test

flange and productassembly

Weld flangebrackets andassembly

Dimension checkand leak test

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Traditional Production Line 6 people

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First pass work cell design 3 people

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Second trywork cell design1 person

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Floor SpaceReduction

nearly 50%

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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%

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The Name Game

JIT

Short Cycle Mfg.

Toyota ProductionSystem

Synchronous Mfg.

Lean Manufacturing

Lean Production

Common Sense Mfg.

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The Vision of Lean in the USA

Perhaps best stated byJames Womack, andDaniel Jones in two

popular books

First

The Machine That Changed

the World (1990)

http://www.lean.org/public/womack.htmhttp://www.lean.org/public/jones.htm

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Unlocking the power of Lean

requires more than justtools:

James Womack, andDaniel Jones secondbook

Lean Thinking (1996)

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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)

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Lean Production Challenges

Developing beyond the tools

Inculcatingthe concepts and values

of lean production into the fabric of anorganization

Working to truly improve continuously

Expanding lean efforts out to yourcustomers and to all your suppliers

d l d

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Lean Production can lead tolots of open questions

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Thanks for your attention