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![Page 1: Lecture 27 Just-in-Time Manufacturing Books Introduction to Materials Management, Sixth Edition, J. R. Tony Arnold, P.E., CFPIM, CIRM, Fleming College,](https://reader035.fdocuments.us/reader035/viewer/2022062423/56649e735503460f94b72483/html5/thumbnails/1.jpg)
Lecture 27
Just-in-Time Manufacturing
Books• Introduction to Materials Management, Sixth Edition, J. R. Tony Arnold, P.E., CFPIM, CIRM, Fleming
College, Emeritus, Stephen N. Chapman, Ph.D., CFPIM, North Carolina State University, Lloyd M. Clive, P.E., CFPIM, Fleming College
• Operations Management for Competitive Advantage, 11th Edition, by Chase, Jacobs, and Aquilano, 2005, N.Y.: McGraw-Hill/Irwin.
• Operations Management, 11/E, Jay Heizer, Texas Lutheran University, Barry Render, Graduate School of Business, Rollins College, Prentice Hall
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Objectives
• Origin of JIT• Supply Chain• Characteristics of JIT• Importance of JIT• JIT, TPS, Lean Production• Eliminating Waste• Seven Sources of Waste• 5S’s• Function of JIT inventory• Supplier partnership• Advantages of setup reduction• Sources of variability• JIT and competitive advantage
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Toyota Motor Corporation
Largest vehicle manufacturer in the world with annual sales of over 9 million vehicles
Success due to two techniques, JIT and TPS
Continual problem solving is central to JIT
Eliminating excess inventory makes problems immediately evident
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Toyota Motor Corporation
Central to TPS is a continuing effort to produce products under ideal conditions
Respect for people is fundamental Small building but high levels of
production Subassemblies are transferred to the
assembly line on a JIT basis High quality and low assembly time per
vehicle
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Origins of JIT
The Toyota Production System
by Taiichi Ohno
Various titles by Shigeo Shingo
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Supply Chain (Logistics System)
SUPPLIERS
MANUFACTURERDISTRIBUTION SYSTEM
CUSTOMERPhysical
Supply
Manufacturing Planning and Control
Physical Distribution
DOMINANT FLOW OF PRODUCTS AND SERVICES
DOMINANT FLOW OF DEMAND & DESIGN INFORMATION
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Characteristics of JIT Environments
• Flow manufacturing• Process flexibility• Total quality management• Total productive maintenance
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Characteristics of JIT Environments
• Uninterrupted flow• Continuous process improvement• Supplier partnerships• Total employee involvement
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Importance of JIT
JIT is not primarily an inventory reduction program. Its primary purpose is to focus attention on problems.
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Deming on: JIT
The great advantage of the [JIT] system is the discipline behind it - processes in control; quality, quantity, and regularity predictable.
Out of the Crisis
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Just-In-Time, TPS, and Lean Operations
JIT is a philosophy of continuous and forced problem solving via a focus on throughput and reduced inventory
TPS emphasizes continuous improvement, respect for people, and standard work practices
Lean production supplies the customer with their exact wants when the customer wants it without waste
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Just-In-Time, TPS, and Lean Operations
JIT emphasizes forced problem solving
TPS emphasizes employee learning and empowerment in an assembly-line environment
Lean operations emphasize understanding the customer
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Eliminate Waste
Waste is anything that does not add value from the customer point of view
Storage, inspection, delay, waiting in queues, and defective products do not add value and are 100% waste
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Ohno’s Seven Wastes
Overproduction Queues Transportation Inventory Motion Overprocessing Defective products
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Seven Sources of Waste
• The process• Methods• Movement• Product defects• Waiting time• Over-production• Inventory
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Eliminate Waste
Other resources such as energy, water, and air are often wasted
Efficient, ethical, and socially responsible production minimizes inputs, reduces waste
Traditional “housekeeping” has been expanded to the 5 Ss
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5S’s
• Sort:Organization (Seiri)• Set in order: Orderliness (Seiton)• Shine: Cleanliness (Shitsuke)• Standardized Cleanup (Seiso)• Sustain: Discipline (Seiketsu)
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The 5 Ss
Sort/segregate – when in doubt, throw it out Simplify/straighten – methods analysis tools Shine/sweep – clean daily Standardize – remove variations from processes Sustain/self-discipline – review work and recognize
progress
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The 5 Ss
Sort/segregate – when in doubt, throw it out Simplify/straighten – methods analysis tools Shine/sweep – clean daily Standardize – remove variations from processes Sustain/self-discipline – review work and recognize
progressTwo additional Ss Safety – build in good practices Support/maintenance – reduce
variability and unplanned downtime
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JIT
Two Basic Questions
How much to order?
When to order?
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The Functions of Inventory
• To meet anticipated demand• To de-couple production and distribution
processes• To take advantage of quantity discounts• To hedge against inflation• To protect against stockouts• To permit operations to continue smoothly
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Types of Inventory
• Raw Material Inventory• Work-In-Process Inventory (WIP)• Finished Goods Inventory• Maintenance/Repair/Operating Supplies (MRO)
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Inventory Turns
• Inventory turns: a measure of how effectively inventories are being used. The ratio of Annual Cost of Goods Sold divided by average inventory in dollars
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Just-in-Time Inventory
• Just-in-time inventory is the minimum inventory necessary to keep a perfect system running.
The exact amount of goods arrive at the moment they are needed, not a minute before or a minute after the units are required.
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Supplier Partnerships
• Commitment• Communication• Change• Principles• Time together• Appreciation / Feedback
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Advantages of Setup Reduction
• Reduced EOQ• Reduced queue & mfg. Lead time• Reduced WIP• Improved quality• Improved process and material flow
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Inventory Management Terms
• Holding Costs– The costs associated with holding or “carrying” inventory over
time.• Ordering Costs
– Includes costs of supplies, forms, order processing, clerical support, etc.
• Setup Costs– The costs to prepare a machine or process for manufacturing
an order.• Safety Stock
– Extra stock held to prevent a stockout, held for uneven demand.
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Danger of Blind JIT Implementation
• Coupling your customers to problems• Inadequate resources to address problems in a
timely manner
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Remove Variability
JIT systems require managers to reduce variability caused by both internal and external factors
Variability is any deviation from the optimum process
Inventory hides variability Less variability results in less waste
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Sources of Variability
1. Incomplete or inaccurate drawings or specifications
2. Poor production processes resulting in incorrect quantities, late, or non-conforming units
3. Unknown customer demands
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Sources of Variability
1. Incomplete or inaccurate drawings or specifications
2. Poor production processes resulting in incorrect quantities, late, or non-conforming units
3. Unknown customer demandsBoth JIT and inventory reduction are
effective tools in identifying causes of
variability
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Improve Throughput
The time it takes to move an order from receipt to delivery
The time between the arrival of raw materials and the shipping of the finished order is called manufacturing cycle time
A pull system increases throughput
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Improve Throughput
By pulling material in small lots, inventory cushions are removed, exposing problems and emphasizing continual improvement
Manufacturing cycle time is reduced Push systems dump orders on the
downstream stations regardless of the need
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Just-In-Time (JIT)
• Powerful strategy for improving operations• Materials arrive where they
are needed when they are needed
• Identifying problems and driving out waste reduces costs and variability and improves throughput
• Requires a meaningful buyer-supplier relationship
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JIT and Competitive Advantage
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JIT and Competitive Advantage
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JIT Partnerships
JIT partnerships exist when a supplier and purchaser work together to remove waste and drive down costs
Four goals of JIT partnerships are: Removal of unnecessary activities Removal of in-plant inventory Removal of in-transit inventory Improved quality and reliability
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JIT Partnerships
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Concerns of Suppliers
Diversification – ties to only one customer increases risk
Scheduling – don’t believe customers can create a smooth schedule
Changes – short lead times mean engineering or specification changes can create problems
Quality – limited by capital budgets, processes, or technology
Lot sizes – small lot sizes may transfer costs to suppliers
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End of Lecture 27