just in time(jit)
TRANSCRIPT
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Bangladesh University of Business and Technology Jotish roy 8th Intake 12132107059 B.Sc in Textile Engineering
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Chapter 7 – Just-in-Time and Lean Systems
Operations Managementby
R. Dan Reid & Nada R. Sander
s2nd Edition © Wiley 2005
PowerPoint Presentation by R.B. Clough - UNH
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Just-In-Time (JIT) JIT is an all-encompassing
manufacturing and service management philosophy that is founded on the concept of elimination of waste.
The term just-in-time stems from a primary form of waste elimination: reducing inventories (in manufacturing) and waiting times (in services).
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Waste Elimination Waste is anything that doesn’t add
value. Examples: Time wasted due to unsynchronized
production Excessive inventories Unnecessary material handling due to
poorly designed layouts Scrap & rework due to poor quality
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Three Elements of JIT
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The Philosophy of JIT Often termed “Lean Systems” All waste must be eliminated Broad view that entire organization must focus
on serving customers JIT is built on simplicity- the simpler the better Focuses on improving every operation- Kaizen Install simple visible control systems Flexibility to produce different models/features
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Elements of JIT Manufacturing Inventory reduction exposes
problems Kanbans & pull production systems Small lots & quick setups Uniform plant loading Flexible resources Efficient facility layouts
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Role of Inventory ReductionInventory reduction exposes problems
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The Pull System
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Small Lot Sizes & Quick Setups Small lots mean less average inventory and
shorten manufacturing lead time Small lots with shorter setup times increase
flexibility to respond to demand changes Strive for single digit setups- < 10 minutes Setup reduction process is well-documented
External tasks- do as much preparation while present job is still running
Internal tasks- simplify, eliminate, shorten steps involved with location, clamping, & adjustments
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Uniform Plant Loading A “level” schedule is developed so that the same mix
of products is made every day in small quantities Leveling the schedule can have big impact along whole
supply chain
Monday Tuesday Wednesday Thursday FridayAAAAA BBBBB BBBBB DDDDD EEEEEAAAAA BBBBB BBBBB CCCCC EEEEE
Monday Tuesday Wednesday Thursday FridayAABBBB AABBBB AABBBB AABBBB AABBBBCDEE CDEE CDEE CDEE CDEE
5 units5 units10 units
Weekly Production Required
Traditional Production Plan
JIT Plan with Level Scheduling
ABCDE
10 units20 units
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Flexible Resources Moveable, general purpose equipment:
Portable equipment with plug in power/air E.g.: drills, lathes, printer-fax-copiers, etc. Capable of being setup to do many different
things with minimal setup time Multifunctional workers:
Workers assume considerable responsibility Cross-trained to perform several different duties Trained to also be problem solvers
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Effective Facility Layouts Workstations in close physical proximity
to reduce transport & movement Streamlined flow of material Often use:
Cellular Manufacturing (instead of process focus)
U-shaped lines: (allows material handler to quickly drop off materials & pick up finished work)
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Traditional Process Focused Layout
Jumbled flows, long cycles, difficult to schedule
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JIT Cellular Manufacturing Product focused cells, flexible equipment,
high visibility, easy to schedule, short cycles
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JIT and TQM- Partners Build quality into all processes Focus on continuous improvement - Kaizen Quality at the source- sequential inspection Jidoka (authority to stop line) Poka-yoke (fail-safe all processes) Preventive maintenance- scheduled Work environment- everything in its place, a
place for everything
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Respect for People: The Role of Employees
Genuine and meaningful respect for associates Willingness to develop cross-functional skills Actively engage in problem-solving (quality circles) Everyone is empowered Everyone is responsible for quality: understand both
internal and external customer needs Associates gather performance data Team approaches used for problem-solving Decisions made from bottom-up Everyone is responsible for preventive maintenance
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The Role of Management Responsible for culture of mutual trust Serve as coaches & facilitators Support culture with appropriate
incentive system including non-monetary Responsible for developing workers Provide multi-functional training Facilitate teamwork
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Supplier Relationships and JIT
Use single-source suppliers when possible Build long-term relationships Work together to certify processes Co-locate facilities to reduce transport if
possible Stabilize delivery schedules Share cost & other information Early involvement during new product designs
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Benefits of JIT Smaller inventories Shorter lead times Improved quality Reduced space requirements Lower production costs Increased productivity Greater flexibility
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JIT in Services Most of the JIT concepts apply equally to
Service companies Cellular layouts, product focused, & flexible
employees shorten response times Service inventory, “paperwork”, should be
eliminated, simplified, examined for “waste” “Fail-safe” all processes from Orders-
Payment Team based organizations