İML 332E 332E: JIT JUST--IN JUST IN--TIME MANUFACTURING • Overview of Toyota Production System • Three Ms: Muda, Muda, Mura and Muri • Pull vs. Push System • Kanban and its types • Just Just--in in--time purchasing • Total quality control and JIT • Barriers to Implementation of JIT • Benefits of JIT HLHL-FA09 1 Overview of Toyota Production System İML 332E 332E: JIT Objectives: • Reducing costs by eliminating all kinds of costs • Making it easier to achieve and assure product quality • Attempting to create work sites that respond quickly to change • Organizing work sites based on human dignity, mutual trust and support Components: • Process job design and job standardization • Economic lot sizes and accelerated setup times • Just Just--inin-time production • Autonomation • Kanban • Jikoda Jikoda--Andon • Yo Yo--i-don HLHL-FA09 2 1 Brief History of Manufacturing İML 332E 332E: JIT HLHL-FA09 3 In Japan… İML 332E 332E: JIT Lean production wa was s developed in Japan Mr. Toyoda and Mr. Ohno of Toyota after analyzing mass production after II. World War. There were some factors forced Toyada and Ohno to develop this system. Japan Market was small and it was demanding extensities types of car models such as: o Luxury cars for politicians, o Small trucks for farmers, o Lorries for transporters Japanese Japan ese economy collapsed after II. World War and needed capital and foreign money, therefore buying a western latest technology was almost impossible. There were no immigrated workers at Japan who could work under standard working conditions. There were very powerful car companies such as GM and Ford outside Japan and they were ready to defend defend their market. HLHL-FA09 4 2 Main Characteristics haracteristics of Lean Manufacturing İML 332E 332E: JIT • Involving the human factor in the production so that everyone has a big responsibility about production even they can stop the production by the help a cable with his initiative and thus every employee add something to the car, • Cooperation with the supplier and trusting each other in order to produce exactly the needed product in a short time and also reduce the holding cost, • Causing that everybody beginning from the newcomers knows know s something about each department in the company. • Improving quality by examining each mistake at the point where it happens and making everyone aware of it so that it won’t happen again. again. HLHL-FA09 5 İML 332E 332E: JIT Brief History of Lean Manufacturing Manufacturing:: Evolution of paradigms HLHL-FA09 6 3 Terms of TPS İML 332E 332E: JIT Autonomation: Manual or automatic stopping of production, if a defective part is produced. Kanban: System of cards used to control WIP (work--in (work in--process), production and inventory control Jikoda: Production problem warning system Andon: Yellow and red lights for warning YoYo-i-don: Coordinated approach to simultaneous production of parts, subassemblies for the next stage in assembly. HLHL-FA09 7 Three Ms: Muda, Mura and Muri İML 332E 332E: JIT MUDA: Waste Waste,, work that does not add any value to the product KAIZEN: The job attitude of looking for muda and finding ways to eliminate it Types of Muda: • Muda for correction • Muda of overproduction • Muda for processing • Muda in conveyance • Muda for inventory • Muda of motion • Muda for waiting HLHL-FA09 8 4 Mura & Muri İML 332E 332E: JIT MURA: Unevenness, Unevenness, unbalanced workloads on machines Result: Excess capacity allocation and increased cost MURI: Overburden, Overburden, stretching beyond capacity limits Result: Safety and quality problems due to excessive overload on people, facilities, equipment and all sorts of tools. Market share and profitability = F(Unit Cost, Quality, Lead Time) HLHL-FA09 9 Push vs. Pull System İML 332E 332E: JIT PUSH System: • MRP based production planning and control system • MPS of end products is transformed into part requirements • The work orders are launched to make/buy parts in lots • Lot sizes are large and lead times are long. PULL System: • MPS is only used to give a broad outline of the requirements • MPS is used to decide approximate resource requirements of WS (work stations) • MPS is NOT used to decide production rate of WS • Kanban is used to trigger production at every stage • Short term scheduling and production HLHL-FA09 10 5 Push (Top) vs. Pull (Bottom) System İML 332E 332E: JIT HLHL-FA09 11 JIT: JustJust-In In--Time (Production) Production) İML 332E 332E: JIT Goals of JIT: • Receive supplies just in time to be used • Produce parts just in time to be made into subassemblies • Produce subassemblies just in time to be assembled into finished products • Produce and deliver finished products just in time to be sold Traditional systems: Push systems JIT systems: Pull systems Advantages of JIT: • Low inventory carrying costs • Fast detection of defects in before or during production and low scrap loss • Reduced inspection and rework of parts • High quality parts at low cost. HLHL-FA09 12 6 Kanban and Its Types İML 332E 332E: JIT KANBAN: Visible record >> Production card and conveyance (move) card >> Recently: bar coded plastic tags or other devices Withdrawal (conveyance) Kanban: Kanban: Passes the authorization for movement of parts from one work center to another Production Kanban: Releases an order to the preceding process to build parts equal to the lot size specified on the card. HLHL-FA09 13 İML 332E 332E: JIT Withdrawal Kanban Production Kanban HLHL-FA09 14 7 Flow Sequences in Kanban Production System İML 332E 332E: JIT HLHL-FA09 15 Setup and Holding Costs vs. Quantity İML 332E 332E: JIT HLHL-FA09 16 8 Flow of Signal Kanbans İML 332E 332E: JIT HLHL-FA09 17 Just--in Just in--time purchasing İML 332E 332E: JIT • Purchase lot size: size: small quantities; frequent deliveries • Supplier selection: selection: Crucial; fewer (ideally one) nearby supplier • Supplier evaluation: evaluation: Criteria; quality, delivery performance and price • Receiving Inspection: Inspection: executed at the suppliers’ plant • Negotiating and bidding process: process: Emphasis is NOT on the lowest price; but on quality & long term relationship • Mode of transportation: transportation: Concern on both inbound and outbound freight and on time delivery • Product specifications: specifications: Emphasis is on product performance rather than specifications • Paperwork Paperwork:: Reduced time taking paperwork; increased electronic communication • Packaging Packaging:: exact amount of parts in smaller containers HLHL-FA09 18 9 Barriers to Implementation of JIT İML 332E 332E: JIT • Frequent changes in production planning • Inaccurate forecasting procedures resulting in underunder- or overover-forecasting of demand • Equipment failures creating capacity problems • Employee turnover, absenteeism etc. HLHL-FA09 19 Benefits of JIT İML 332E 332E: JIT Increased productivity Better quality Reduced lead times Less scrap and rework Less WIP (work in process) Higher worker motivation and increased teamwork • Saved space • Increased worker and equipment efficiency • • • • • • HLHL-FA09 20 10 Functional areas benefiting from JIT manufacturing İML 332E 332E: JIT • Manufacturing • Manufacturing engineering • Purchasing • Sales and marketing • Accounting • Quality control • Assembly HLHL-FA09 21 Supply Chain Management İML 332E 332E: JIT • OEM’s • Suppliers * 1st tier suppliers (design partners and/or part manufacturers, trade companies etc.) * 2nd tier suppliers (manufacturers and trade companies) • Supply chain management companies/agencies companies/agencies • Logistics companies • Transportation companies • Customs, handling and storage companies • Financial institutions HLHL-FA09 22 11
© Copyright 2024