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Jit and Lean

Jit and lean

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173 views26 pages

Jit and Lean

Jit and lean

Uploaded by

Marnelli Catalan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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14-1 JIT and Lean Operations

Operations Management

William J. Stevenson

8th edition
14-2 JIT and Lean Operations

CHAPTER
14

JIT and
Lean Operations

Operations Management, Eighth Edition, by William J. Stevenson


McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
14-3 JIT and Lean Operations

JIT/Lean Production

 Just-in-time (JIT): A highly coordinated


processing system in which goods move
through the system, and services are
performed, just as they are needed,
 JIT   lean production
 JIT  pull (demand) system
 JIT operates with very little “fat”
14-4 JIT and Lean Operations

Goal of JIT

The ultimate goal of JIT is a balanced


system.

Achieves a smooth, rapid flow of materials


through the system
14-5 JIT and Lean Operations

Summary JIT Goals and Building Blocks


Figure 14.1

Ultimate A
Goal balanced
rapid flow

Supporting
Goals Eliminate disruptions
Make the system flexible Eliminate waste

Product Process Personnel Manufactur- Building


Design Design Elements ing Planning Blocks
14-6 JIT and Lean Operations

Supporting Goals

 Eliminate disruptions
 Make system flexible
 Eliminate waste, especially excess
inventory
14-7 JIT and Lean Operations

Sources of Waste

 Overproduction
 Waiting time
 Unnecessary transportation
 Processing waste
 Inefficient work methods
 Product defects
14-8 JIT and Lean Operations

Big vs. Little JIT

 Big JIT – broad focus


 Vendor relations
 Human relations
 Technology management
 Materials and inventory management
 Little JIT – narrow focus
 Scheduling materials
 Scheduling services of production
14-9 JIT and Lean Operations

JIT Building Blocks

 Product design
 Process design
 Personnel/organizational
elements
 Manufacturing
planning and control
14-10 JIT and Lean Operations

Product Design

 Standard parts
 Modular design
 Concurrent
engineering
14-11 JIT and Lean Operations

Process Design

 Small lot sizes


 Setup time reduction

 Limited work in process

 Quality improvement

 Production flexibility

 Little inventory storage


14-12 JIT and Lean Operations

Benefits of Small Lot Sizes

Reduces inventory
Less rework
Less storage space
Problems are more apparent
Increases product flexibility
Easier to balance operations
14-13 JIT and Lean Operations

Production Flexibility

 Use preventive maintenance to reduce


breakdowns
 Cross-train workers to help clear
bottlenecks
14-14 JIT and Lean Operations

Quality Improvement

 Autonomation
 Automatic detection of defects during
production
 Jidoka
 Japanese term for autonomation
14-15 JIT and Lean Operations

Personnel/Organizational Elements

 Workers as assets
 Cross-trained workers
 Continuous
improvement
 Leadership/project
management
14-16 JIT and Lean Operations

Pull/Push Systems

 Pull system: System for moving work where


a workstation pulls output from the preceding
station as needed. (e.g. Kanban)
 Push system: System for moving work where
output is pushed to the next station as it is
completed
14-17 JIT and Lean Operations

Kanban Production Control System

 Kanban: Card or other device that


communicates demand for work or materials
from the preceding station
 Kanban is the Japanese word meaning
“signal” or “visible record”
14-18 JIT and Lean Operations

Traditional Supplier Network


Figure 14.4a

Buyer
Supplier Supplier
Supplier

Supplier Supplier Supplier Supplier


14-19 JIT and Lean Operations

Tiered Supplier Network


Figure 14.4b
Buyer

First Tier Supplier Supplier

Second Tier Supplier Supplier Supplier

Third Tier Supplier Supplier Supplier Supplier Supplier


14-20 JIT and Lean Operations

Comparison of JIT and Traditional


Table 14.3

Factor Traditional JIT


Inventory Much to offset forecast Minimal necessary to operate
errors, late deliveries
Deliveries Few, large Many, small

Lot sizes Large Small

Setup; runs Few, long runs Many, short runs

Vendors Long-term relationships Partners


are unusual
Workers Necessary to do the Assets
work
14-21 JIT and Lean Operations

Transitioning to a JIT System

 Get top management commitment


 Decide which parts need most effort
 Obtain support of workers
 Start by trying to reduce setup times
 Gradually convert operations
 Convert suppliers to JIT
 Prepare for obstacles
14-22 JIT and Lean Operations

Obstacles to Conversion

 Management may not be committed


 Workers/management may not be
cooperative
 Suppliers may
resist
 Why?
14-23 JIT and Lean Operations

Benefits of JIT Systems

 Reduced inventory levels


 High quality
 Flexibility
 Increased productivity
14-24 JIT and Lean Operations

Benefits of JIT Systems (cont’d)

 Increased equipment utilization


 Reduced scrap and rework
 Reduced space requirements
14-25 JIT and Lean Operations

Elements of JIT
Table 14.4
 Smooth flow of work (the ultimate goal)
 Elimination of waste
 Continuous improvement
 Eliminating anything that does not add
value
 Simple systems that are easy to manage
 Use of product layouts to minimize moving
materials and parts
 Quality at the source
14-26 JIT and Lean Operations

Elements of JIT (cont’d)


Table 14.4

 Preventative maintenance
 Cross-trained employees
 A pull system

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