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 Summary JIT Goals and Building
JIT and Lean Operations
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
Highly capable production systems
Concurrent
engineering
14-11 JIT and Lean Operations
Process Design
Small lot sizes
Setup time reduction
Manufacturing cells
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
Reduce downtime by reducing
changeover time
Use preventive maintenance to reduce
breakdowns
Cross-train workers to help clear
bottlenecks
14-14 JIT and Lean Operations
Production Flexibility (cont’d)
Use many small units of capacity
Use off-line buffers
Reserve capacity for important customers
14-15 JIT and Lean Operations
Quality Improvement
Autonomation
Automatic detection of defects during
production
Jidoka
Japanese term for autonomation
14-16 JIT and Lean Operations
Personnel/Organizational Elements
Workers as assets
Cross-trained workers
Continuous
improvement
Cost accounting
Leadership/project
management
14-17 JIT and Lean Operations
Manufacturing Planning and Control
Level loading
Pull systems
Visual systems
Close vendor relationships
Reduced transaction
processing
Preventive maintenance
14-18 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
14-19 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”
Paperless production control system
Authority to pull, or produce comes
from a downstream process.
14-20 JIT and Lean Operations
Kanban Formula
DT(1+X)
N =
C
N = Total number of containers
D = Planned usage rate of using work center
T = Average waiting time for replenishment of parts
plus average production time for a
container of parts
X = Policy variable set by management
- possible inefficiency in the system
C = Capacity of a standard container
14-21 JIT and Lean Operations
Traditional Supplier Network
Figure 14.4a
Buyer
Buyer
Supplier
Supplier Supplier
Supplier
Supplier
Supplier
Supplier
Supplier Supplier
Supplier Supplier
Supplier Supplier
Supplier
14-22 JIT and Lean Operations
Tiered Supplier Network
Figure 14.4b
Buyer
Buyer
First Tier Supplier Supplier
Supplier
Second Tier Supplier Supplier
Supplier Supplier
Supplier
Third Tier Supplier Supplier
Supplier Supplier
Supplier Supplier
Supplier Supplier
Supplier
14-23 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
14-24 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
14-25 JIT and Lean Operations
Obstacles to Conversion
Management may not be committed
Workers/management may not be
cooperative
Suppliers may
resist
Why?
14-26 JIT and Lean Operations
JIT in Services
The basic goal of the demand flow technology in the
service organization is to provide optimum response
to the customer with the highest quality service and
lowest possible cost.
Eliminate disruptions
Make system flexible
Reduce setup and lead times
Eliminate waste
Minimize WIP
Simplify the process
14-27 JIT and Lean Operations
JIT II
JIT II: a supplier representative works right
in the company’s plant, making sure there is
an appropriate supply on hand.
14-28 JIT and Lean Operations
Benefits of JIT Systems
Reduced inventory levels
High quality
Flexibility
Reduced lead times
Increased productivity
14-29 JIT and Lean Operations
Benefits of JIT Systems (cont’d)
Increased equipment utilization
Reduced scrap and rework
Reduced space requirements
Pressure for good vendor relationships
Reduced need for indirect labor
14-30 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
14-31 JIT and Lean Operations
Elements of JIT (cont’d)
Table 14.4
Poka-yoke – fail safe tools and methods
Preventative maintenance
Good housekeeping
Set-up time reduction
Cross-trained employees
A pull system
