Chapter

Just in Time
Manufacturing
Just in Time Philosophy
Salient features
 The notion of waste in any operating
system
 JIT as a philosophy of elimination of
waste
 As a deliberate and a systematic attempt
 On a continuous basis
Just In Time Manufacturing
Water Flow Analogy

Unrealistic Variable Defective Poor

schedules Lack Processing Material
Quality
of Times
training
Machine Inadequate Bottleneck
Breakdown Information
Behavioural/Managerial constraints
No more “Muda”

無駄
Eight Wastes

THE EIGHT TYPES OF WASTE OR MUDA

Waste Definition
1. Overproduction Manufacturing an item before it is needed.
2. Inappropriate Using expensive high precision equipment when simpler
Processing machines would suffice.
3. Waiting Wasteful time incurred when product is not being moved or
processed.
4. Transportation Excessive movement and material handling of product between
processes.
5. Motion Unnecessary effort related to the ergonomics of bending,
stretching, reaching, lifting, and walking.
6. Inventory Excess inventory hides problems on the shop floor, consumes
space, increases lead times, and inhibits communication.
7. Defects Quality defects result in rework and scrap, and add wasteful
costs to the system in the form of lost capacity, rescheduling
effort, increased inspection, and loss of customer good will.
8. Underutilization of Failure of the firm to learn from and capitalize on its employees’
Employees knowledge and creativity impedes long term efforts to eliminate
waste.
 JIT Philosophy
Core Logic
Deliberate withdrawal
of buffer inventories
Heightened
awareness of
problems & causes Reduced buffer
inventories

Ideas for Ideas for Ideas for Fast feedback

cutting improving controlling on defects
lot sizes JIT delivery defects

Lot size JIT Scrap/quality Smoother

reductions Productions control output rates

Less Less indirect costs Fewer Less

inventory rework material waste

High quality
Finished goods

Less material, labour, indirect costs & better quality

Source: Schonberger, R..J. (1982), “Japanese Manufacturing Techniques: Nine hidden lessons in simplicity”, Free Press, pp 26.
 JIT Philosophy
Overall Impact

JIT Logic JIT Overall Impact

 Withdraw buffer “deliberately”  Faster feedback on Quality
 Thereby expose hidden  Quality Improvement
problems in the system
 Identify solutions to the  Tightly linking preceding and
problems, implement and subsequent processes
attain smooth production rates
 Repeat the above steps  Increased responsibility effects
JIT Manufacturing
Basic Elements
 Manufacturing system should conform to a
flow process
 Total Quality Management to be deployed
 Kanban based scheduling
 Standard Containers
 Constantly eliminate waste
 Setup time reduction – Lot size reduction
 Inventory reduction – Removing Kanbans
 Quality improvement – Small group
improvements
 Defect free supplies – Supplier collaborations
PUSH Scheduling

Internal Long Lead Utilisation

Focus Times

Push

Quantity High High Fixed INVENTORIES

Driven Demand Costs
Measurements Forecast

Forecast drives production

PULL Scheduling

Profit Based
Measurement

Low
Demand

PULL
Finished Goods
External Focus
Factory

Faster
Response
Flexibility
Customer Order
Customer triggers production
PUSH – PULL
Impact on the system
Issues to Consider Push Scheduling Pull Scheduling
Responsibility to Scheduler/system People in mfg.
monitor
Flow control If all standards are met Always
Signal to build Schedule/system Visible - from customer
Inventory No limit – higher Limits – lower
Problems Can be hidden Exposed - creates
urgency
Communication By chance – operations By necessity
between Operations work on their orders
React time: Through the system - Immediate - on-line
Changes/problems rescheduling required and visible
Visible indication of Inventory Production Stops
problem
Shop floor control System, transactions, Automatic, Visible &
paper work Simple
Kanban as Planning Tool
Terminologies
 Preceding & Succeeding Processes
 In-bound & Outbound Buffers
 Design of Kanban System
 Types of Kanbans
 Production Order Kanban (P-Kanban)
 Conveyance Kanban (C-Kanban)
 Standard Containers
 Number of Kanbans
 Kanban Post
 Working of Dual Card Kanban
A schematic representation
Outbound buffer Outbound buffer

Kanban P P P Kanban P P P
Post Post
7 1
C P
5 P 4
C P
C P C P
C P
3
C P
Preceding Succeeding
Process 6 3 Process
C

C C C C C C Full

Empty
Inbound buffer
2
Inbound buffer
Production Planning using Kanban
Actions at a succeeding process
Step 1:One P-Kanban is drawn from the Kanban post and an
empty container is picked up from the outbound buffer
area.
Step 2:In order to begin production, one full container with an
attached C-Kanban is moved from the inbound buffer
area to the processing area. The C-Kanban is detached
from the container and displayed at the Kanban post.
Production of components begins.
Step 3:As production is completed, the P-Kanban is attached to
the full container of finished item and the container is
moved to the outbound area. Similarly, the empty
container (since all components are used up for
manufacturing) is moved back to the inbound buffer area
 Production Planning using Kanban
Actions at a preceding process
Step 4:One empty container from the input buffer area of succeeding
process and a C-Kanban from the Kanban post of the
succeeding process will be taken to the outbound buffer area
of preceding process for replenishment.
Step 5:Swapping of Kanban cards between the containers takes
place at the outbound buffer area of the preceding process.
What this means is that the P-Kanban attached to the full
container will be replaced by C-Kanban.
Step 6:As a result of this swapping operation, the full container and
C-Kanban will return to the inbound buffer area of the
succeeding process.
Step 7:The empty container will be placed at the outbound buffer
area of preceding process. The P-Kanban will be displayed at
the Kanban post of the preceding process.
 Kanban rules
Implications for PPC

Governing principles of Kanban Production Planning & Control

usage Implications
Subsequent process picks up as Provides pick up or transport
indicated by Kanban information
Preceding process produces as Provides production information
indicated by Kanban
No production at a work centre or Prevents over production & excess
movement of material between transport
processes without Kanban
Always attach Kanbans to goods Serves as a Work Order
Defects not sent at all Prevents defective products by
identifying the process
Reducing the number of Kanbans is Exposes problems, Reduces
the long term focus inventory, Eliminates waste from the
system
Just in Time Manufacturing
Chapter Highlights
 JIT systems have an unambiguous definition of what
constitutes waste in the system.
 The philosophy of Just in Time system is one of
continuous waste elimination.
 Contrary to the traditional thinking, the inventory in a
JIT system is deliberately removed to expose hidden
problems.
 These problems are solved resulting in fewer inventory
and waste in the system and greater productivity.
 Implementation of JIT requires that the manufacturing
architecture is converted into a chain of internal
customers.
 Lot size reduction and use of standard containers are
other elements of a JIT system.
Just in Time Manufacturing
Chapter Highlights…
 Production Planning and control in JIT systems is
achieved through the use of Kanban
 Kanban enables waste elimination from the system
by preventing overproduction and exposing problems
in processes.
 JIT systems utilise a Pull type scheduling
 Pull type scheduling are very effective in providing
visible control of the processes and bringing the
problems to the surface rapidly.
 The number of Kanbans required is a function of
production and conveyance lead time, size of the
standard container and the demand rate.
Classic Changeover
Breakdown of Changeover Duration

Dismount Change tools Adjustments Trials

tools (machine stopped)

Steps to Changeover
1. Machine is stopped
2. Changeover operations happen
3. Machine will start again

 Changeover times causes productivity

loss
What is SMED?
“SMED = Exchange dies in less than 10 minutes”

Single Minute Exchange of Dies is a

philosophy where the target is to
reduce all setups to less than ten
minutes. SMED helps achieve
lower costs, greater flexibility, and
higher throughput. It is one of the
key factors allowing JIT to be
successful.
Single Minute Means: necessary setup time is
counted on a single digit.
Creator of SMED
Shigeo Shingo
Timeline
Born 1909 in Japan
1930--Degree in Mechanical Engineering
1943-48-Ministry of Munitions
Air launched torpedo depth mechanisms
Improved manufacturing operations by
100%
1950-Forms first stage of SMED
Involves splitting a setup operation into
internal and external set ups
Timeline cont….
 1956-58—Worked for Mitsubishi
Shipbuildings
 Invents a new system for hull assembly of
65,000 ton super-tanker
 Cut time from four months down to three
and than two months
 1970-Originated SMED system at Toyota
 Wrote more than 14 books
 Including Toyota Production System
Methodology
SMED has Four conceptual phases
1. Internal and external setup operations
must be distinguished.
2. Internal and external setup operations
are separated.
3. Conversion of internal setup operations
to external setup operations.
4. Streamlining of all aspects of setup
operations.
Phase 1

 1. Internal and external setup

operations must be distinguished.
 a.       Internal setup operations can only
be performed when the machine is
stopped. (Example: Mounting or
removing dies)
 b.      External setup operations can be
conducted while the machine is operating.
(Example: Transportation of tools and
parts to where they are needed.)
Phase 2
2. Internal and external setup
operations are separated.
 Once the identification and separation
occurs, the time the machine must be
shut down can be reduced between 30%
to 50%
Phase 3
 3. Conversion of internal setup
operations to external setup
operations.
 This occurs either through restructuring
the setup procedure, process innovation,
or technology.
 Phase 4
4. Streamlining of all aspects of setup
operations.
 Emphasis is on eliminating both internal
and external operations to reduce overall
setup time. This involves investing in
technology such as product redesign,
new tooling, or automation.
Advantages of Set-Up Reduction

 Reduction of change-over costs

 Production of smaller lot sizes combined with an
increased number of change-overs
 Trial-runs are minimized or even become
superfluous
 Urgent orders can be quickly produced
 Improved productivity (increased efficiency, less
waste, less machine defects)
 Set-Up becomes easy, no special skills are needed
 Reduction or elimination of intermediate inventory
 Improved flexibility
 Reduction of inventory costs
 Kaizen 改善
• 改 ('kai') KAI - “change”
“action to correct”
• 善 ('zen') ZEN - “good”, “for
better”
•A culture of sustained continuous improvement
• Eliminate waste in systems and processes
• Begins & ends with people
• Involved leadership guidance
• Continuously improve: quality, low cost, & delivery
• Transforms companies to 'Superior Competitors'
 Kaizen – what is this? 改善

 Cross functional improvement team

 A project – to solve a problem,
improve
 Evaluate and measure “as is”,
“before”
 Brainstorm “could be, should be”
 Prototype solutions, measure “after”
 Cross train, then implement
 Kaizen sequence of events
 Define problem
 Define root cause: (fishbone)
 Research root cause: (brainstorm, paretos)
 Define “as is” process – draw it: (flow chart)
 Brainstorm fixes, improvements (force field)
 Structure “could be” process – draw it (flow
chart)
 Prototype a “should be” process – cross training
 Change process (use force field analysis)
 Measure before & after – define metrics!!!
 The PDCA cycle
PLAN

ACT/ADJUST DO

CHECK
 What is 5S and why do we want to do it?

5S is short for: Sort, Set in Order, Shine, Standardize

and Sustain

5S represents 5 disciplines for maintaining a visual

workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement)
and a manufacturing strategy based "Lean Manufacturing"
(waste removing) concepts.
5S is one of the activities that will help ensure our
company’s survival.
 5S
1. Sort - All unneeded tools, parts and supplies are
removed from the area
2. Set in Order - A place for everything and everything is
in its place
3. Shine - The area is cleaned as the work is performed
4. Standardize - Cleaning and identification methods are
consistently applied
5. Sustain - 5S is a habit and is continually improved

Also - Work areas are safe and free of hazardous or

dangerous conditions
Some 5S Examples

After 5S - Cleaned, organized

and drawers labeled (less
time and frustration hunting)
Before 5S
5S Examples - Sort, Set in
Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed
from the area
2. Set in Order - A place for everything and everything is
in its place
 5S Examples - Shine

3. Shine - The area is cleaned as the work is performed

(best) and\or there is a routine to keep the work area clean.
The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 5S
The Good