Just-In-Time

1
Just-In-Time

• Eliminate Waste

2
Flexible Resources

• Multifunctional workers
• Operate more than one machine
• General-purpose machines
• Machines that were not highly specialized

3
Cellular Layouts

• Manufacturing cells
• Often U-shaped
• Work flows through cell in one direction and
  experiences little waiting

4
Pull System

• Coordinating production and delivery of materials
  and parts
• Traditionally, inventory has been used as a
  cushion against lapses in coordination and
  inventory can be huge
• Pull system observed at US supermarkets
• Marina Safeway example

5
Pull System

• Do not order more product than can be used
• (or items that can be sold)
• Reversal of normal push system

6
Kanban Production Control System

• Japanese word for card
• Associated with fixed-quantity inventory system
• Two-bin system Kanban

7
Small-Lot Production

• Requires less space and capital
• Produces small amounts at a time
• Processes can be moved closer together
• Transport between stations is simplified
• Quality problems are easier to detect
• Reveals errors and bottlenecks
• HP video

8
Lead Time

• Processing time
• Can be reduced by reducing number of items
  processed and the efficiency or speed of the
  worker
• Move time
• Can be decreased if machines are moved closer
  together, method of movement simplified, routings
  are standardized, or need for movement eliminated
• Cont

9
Lead Time

• Waiting Time
• Can be reduced through better scheduling of
  materials, workers, machines and sufficient
  capacity
• Setup Time
• Reduction of setup time is important to JIT

10
Quick Setups

• Separate internal setup from external setup
• Internal setup requires the machine to be stopped
• External setup can be done while machine is
  running
• Convert internal setup to external setup
• Prepare as much as possible in advance
  (preheating injection mold, standardizing die
  heights, centering die, etc)

11
Quick Setups

• Streamline all aspects of setup
• Organize workplace properly locating tools near
  points of use
• Keep machines and fixtures in good repair
• Simplify or eliminate adjustments
• precoding desired settings, using locator pins,
  etc.
• Perform setup activities in parallel or eliminate
• Add a person, standardize components, parts,
  materials

12
Uniform Production Levels

• Smoothing production requirements on the final
  assembly line
• Better forecast
• Mixed production throughout the day in small
  quantities

13
Quality at the Source

• For JIT to work, quality has to be high
• No extra inventory to buffer against defective
  units
• Producing poor-quality items and reworking items
  or rejecting them is wasteful
• Workers are responsible for inspection
• NEVER pass along defective item

14
Quality at the Source

• Jidoka
• Authority to stop production line if quality
  problems were encountered
• Andons
• Call lights activated by switches
• Undercapacity scheduling
• Making time to plan, train, solve problems,
  maintain work environment

15
Quality at the Source

• Visual control
• Quality improves when problems are made visible
  and workers have clear expectations of
  performance
• Kanbans, andons, process control charts, tool
  boards, material handling routes clearly marked,
  demos, instructional photos, performance data

16
Quality at the Source

• Poka-yoke
• Foolproof device or mechanism that prevents
  defects from occurring
• Kaizen
• Continuous improvement

17
Total Productive Maintenance

• Breakdown maintenance
• Preventive maintenance
• Total Productive Maintenance
• Accurate records on time between breakdowns
• Frequency of breakdowns
• Costs of breakdowns
• Determine a preventive maintenance schedule
• Employee involvement
• Zero defects

18
Supplier Networks

• Working with suppliers to improve responsiveness
  and quality
• Trends
• Locate near the customer
• Use small, side-loaded trucks and ship mixed
  loads
• Consider establishing small warehouses near to
  the customer
• Use standardized containers and make deliveries
  according to a precise delivery schedule
• Become a certified supplier and accept payment at
  regular intervals rather than upon delivery

19
Benefits of JIT

• Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Shorter lead time
• Increased productivity

20
Benefits of JIT

• Greater flexibility
• Better relations with suppliers
• Simplified scheduling and control activities
• Increased capacity
• Better use of human resources
• More product variety