Professional Documents
Culture Documents
Submitted to
Sikkim-Manipal university of Health, Medical and technological sciences
Distance education wing Syndicate house Manipal – 576 104.
Learning Centre code: Vashi (02973)
ACKNOWLEDGEMENT
I have taken this opportunity to express my sincere gratitude towards the pillars
would rather have been impossible for me to achieve the desired goal.
I would like to thank Mr. A. R. Dixit, Mr. Amit Hota & Mr. Subhash Babar
for his invaluable guidance and support that made my going easy and provided
towards all supply chain team colleagues of CIPLA LIMITED, who have always
special thanks to my parents they have always tried to give me higher education.
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has worked under my supervision and guidance and that no part of this
report has been submitted for the award of any other degree, Diploma,
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published in any journal or Magazine.
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Table of Contents
2.1 Introduction
HISTORY:-
BORN OF CIPLA
July 4, 1939 was a red-letter day for Cipla, when the Father of the
Nation, Mahatma Gandhi, honoured the factory with a visit. He was
"delighted to visit this Indian enterprise", he noted later. From the
time Cipla came to the aid of the nation gasping for essential
medicines during the Second World War, the company has been
among the leaders in the pharmaceutical industry in India.
July 4, 1939 was a red-letter day for Cipla, when the Father of the
Nation, Mahatma Gandhi, honoured the factory with a visit. He
was "delighted to visit this Indian enterprise", he noted later.
From the time Cipla came to the aid of the nation gasping for
essential medicines during the Second World War, the company
has been among the leaders in the pharmaceutical industry in
India.
That was the last time the company ever recorded a deficit.
Global Presence
Exports for the financial year ended March 31, 2009 amounted to
more than Rs. 27,500 million. Cipla exports raw materials,
intermediates, prescription drugs, OTC products and veterinary
products. Cipla also offers technology for products and processes.
Technical know-how/fees received during the year 2008-09
amounted to about Rs. 2200 million
Cipla's manufacturing facilities have been approved by the
following regulatory authorities
1935
1941
1952
1960
products.
1968
1972
1976
1980
1982
Patalganga, Maharashtra.
1984
1985
1988
1991
1994
1997
1998
1999
2000
2002
2003
2005
2007
Board of Directors
Founder
Mr. M.K.Hamied
Mr. Amar Lulla
Non-Executive Directors
Introduction
The JIT system consists of defining the production flow and setting up
the production floor such that the flow of materials as they get manufactured
through the line is smooth and unimpeded, thereby reducing material waiting
time. This requires that the capacities of the various workstations that the
materials pass through are very evenly matched and balanced, such that
bottlenecks in the production line are eliminated. This set-up ensures that the
materials will undergo manufacturing without queuing or stoppage.
Lastly, the existing system did not manage well for fast delivery request, so,
there was a need to have a faster and reliable delivery system in order to
handle customers‟ needs. Thus, JIT manufacturing management was
developed based on these problems.
Focus of JIT?
Mainly JIT focuses to eliminate the waste or the non-value added. Thus
there are several types of wastes categorised. JIT usually identifies seven
prominent types of waste to be eliminated:
Transportation Waste
Processing Waste
Inventory Waste
The idea of giving up old concept was especially for the large lot production,
The lot production was felt that "having fewer changeover was better", but it
was no longer true. Whereas JIT is a one-piece flow manufacturing. To
compare the two, Hirano had this idea:
The main point here is to have an awareness of the need of throwing out old
system and adopting a new one.
By- Sanjay Kumar Jha (Roll No.510916614) Page 29
JUST IN TIME PRODUCTION
Seiri - Proper Arrangement means sorting what you have, identifying the
needs and throwing out those unnecessary. One example is using red-tags.
This is a little red-bordered paper saying what the production is, how many
are accumulated and then stick these red tags onto every box of inventory . It
enhances the easiness to know the inventory status and can reduce cost.
Shitsuke - Discipline means following the rules and making them a habit.
1. Cycle time It means how long it would take to "carry out part all the
way through the cell". Following are the equations for calculating
cycle time.
2. Work sequence
3. Standard stock-on-hand
· Uses casters extensively as author written, "Floor bolts are our enemies!
Machines must be movable."
· People Involvement
· Plants
· System
People Involvement
Plants
3. Kanban - a Japanese term for card or tag. Special inventory and process
information are written on the card. This helps tying and linking the process
more efficiently.
System
This refers to the technology and process that combines the different
processes and activities together. Two major types are MRP (Material
Requirement Planning) and MRP II (Manufacturing Resource Planning).
3. Reduce unwanted wastes. Wastes that do not add value to the products
itself should be eliminated.
2. Reduction of Lead Time. Lead time such as setup time and move time and
waiting time is reduced.
These major objectives are suitable for all organizations. But each
organization is unique in some way, adjustments of JIT objectives for each
form should be made in order to complement the overall production process.
Regardless of the great benefits of JIT, it has its limitations, the following
are the major limitations.
· Loss of individual autonomy. This is mainly due to the shorter cycle times
which adds pressures and stress on the workers.
· Loss of method autonomy. It means the workers must act some way when
problems occur, this does not allow them to have their own method to solve
a problem.
· JIT success is varied from industry to industry. Some industries are benefit
more from JIT while others do not.
· Production level JIT works best for medium to high range of production
volume.
Just In Time is a philosophy and not the technique for elimination of wastes.
The JIT strategy is to have "the right product at the right place at the
right time."
The "Just in time" (JIT.) inventory concept, also called Kanban, asserts that
just enough inventories, arriving just in time to replace that which was just
used, is all the inventory that is necessary at any given time. Excessive
inventory unnecessarily ties up money, adds warehousing costs, increases
risk of damage and risks obsolescence, and most of all, can possibly obscure
opportunities for operational improvements.
Implementation Of JIT
Suppose, for example, that all products pass through a drilling operation and
then a milling operation. With JIT, the drill produces only what the mill will
need next. It also holds for the last step that is, the system produces only
what the customer desires.
Production Smoothing
Capacity Buffers
Set-up Reduction
First of all each department should establish its goals and a specific problem
to attack. Then a team should be chosen by each department and establish
team leaders. The teams should focus on the reduction of costs and the
elimination of wastes. Data must then be collected on the team‟s problems.
This data should be plotted in order to find excess waste or costs. Once this
is done, measurement should be plotted in order to find excess waste or
costs. Once this is done, measurement should be made. Manipulation of this
data should show at least some apparent problems in the current system.
Further analysis should help in the implementation of JIT by showing
problem areas. In addition, the data the data could be used to show the
effects of implementing JIT into the company.
Benefits of JIT
One of the benefits of JIT is that with raw materials and WIP being
processed in smaller batches, errors can be easily identified and corrected
quickly, during each stage of the production process. This in turn has the
‘knock-on’ effects of reducing non-value added costs
JIT systems have a number of other important benefits also, which are
attracting the attention of various companies. The main benefits are:
JIT can affect the bottom line in a variety of ways. Improvement in quality
and delivery times can increase demand and, thus, revenue. Costs are also
affected; the JIT philosophy contends that inventory reduction and increased
quality reduce costs. Traditional cost accounting Systems often makes it
These basic causes of indirect costs are called cost drivers. The cost
accounting system must report the cost of these activities to accurately
determine the costs of individual products. Such reporting enables
manufacturing management to treat set-up, inspection, receiving, and
transaction costs as direct costs, to base decisions on accurate information,
and to focus on reducing high cost elements. An ABC analysis can be used
to select the activities that are appropriate for cost reduction studies.
Think of a company as a pipeline with raw materials entering at one end and
products emerging at the other.( the pipe can be extended conceptually with
customer needs or orders going in at one end and products arriving to
customers at the other.)
The goal is to minimize the through put time, that is to move the materials
as quickly as possible Shorter throughput time is better But the pipeline
varies in size and has obstructions through out. Output is determined by the
narrowest part of the pipeline and the biggest obstruction.
These must be identified and then eliminated to achieve the goal. As each
obstruction is eliminated the flow speeds up but only by as much as allowed
by the next biggest obstruction elsewhere in the pipeline.
Sources of obstructions keep changing and it could be any one of the factors
of production and /or in any combination of the factors. One gets eliminated
and another one crops up and therefore it has got to be continuously attended
to.
The pipeline itself and the things that floe through are changing always. The
diameter of the pipeline may have to be changed. But only the extent
required. Over size is waste, while undersize would not meet the required
throughput.
The BEST flow rate would be that which matches the required output rate.
JIT /TQM greatly increase the number of people who are involved in
identifying and eliminating obstructions. Every one does it Level of
authority of workers to make and carry out decisions is much higher
Emphasis is on measure, diagnose, and improve it.
4. Identify critical functions and estimate the time, the company can afford
without such function.
Just in Time-----Manufacturing
(1) Introduction
We also should keep in mind that achieving these obtaining targets does not
automatically make a company a JIT manufacturer. On the contrary, it will
lead to achieve even one of these objectives will prevent a manufacturer
from establishing a successful JIT system. According to Common Wealth on
May, 1996 report, it said that “A company cannot decide to implement JIT;
they must earn the right to use JIT by revising their quality for system."
INTRODUCTION:
Manufacturing Cells
Manufacturing Lines
Facility Layout
Technology Development
In Process Inspection
Experimental Design
Process Development
Example:
Conclusion:
To sum up, we should make fully use of Kanban in order to improve the
performance of a production line which is under controlled by Kanban.
Generally speaking, Kanban is combined with base stock or immediately
improvement to create a hybrid production control system. Simulation
results based on a Toyota factory show that this policy meets throughput
targets with significantly lower inventories than Kanban alone. As a result,
Toyota research considers a line production system which purchases raw
materials from a supplier, processes them into finished products and delivers
them to a buyer just in time. This study focuses on finding the optimal
number of raw material orders, finished goods deliveries and Kanbans
between work stations for a time-proportionate demand of finished goods.
Production of Ford latest small car, the Ford KA has been a dramatic
improvement compared to Ford previous product, Fiesta (Kochan, 1997).
This is a real example of successful JIT implementation with all its
outsourcing strategies. The production target of 1,100 KA cars per day has
been reached only within 8 weeks since the launch date, compared to 15
weeks required for Fiesta. Ford found that the initial bottleneck was caused
by material handling, assembly time and inbound logistic. Some of the
components in Fiesta are supplied by various suppliers and these
components had to be made, loaded in the container and scheduled for
delivery before finally delivered by trucks. This common process is found to
be inefficient as every part has to be continuously handled by human and
this causes big risks of damages, misplaced and imperfection in quality,
especially for cosmetically sensitive and fragile parts such as instrument
consoles, electrical wiring and airbags.
With the new developed JIT system supported with sophisticated aerial
tunnels connecting Ford with its suppliers, production lead times can be
minimised, product quality can be improved, responsiveness towards
customer demands can me boosted and the most important thing is
inventory, space requirements, handling and transportation cost can be
dramatically reduced (Kochan, 1997). Ford is now connected with more than
50 suppliers in Valencia with specifically designed aerial tunnels. These
tunnels are also very useful to transport bulky and heavy items such as seats
and fuel tank. The brain of this amazing system is DAD (direct automated
delivery) which will integrate the whole processes virtually as one extended
manufacturing warehouse. DAD will enable a smooth manufacturing
process by applying Ford scheduling system so that all the supplied
components being delivered right on time they are needed. In addition, DAD
and its tunnels enable the integration of manufacturing equipment so that the
component being delivered can be immediately installed with the main body
or other components in Ford factory.
The main objectives of JIT are obtaining low-cost high quality products and
on-time production as well as eliminating waste and stagnant stock
(Svensson, 2001). Even though most of JIT implementation has similar aim
and purposes, the strategies involved may differ from industry to industry or
company to company. Ford has smartly chosen the right methods and
strategies by reducing the barriers in relation with its suppliers.
Only 1,200 parts need to be assembled, the rest have been done by its
suppliers
All the outsource-viable production parts are outsourced
Automatic delivery system and aerial tunnels are developed to
minimise transport
There is barely any stock required as most parts are made to order
The whole manufacturing process including the suppliers are working
as one system
The need of conventional truck delivery is minimum
98 per cent automation
Seats and battery placement are being done by automated high-
precision machines
COSTS BENEFITS
functions
25% shorter time production time
needed
Accuracy of production on plan
Building aerial tunnels Less handling = less damages /
Setup Direct Automated Delivery costs
DAD Less conventional transport
$16 million delivery system dependent
Time saving
Manufacturing seamless
integration
Further interest from more
suppliers
Saving $6+ million per year on
transport
Conclusion
outsourcing plans and customer orientation are being praises as the key
success factors of this amazing Just-In-Time concept.
General Motors
General Motors (GM) in the USA has (approximately) 1700 suppliers who
ship to 31 assembly plants scattered throughout the continental USA. These
shipments total about 30 million metric tons per day and GM spends about
1,000 million dollars a year in transport costs on these shipments (1990
figures).
JIT implies frequent, small, shipments. When GM moved to JIT there were
simply too many (lightly loaded) trucks attempting to deliver to each
assembly plant. GM's solution to this problem was to introduce
consolidation centres at which full truckloads were consolidated from
supplier deliveries.
AN OVERVIEW OF IBS
Lightweight concrete blocks are used for wall construction The pre-cast
concrete components are among the most common prefabricated elements
that are available both locally and abroad. The pre-cast concrete elements
are concrete products that are manufactured and cured in a plant
environment and then transported to a job site for installation. The elements
are columns, beams, slabs, walls, 3-D elements (balconies, staircase, toilets,
and lift chambers), permanent concrete formwork and etc.
The steel formwork is prefabricated in the factory and then installed on site.
However the steel reinforcement and services conduit are installed on site
before the steel formwork are installed. The installation of this formwork is
easy by using simple bracing system. Then concrete is poured into the
formwork and after seven days, the formwork can be removed and there is
some system whereby the formwork served as a part of the structure itself
after concreting. The steel formwork systems are used in tunnel forms,
beams, column moulding forms and permanent steel formworks.
The elements of steel framing system are rolled into the specific sizes
and then the elements are fabricated that involves cutting, drilling, shot
blasting, welding and painting. Fabricated elements are sent to the
through before reaching its customer. As a result, project durations are larger
than they would have been had flow not been inhibited.
Most tools used today by practitioners who manage construction, such
as those fordesign, planning, scheduling, and costing, do not acknowledge
flow: they do not explicitly capture changes of resource characteristics over
time. Process modeling tools for discrete event simulation are an important
exception and warrant more attention by the lean construction community.
Such models can incorporate input regarding individuallycharacterized
components, uncertainties of numerous kinds, and sequencing rules (e.g.,
Tommelein 1997) and then produce output data regarding buffer sizes, cycle
times, idle times, production rates, etc.
The symbols commonly used to depict process models for construction,
however, have yet to distinguish how processes are being managed, for
instance, whether or not a JIT system has been implemented. Practitioners in
manufacturing, working for Toyota and then later for other companies
„going lean‟ developed their own pictorial language to help focus attention
on what matters in their transition. We borrowed such symbols from Rother
and Shook (1998) and used them to map structural steel supply chains.
Boxes denote value-adding processes or tasks, such as ordering raw
materials, fabricating steel, and transporting shipments to a site. A triangle
denotes work in progress or inventory. It represents an accumulation of
product (materials or information) possibly of unlimited amount and for an
indeterminate duration. An inverted triangle is an order to batch. Kanban
(introduced in Figure 1) denote orders to withdraw or produce product, in
order to deplete or replenish a supermarket. A supermarket, represented by ,
By- Sanjay Kumar Jha (Roll No.510916614) Page 74
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When the AE has prepared all bid documents, the project is put out for bid.
A general contractor (GC) is then selected. The GC subcontracts the steel
work to the fabricator, who in turn subcontracts field installation work to a
structural steel erector. The latter essentially provides the crane and skilled
labor, whereas the former is responsible for acquiring, fabricating, and
shipping the materials to site in the sequence needed for erection. The
fabricator may also subcontract the structural steel detailing work. Fabricator
and erector work as a tightly knit team. The GC will meet with them during
bid preparation. They must assess the project site constraints to position the
erector‟s crane, as it determines not only the steel erection sequence but also
the layout of other temporary facilities and thus the flow of many
construction resources. This sequencing in turn drives the fabrication
schedule. It must of course meet the GC‟s master schedule but must also be
efficient4 the fabricator who subcontracts the erection work has an incentive
to minimize that work and does so by thoroughly planning the sequencing
and site delivery of steel pieces in the order they will be needed.
As for logistics, a big difference between the industrial and the building
sector is that more often than not building space is very tight, especially on
projects located in an urban environment. Industrial projects tend to be more
remotely sited. Materials deliveries to building projects accordingly are
constrained by traffic patterns and transportation permit requirements.
Trucks parked in the street along the edge of a site ready to off-load steel
may not remain there for any extended time. When deliveries take place, the
crane gets dedicated to off-loading and moving pieces to a staging area,
namely the highest floor with decking, from where steel will subsequently
By- Sanjay Kumar Jha (Roll No.510916614) Page 76
JUST IN TIME PRODUCTION
be picked up and moved into final position. Only in exceptional cases will
steel be erected directly off the flatbed truck. This saves extra handling steps
but can be done only when it is acceptable to tie up the truck longer and
provided the steel has been loaded in inverse order needed. Differences in
value stream maps between industrial and building construction are therefore
expected at least near the end of the chain, especially in the way delivery to
the project site is organized. If JIT is practiced in industry today one possible
way is depicted in figure 3.
(III). For instance, the fabricator of a 20-story building could complete the
steel for stories 1 through 3, then await orders from the construction site
(withdrawal kanban) to ship them steel for story 1 before starting work on
story 4 (production kanban). A smaller inventory buffer may be well suited
provided fabrication can keep pace with erection. Since there is virtually no
storage space on site, no buffer of materials is shown preceding ERECT
[ion] (VI). The creation of large buffers either at the contractor‟s or
fabricator‟s site is contrary to JIT production system design. As the word JIT
suggests, materials must be fabricated or delivered on time, which means not
too late but not too early either. This implies that variability regarding
timing, actual pieces released, as well as quality must be limited and
controlled.
In a true JIT system, this timeliness pertains not only to a single hand-
off between two production steps, but rather, one aims at achieving JIT flow
between all production steps. In the idealistic extreme, this means having no
buffers at all! In practice, this means buffers must be determined
trategically. Admittedly, doing so is not an easy task, especially in a
production system of complex products that involve several organizations as
is the case for structural steel. But this is what lean Because of
construction‟s one-of-a-kind project nature, the structural steel supply chain
differs from manufacturing systems for more standardized products, which
can be likened to the Toyota Production System. The manufacturing
symbols used here for mapping the steel supply chain provide no room for
defining individually-characterized resources or detailed sequencing rules.
While their ability to show processing durations and delay times has not
By- Sanjay Kumar Jha (Roll No.510916614) Page 78
JUST IN TIME PRODUCTION
been used in this paper (we expect to do so in future work), we doubt that
using only deterministic values will suffice. Some representation of
uncertainty will have to be incorporated in the maps.
The current practice of buffering stems from the desire to optimize
labor and machine utilization and from admitting that uncertainties exist in
the supply chain. Many uncertainties are the result of variability, which
could be understood better if at least it were measured and explicitly
accounted for. This is not the current practice in construction. Uncertainties
and variability should not be taken for granted. They should be
acknowledged, managed, and minimized to a reasonable degree. In fact, one
technique to identify them is to reduce buffer sizes in-between various
production steps in order to see and learn the extent to which they are
needed. Process improvement efforts can then focus on those steps where
the impact on throughput of the system as a whole will be most significant.
Example improvements in construction are those that aim at reducing
uncertainty, as is done for instance through reliable planning by the Last
Planner (Ballard and Howell 1998), work methods design, and work
structuring (Ballard et al. 1999).
CASE STUDY – 1
JUST IN TIME
A case study pertains contractors who bids on projects from County of San
Francisco, the Public Utilities Commission as well as the Water Department.
Most of these jobs include concrete of a well-defining and widely-used kind
through quantities usually small in comparison to what is needed for
residential or office building projects. Concrete is a very common
construction material. Projects ranging from a single family home to a high-
rise building all may need concrete for their foundation, slabs, columns,
beams, walls, etc. to be constructed. In urban settings, the task of delivering
concrete moreoften than not has been delegated to ready-mix batch plants
and contractors has to rely on the timing and reliability of their service.
Although this set-up puts the contractor‟s project somewhat at the mercy of
the batch plant, most batch plants perform at their very best to meet their
customers‟ schedules.
On-time delivery is part of the product they sell. The interplay
between contractors and batch plants is interesting. On one hand, the
contractor must order a large enough quantity, sufficiently long ahead of
time to ensure available batch plant capacity and timely delivery service in
order to maximize productivity of their placing crew.
On the other hand, the batch plant tries to time its deliveries so that all
projects are served according to the contractors‟ needs and the plant as well
as the trucks and drivers have little idle time. This balancing act between the
two parties is not always achieved due to the nature of concrete and the
nature of the production systems being used.
In addition to contractors and batch plants, this balancing act also involves
the suppliers of raw materials to the batch plant, crews on site that erect
formwork and tie reinforcing basin preparation for concrete placement, as
well as others.
Although the interdependence of all these parties typically results in
uncertainties rippling through the supply chain, the focus of this paper is
limited to the downstream-, namely the contractor vs. batch plant
relationship.
The batch plant could, in order to level its load, vary its unit price of ready-
mix concrete based on the time and day of the week at which concrete is to
be delivered. This would illustrate a market mechanism at work, however,
we are not aware of such differential pricing being advertised in the industry
today.
As one can imagine the city imposes limits on working hours in order
to avoid congestion during peak traffic times, excessively long closure of a
road for vehicular or of a sidewalk for pedestrian traffic, undue
inconvenience of road users and complaints about noise from citizens or area
residents. In addition, contractors must obtain a work permit from the city in
order to work at a specific location.
This contractor has its trucks pull into any batch- plant during operating
hours and order concrete. The contractor-owned trucks simply join the line
of plant trucks waiting to be loaded. The driver then goes to the operator‟s
walk-up window and orders the needed mix design and quantity. The batch
plant fills these trucks in the same way as it fills its own in a first-in-first-out
manner. The contractor then gets billed on a regular basis for exact amount
loaded. At the site, the driver works with the crew in placing concrete.
Providing one‟s own ready-mix trucks does not mean that the unit price of
concrete is any cheaper but it overcomes many scheduling hassles. No
advance order needs to be placed to reserve plant capacity as only a few
cubic yards of commodity mix are needed each time.
By taking control over the transportations process and the contractors crew
can work at their own pace and not have to fret over when concrete would
arrive.
This kanban system work well especially on these projects where timing of
need is not dictated exclusively be the contractor, but as is the case here also
to a significant extent by the owne.This contractors has its trucks pull into
any batch-plant during operating hours and order concrete. The contractor-
owned truck simply join the line of plant trucks waiting to be loaded. The
driver then goes to the operators walk-up window and orders the needed mix
design and quantity.
The batch plant fills these trucks in the same way as it fills its own, in a
firstin- first –out manner. The contractor then gets billed on a regular basis
for exact amount loaded. At the site the driver works with the crew in
placing concrete.
Providing ones own ready mix trucks does not mean that the unit price of
concrete is any cheaper but it overcomes many scheduling hassle. No
advance order needs to be placed to reserve plant capacity as only a few
cubic yards of commodity mix are needed each time.
By taking control over the transportation process and using trucks as kanban
each time concrete is needed, the contractor‟s crew can work at their own
pace and not have to fret over when concrete would arrive. This kanban
system works well especially on these projects where timing of need is not
dictated exclusively by the contractor, but as is the case here, also to a
significant extent by the owner.
By- Sanjay Kumar Jha (Roll No.510916614) Page 83
JUST IN TIME PRODUCTION
Current practices for managing the concrete supply chain upstream in terms
By- Sanjay Kumar Jha (Roll No.510916614) Page 84
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Case Study 2 :
Fakuda Production System (FPS)
The construction companies that adopted the Toyota Production System and
Just in Time on a large scale in Japan are Fakuda Corporation in the field of
building construction and couple of companies in the field of housing
construction. Fakuda Corp. is a Niigita-based construction company having
annual sales of $ 946 million (in 2003).With the objective of making
construction work more efficient and reducing construction costs, the
company introduced the system in construction work in 2002.
In order to introduce the system the company received guidance from
consultants CULMAN CO.LTD who were former employees of Toyota otor
Corp. This building production system is called the Fakuda Production
System ( FPS)
Case Study 3
The Byggelogistik project
Up till now Byggelogistik has been tested on six housing schemes, the first
being Sophiehaven approximately 20 miles north of Copenhagen. The
project is a typical Danish social housing project comprising 100 flats in two
stories blocks, erected in two phases - not a big project on an international
scale (Bertelsen 1993, 1994-1, 1994-2). Contractually the project was
undertaken by a general contractor and approximately 10 trade contractors.
The general contractor's staff participated in the whole planning of the
project. It was also from the staff of the general contactor that the provider
was recruited and his job developed, as the project progressed, into being the
production manager of the construction site. He planned the day-to-day
operations, he provided the materials required, he coordinated the individual
trade contractors' works and he followed up on the co-operation with the
wholesale dealers. In order not to overreach the experiment in the first phase
it was decided to restrict the logistics to a minor number of the trades. This
decision caused a great deal of trouble. Those not participating were
repeatedly in the way of those who were. In the second phase all trades
participated and this problem was solved. Even though the methods were
developed with EDP in mind the first tests were restricted to management by
paper and pencil only. EDP was used in the usual manner in the participants'
own operations but no attempt was made to use IT in the logistics.
changing lay out of the building site and choose the best sequence for the
unloading.
Byggelogistik is characterized by careful planning, daily management
executed from the building site - not the head office - and immediate and
direct feed back of all mistakes. Careful planning demands that detailed
design is fully completed before the building process is started, in order that
all materials may be counted and specified in units. In this way delivery
schedules on a weekly basis may be worked out right from the start,
covering the entire building period, and all materials may be ordered
bindingly. Planning must take place in close co-operation between designers
and trade contractors, and the wholesale dealer's employees should take part
in this. Tests have shown that this kind of co-operation has resulted in a
good deal of suggestions for more appropriate solutions and choice of
materials. At the same time better terms for delivery are obtained since
favorable prices may be offered by the producers due to early notice.
Construction JIT will be advanced by implementing demonstrated
techniques and industry research to test theoriesand develop new tools and
techniques.
Research topics have beenproposed that constitute a strategy for
implementing
Presint 9 is the selected project to be used as our case study in this task. The
selection was made because Presint 9 is one of the examples of constructions
using the IBS technique. Located in our Government administration areas,
this Presint 9 is one of the projects in the development of Putrajaya areas.
Presint 9 is the residential area construct by Setia Putrajaya Sdn. Bhd. The
company had managed to complete the construction of Presint 9 in a
minimum time by using the IBS method of construction.
Based on the observation carried out by Putrajaya Holdings, noticed
that the contractor only need four (4) month to complete the full structure of
the apartment until level six (6) comparing to the used of conventional
method that can only construct full structure of the building until level four
(4) in the same period. Based on this statement prove that by using the IBS
system to the construction of the building may reduced the time for the
completion. It also be noted that this IBS system not only give the
advantages in term of time to this construction but also give benefit in term
of cost for the development. The contractor managed to reduced cost on
labor because this method will reduced the used of labor in the construction.
Moreover, there will be a reduction in the cost of project, this is because this
method will reduced the waste in the construction that will contribute to the
minimizing the cost of project. These prove that the application of IBS
method is one of the techniques that can achieve the implementation of JIT
approach.
By- Sanjay Kumar Jha (Roll No.510916614) Page 92
JUST IN TIME PRODUCTION
Material Shortage
the site on time and this situation may affect the time factor for the project
progress.
Weather
The production place for the construction is unique and not similar to other
manufacturing production. Generally, construction activities located in the
open space known as site omparing with manufacturing production that were
conducted in the building. Weather is one of the factors that may contribute
to the interruption in the construction activities. The uncertainty of weather
may contribute to the problems in the JIT implementation.
Design Changes
Cost
construction industries and reduce the numbers of delays on the project. The
problem is the cost to be used in this system is higher compared to the
conventional techniques used in this construction industry.
ANALYSIS
CONCLUSION
After doing two times analysis (see analysis I and II) we can see for this
particular project how the correlation between adopting JIT principles and
advantages in IBS system. Putrajaya Holding Sdn Bhd doing IBS system in
their project in Presint 9. We can see that in their process of implementation
IBS project they fulfill six (6) JIT key principles in the first analysis. Then
we try to relate with the main advantages of IBS in second analysis. We can
see that Putrajaya Holding Sdn Bhd also can obtain all the main advantages
By- Sanjay Kumar Jha (Roll No.510916614) Page 99
JUST IN TIME PRODUCTION
of IBS. From this case study analysis, as a conclusion we can say that if a
contractor doing an IBS project and applying JIT six (6) key principles
completely, there is a big opportunity that the contractor can obtain the
maximal of IBS system. From the theory framework (see figure 2), it could
be explained that this parallel correlation between JIT and IBS because both
of it comes from the manufacture philosophy. And with this case study, we
can recommend that if you want to gain maximal advantages of IBS system,
by applying JIT in the process can give you a big guaranty of the successful
of the project. This recommendation can be use if Malaysian promoting IBS
system in their construction industry in the future.
ABBREVIATIONS
7- AE Architectural Engineering
REFERENCES
www.google.com
www.scribd.com
www.bdaconnect.com/india/ficci
www.wikipedia.org
www.ibef.org
www.trai.gov.in
www.networkcomputing.in/Connectivity-Convergence-012Dec008/3G-
Services