JUST IN TIME

Operational Systems for

Manufacturing JIT and Lean
Production

Informal review
Work on this
during class
today. Thanks for
your inputs

As a Manufacturing Leader...
You will play a
critical role in
the
management
and control of
the companies
critical
information.

The Problem of
Manufacturing
Getting the right material and
physical resources together at the
right place and at the right time to
meet the customers requirements.
Desired features, On time delivery,
High Quality, at the best price

Breaking down the

problem
Getting the
material needed
Having enough
inventory of
material to
support production
Not having too
much inventory
and extra costs

Economic Order Quantity and Reorder Point Planning Model

saw tooth pattern

I
n
v
e
n
t
o
r
y

ROP

lead
time

demand
(constant rate)
E
O
Q

time

A very limited model

Manufacturing and CIM

Systems
Where the action is!

Background reading

JUST IN TIME:
Only what is needed, nothing
more...

To have only the right materials,

parts and products in the
right place at the right time.

THE SEVEN WASTES

1987

from Shigeo Shingo in Robert W. Halls book

Attaining Manufacturing Excellence,

Waste of over production

Waste of waiting
Waste of transportation
Waste of processing itself
Waste of stocks
Waste of motion
Waste of making defective products

Claims for JIT:

reduced inventory
reduced WIP
shorter lead times

not too early, not to late...

JIT is the result businesses want,

not a starting point

What happens with JIT

Eliminate non-value added activities
less time spent and less money spent...

Involve your suppliers and customers

eliminate duplications, non value addded
activ.

Shorter Set-up time and less WIP

Faster through-put, less time, higher quality

JIT Action Areas

Develop people - increase
skills,productivity, morale
Eliminate waste in all areas
Optimize materials handling and
production flow
Control Tooling
Increase quality
Improve continuously!

Develop the pipeline

flow...
then
work
to
Eliminate multiple locations
Contract the plant
layout
shorten
it!
Eliminate the "pipeline failures"

Reliability
Quality
People

Reduce "changeover times and lot sizes"

significantly
Use "mind technology" before applying high
technology!

Arvin Cell with 6

operators
Bend Pipe and
trim inlet end

flange and product

assembly

Heat and form

inlet end

Weld flange
brackets and
assembly

Size and
inspect/test

Dimension check
and leak test

Traditional Production Line 6

people

First pass work cell design 3

people

Second try work cell design 1

person

Floor
Space
Reduction
nearly
50%

Documented savings

Customer rejects reduced 95%

Scrap reduced 62%

Work in process reduced 91%

Changeover time reduced by

78%

Labor cost as % of sales reduced

41%

The Name Game

JIT
Short Cycle Mfg.
Toyota Production
System
Synchronous Mfg.
Lean Manufacturing
Lean Production
Common Sense
Mfg.

The Vision of Lean in the

USA
Perhaps best stated by
James Womack, and
Daniel Jones in two
popular books
First
The Machine That Changed
the World (1990)

Unlocking the power of

Lean requires more than
just tools:
James Womack,
and Daniel Jones
second book
Lean Thinking
(1996)

Lean Thinking
presents
An Americanized view of lean production

Precisely specifying value by product

Identifying the value stream for each product
Making the value-creating steps flow without
interruptions
Letting the customer pull value from the
producer
Pursuing perfection (continuously improving)

Lean Production
Challenges
Developing beyond the tools
Inculcating the concepts and
values of lean production into the
fabric of an organization
Working to truly improve
continuously
Expanding lean efforts out to your
customers and to all your suppliers

Lean Production can lead

to
lots of open questions

Thanks for your

attention