Professional Documents
Culture Documents
Transportation waste
Process Waste
Inventory Waste
Waste of motion
Waste from product defects
Waiting time
Overproduction
Common Causes of Waste
Layout (distance) Inconsistent
performance
Long setup time
measures
Incapable processes Ineffective
Poor maintenance production planning
Poor work methods Lack of workplace
Lack of training organization
Poor supply
quality/reliability
Objective of JIT
Produce only the products the customer
wants.
Produce products only at the rate that
the customer wants them.
Produce with perfect quality
Produce with minimum lead time.
Produce products with only those
features the customer wants.
Objectives
Produce with no waste of labor,
material or equipment -- every
movement must have a purpose so that
there is zero idle inventory.
Produce with methods that allow for the
development of people
JIT Principles
Create flow production
• one piece flow
• machines in order of processes
• small and inexpensive equipment
• U cell layout, counter clockwise
• multi-process handling workers
• easy moving/standing operations
• standard operations defined
JIT Principles - Slide 2
Establish “TAKT” time
• rate at which the customer buys a
product
Build Pull Product
• use of kanban system
JIT Tactics
Single Minute Visual control
Exchange of Dies
(SMED)
Flexible workers
Statistical Process Control Tools at the point of
Use of standard need
containers Product redesign
Doable stable schedules Group Technology
with adequate visibility
Total Productive
TAKT-Time
Maintenance
5-S Program
Kaizen Event
Balanced Production
Three elements
• TAKT time
• Work sequence
• Standard WIP
Objective
• Build at rate that the customer wants work
• Balance the system to maximize
efficiency at this rate
TAKT Time Example
Net Available Operating Time
• Time per shift 480´ (minutes)
• Breaks (2 @ 10´) - 20´
• Clean-up - 20’
• Lunch - 30’
• NAOT/shift 410´
Customer Requirements
• Monthly 26,000 units/month
• No. Working Days 20 days/month
• CR/Day 1,300 units/day
TAKT Time
• 410’ x 60” x 3 shifts (73,800) divided by 1,300
• 57.769 seconds per part or 57"
TAKT Time
TAKT
• the beat
• (Net Available Operating Time) /
Customer Requirements
• time periods must be consistent
Example of calculation
SMED
Setup reduction
Elements
• Internal Setup
• setup while machine idle
• External Setup
• setup while machine busy
• Adjustment
• run-ins, calibration
SMED Process
Study current process
• “as is”
• video tape
• Who owns the video tape?
Convert internal to external setup
Eliminate the need for Adjustment
Eliminate need for fastening
Goal
• setup time < 10 minutes
Push Vs. Pull Scheduling
Push Scheduling
• traditional approach
• “move the job on when finished”
• problems - creates excessive inventory
Pull scheduling
• coordinated production
• driven by demand (pulled through system)
• extensive use of visual triggers
(production/withdrawal kanbans)
Visual Control
A system for making problems obvious
without the need for sophisticated monitoring
computer systems
• Andon light system
• Kanbans
Create a sense of urgency
Clearly identify where the problems are
located
Supplier Partnerships
Reliance on suppliers for
• problem solving expertise
• quality at the source
• timely communication
• participants in cost reduction
programs
Increased reliance on supplier
certification
Standardization/Simplification
Eliminate inherent sources of variance
eliminate opportunity for human discretion error
Examples
• Container sizes
• MacDonalds with interaction with customers
Consistent with Deming Wheel
• Standarize expose problems solve
problems implement new methods
Other Techniques
Milk runs
Poka-Yoke Systems
Continuous Improvement Programs
(CIP)
Video
JIT at McDonalds
JIT - Day 2
Shitsuki
• Motivate to sustain
• promote adherence through visual
performance measurement tools
Next Day
JIT in Service Sectors
New developments in JIT
• Lean Manufacturing
• Agile Enterprise
• JIT II
• Gemba Kaizen
• Quick Response Systems
Topics to be Covered
JIT and Lean Manufacturing
JIT in Services
Kaizen Events
JIT II
Gemba Kaizen
Agile Enterprise
Limitations of JIT
JIT in Services
Service Traits
• strong emphasis on process
• avoidance of inventory
• emphasis on people and their importance
to process
• recognition of need for continuous
improvement
• “defects are treasures”
JIT in Services
Elements of JIT most applicable
• Synchronization and balance of information
and work flows
• Total visibility of all components of the
process
• Continuous improvement of the process
• Holistic approach to the elimination of waste
• Flexibility in use of resources
• Respect for people
JIT in Services
Key Issues
• Equipment/people focus
• Customer contact per transaction
• Degree of discretion
• Degree of customization
• Location of value-added processes
• Product/process focus
Gemba Kaizen
Waste reduction through the execution
system
Gemba
• heart of the system
Essence of Gemba Kaizen
• to eliminate waste, you must have
contact with the system that you are
managing
• the contact must be real and not through
computers
Agile Enterprise
New development
Associated with Iaccoca Institute of
LeHigh University
Merging flexibility with JIT
Much broader than Lean Enterprise
Recognition that the environment
• always changing
• unpredictably undergoing change
Agile Enterprise - Traits
Rapidly bring to market products that are
variable combinations of hardware,
information and services.
Design products that are easily configurable
and ungradable.
Produce to individual customer orders in
arbitrary order quantities.
Bring out a continuously changing array of
models within longer-lived product families
Agile Enterprise - Traits
Fragment mass markets into niche markets.
Maintain and foster continuous, rather than
single-instance, sales relationships by
continually adding value to current
customers.
Cooperate intensively with other companies,
including competitors, to create global
product resources.
Agile Enterprise
Attempt to bring together a number of
different trends
• greater focus on product development
• greater reliance on suppliers
• greater concern with speed
• more emphasis on effective and intelligent
integration
• greater use of technology
• information
Other Tactics
Kaizen/Continuous Improvement
Manufacturing Cells
Business Process Reengineering
Milk run logistics
Supplier certification
Direct delivery to point of use