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Lean Purchasing
Lean Purchasing
by W.C. Benton
Chapter Six
Just-in-Time (Lean) Purchasing
Learning Objectives
1. To understand lean production systems.
2. To identify the differences between JIT and MRP.
3. To identify the relationship between JIT and
purchasing.
4. To identify critical JIT-purchasing advantages.
5. To identify the activities needed to implement JIT
purchasing.
6. To determine the role of culture in the
implementation of JIT purchasing.
7. To critically analyze the impact of JIT purchasing on
a buying firm.
6-2
Introduction to Lean Purchasing
• There has been a shift in manufacturing business
processes in practically every American industrial setting.
6-3
Lean Purchasing
• The just-in-time (JIT) system is no longer an esoteric concept
in the manufacturing world today. In the face of intense
global competition, many firms in the United States are
looking at improved techniques to manage their
manufacturing operations.
6-4
Lean Production Systems
• In its simplest form, “the manufacturing process” is a
composition of the material flows. Just-in-time (JIT) is
designed to manage the flow of materials, components, tools,
and associated information.
6-5
JIT and MRP Production Systems
• JIT and MRP production systems have followed two
independent research streams.
6-6
JIT Conceptual Framework
6-7
Practices Essential for JIT Implementation
6-8
Just-in-Time Production System
• JIT is Toyota’s manufacturing philosophy to minimize
waste, and the JIT production system is a subsystem
controlled by kanban.
6-9
Just-in-Time Production System
• According to Monden (1983), the success of Toyota’s
kanban-controlled production system is supported
by:
– smoothing of production, standardization of jobs,
– reduction of setup times,
– improvement of activities,
– design of machine layout, and
– automation of processes.
6-10
Just-in-Time Production System
• Improvements in the kanban-controlled production systems
have followed a pragmatic approach, continuous
improvement.
6-11
Just-in-Time Production System
• The Toyota manufacturing system has been viewed
in following different ways:
– As a lean production system because it uses less of every
resource compared with the conventional mass
production system. (Womack, et al., 1990)
6-12
Kanban Production Control System
• Kanban is the Japanese word for card.
6-14
A Pull System Compared to
A Push System
• In a pull system, removing an end item (or a fixed lot of end
items) triggers the order release, by which the flow of
materials or components is initiated.
• In contrast, push systems allow for the production or material
flow in anticipation of future demand
• Thus, a kanban system is referred to as a pull system because
the kanban is used to pull parts to the next production stage
only when they are needed.
• The weakness of a pull system (kanban) is that following the
JIT production philosophy is essential, especially concerning
the elements of short setup times and small lot sizes, because
each station in the process must be able to respond quickly to
requests for more materials.
6-15
Dual Card Kanban Rules
1. No parts are made unless there is a production
kanban to authorize production. If no production
kanban are in the “in box” at a work center, the
process remains idle, and workers perform other
assigned activities. This rule enforces the “pull”
nature of the process control.
6-16
6-17
JIT Kanban Production Planning System
(Pull System)
6-18
Significance Of Lean Purchasing
• The cost of raw materials has traditionally, been a serious
concern of top management.
6-20
Reduced Order Quantities.
• One of the most crucial elements of the just-in-time
system is small lot sizes.
6-21
Frequent and “on-time”
Delivery Schedules
• Supplier performance can be measured more
accurately under the JIT purchasing approach
compared to the traditional one.
6-22
Reduced Lead Times
• To be able to maintain low inventory levels, it is critical that
replenishment lead times be as short as possible.
• The JIT philosophy inherently attempts to reduce lead times for order
completions. Under traditional purchasing practices, the lead time is
made up of the following components: paperwork lead time,
manufacturing time for supplier, transportation lead time, and time spent
on receiving and inspection.
6-23
Comparison between Traditional and
Just-in-Time (Lean) Purchasing Approaches
Traditional Purchasing JIT-Purchasing
Order quantities Based on trade-offs Based on small lot sizes
between ordering and for production
carrying costs
Delivery schedules Infrequent, primarily Frequent because of
because of high ordering small lot sizes and low
costs involved ordering costs
Delivery windows Relatively wide Very narrow
Delivery lead times Relatively long and Stringent and reduced
relaxed significantly
Parts quality Responsibility of the Responsibility of
quality function in the supplier
organization
Supplier base Fairly broad Considerably smaller
6-24
High quality of incoming Reliable suppliers
materials
• Japanese manufacturers • Since the JIT system does not
attempt to reduce incoming provide for buffer stocks,
material inspection as much as unreliable supply, in terms of
possible. In order to eliminate delivery time and quality of
the associated receiving incoming material, may lead to
inspection costs, a very high frequent problems in
emphasis is placed on the production.
quality of incoming materials • The reliability of supply is a
under the JIT system. critical consideration in the
selection of JIT suppliers.
• Since JIT purchasing has gained
popularity within the United
States, the purchasing function
has been preoccupied with
trimming the overall supplier
base in quest of so called
superior suppliers.
6-25
Purchasing Benefits
• Implementation of just-in-time (Lean) purchasing
assists the purchasing function in its major objectives
of improving quality of incoming materials and
supplier delivery performance, along with reducing
lead times and cost of materials.
6-26
1. Reduced Inventory Levels
• JIT purchasing facilitates reduction in inventory levels
and the associated inventory holding costs.
6-27
2. Improved Lead-Time Reliability
• Compared to traditional purchasing approaches,
delivery lead times under the JIT system are
considerably shorter.
• Lead-time reliability is usually much better for just-in-
time systems.
• This implies higher levels of customer service and
lower safety stock requirements for the company.
• Lower levels of safety stock contribute significantly to
reduced working capital requirements for the firm.
6-28
3. Scheduling Flexibility
• JIT emphasizes scheduling flexibility by aiming for
reduced purchasing lead times and setup times.
6-29
4. Improved Quality and Customer
Satisfaction
• JIT purchasing results in improved quality and
corresponding levels of higher customer satisfaction
6-31
6. Constructive Synergies with Suppliers
• A lean purchasing program involves close technical
cooperation with suppliers. This particularly means the
cooperation between manufacturing and design engineers.
• Because of smaller lot sizes and frequent delivery schedules,
suppliers are in a position to receive quick feedback regarding
any potential manufacturing or design problems.
• Also, manufacturing is in a position to implement engineering
changes quicker because of the reduced inventory levels.
• The JIT progress report mentioned above indicates that
supplier quality improved by 26 percent since the JIT system
was adopted.
6-32
Cost Decreases
It is well documented that JIT reduces physical
inventory level Reductions in physical inventory will
also have a favorable impact on:
6-33
Implementation of JIT Purchasing
• As attractive as the JIT purchasing philosophy might
initially seem, it is quite difficult to implement.
6-34
1. Lack of cooperation from suppliers
In a detailed survey of U.S. firms involved with just-in time
manufacturing, 47 percent of the respondents indicated that
they had serious problems with some of their suppliers. The
suppliers see little incentive in adopting the JIT approach
when the primary benefits of the program go to the buyer
1. A long-term business agreement
2. A fair return on supplier investment
3. Adequate time for thorough planning
4. Accurate demand functions
5. Correct and firm specifications
6. Parts designed to match supplier’s process capability
7. Smoothly timed order releases
8. A fair profit margin
9. Fair dealings with regard to price
10. A minimum number of change orders
11. Prompt payment of invoices
6-35
2. Lack of top management support
• Implementation of the JIT philosophy requires a
cultural change in the organization.
6-36
3. Lack of employee readiness
and support
• Many firms report lack of support from their employees
as being one of the major problems encountered in the
implementation of JIT (Lean) purchasing.
• Very often, such resistance is encountered because the
employees are required to change their long-standing
work habits, or because they interpret the new system as
being a threat to their jobs.
• Also, the JIT system requires most employees to assume
more problem-solving responsibilities on the job, which
may lead to additional frustration.
6-37
4. Lack of support from design engineering
personnel
• Design engineering is responsible for making
technical specifications for the materials a company
buys.
• Quite often, the purchasing function in an
organization does not receive adequate support
from engineering functions, and, as a result,
purchasing is often unable to advise suppliers on
material quality design options.
• Thirty-nine percent of the firms surveyed using JIT
practices in the United States indicated that they had
serious problems regarding lack of support from
engineering
6-38
5. Low product quality
• If suppliers fail to provide materials of adequate
quality on a regular basis, production slow-downs
and stoppages will occur regularly.
6-39
6. Lack of support from carrier companies
• The next slide show the huge sums of money that
the purchasing function of some major firms spends
every year in order to move materials in and out of
the factory.
• Few buying firms, however, work closely with
carriers to develop long-term relationships that
provide for highly structured delivery schedules that
lower costs for the buying firm.
• Buyers have traditionally accepted terms offered to
them by the carriers with regard to their inbound
freight.
6-40
6-41
7. Lack of communication
• Effective development and implementation of the just-in-time
system requires integration of important functional areas such
as purchasing, manufacturing, quality, production, and
transportation.
6-42
Role of Culture
• A crucial issue to be considered is the relevance of culture in the
successful implementation of the just-in-time system in a
country.
6-44
Critical Analysis of the JIT Concept
• The radical proponents of JIT manufacturing in the United
States during the 1980s and 1990s, the so-called JIT
revolutionaries, are to some extent responsible for this initial
misunderstanding.
6-45
Critical Analysis of the JIT Concept