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Unit 7

The document discusses the Just-in-Time (JIT) philosophy and Lean manufacturing. It defines JIT as a management philosophy that aims to minimize waste by producing and delivering only what is needed, when it is needed, in the amount needed. The goal of JIT and Lean is to maximize efficiency by identifying and eliminating sources of waste. Key aspects discussed include pull systems, kanban cards, continuous improvement, and respect for people.

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Rajbir Singh
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25 views33 pages

Unit 7

The document discusses the Just-in-Time (JIT) philosophy and Lean manufacturing. It defines JIT as a management philosophy that aims to minimize waste by producing and delivering only what is needed, when it is needed, in the amount needed. The goal of JIT and Lean is to maximize efficiency by identifying and eliminating sources of waste. Key aspects discussed include pull systems, kanban cards, continuous improvement, and respect for people.

Uploaded by

Rajbir Singh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Just in time philosophy

What is Just-in-Time?

❑ Management philosophy of continuous and forced problem


solving (forced by driving inventory out of the production
system).

❑ Supplies and components are ‘pulled’ through system to


arrive where they are needed when they are needed.

Goal: Achieve the minimal level of resources required to


add the necessary value in the production system.

4
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.

5
What is waste?
SEVEN WASTE’S
❑ Overproduction:
❑ Producing more than is needed or producing ahead of demand.
❑ Can lead to excess inventory, increased storage costs, and potential
obsolescence.
❑ Inventory:
❑ Excess raw materials, work-in-progress, or finished goods beyond
what is necessary for immediate use or demand.
❑ Ties up capital and space, and can lead to increased carrying costs.
❑ Waiting:
❑ Delays or idle time in a process where no value is being added.
❑ Can result from inefficient workflows or poor coordination between
stages of production.
❑ Transportation:
❑ Unnecessary movement or handling of materials or products between
processes or locations.
❑ Adds cost and potential for damage without adding value.
❑ Motion:
❑ Unnecessary movement or activities by workers that do not contribute to the
production process.
❑ Can lead to inefficiencies, fatigue, and potential for errors.
❑ Overprocessing:
❑ Performing more work or using more resources than necessary to meet
customer requirements.
❑ Adds unnecessary cost and time without providing additional value.
❑ Defects:
❑ Producing products or services that do not meet quality standards, leading to
rework or customer dissatisfaction.
❑ Can result in additional costs and damage to the organization's reputation.
KEY PRINCIPLES
❑ Continuous Improvement: Regularly review and improve processes to
identify and eliminate sources of waste. This could involve implementing
employee suggestions, conducting regular audits, and fostering a culture of
continuous improvement.

❑ Pull System: Implement a pull system where products are manufactured


based on customer demand. This reduces the risk of overproduction and
excess inventory.

❑ Kanban System: Use a Kanban system to manage inventory levels. This


visual system helps control the flow of materials and production by
signaling when to reorder or produce more items.

❑ Supplier Partnerships: Build strong relationships with suppliers to ensure a


steady and reliable flow of materials. This reduces the likelihood of delays
or disruptions in the production process.

❑ Cross-Training Employees: Train employees to perform multiple tasks. This


flexibility allows for better resource allocation and helps prevent
bottlenecks caused by a shortage of specialized workers.
❑ Quality Control: Implement rigorous quality control measures to detect and
correct defects early in the production process. This minimizes the chances
of producing defective products and the waste associated with them.

❑ Reducing Setup Times: Invest in technologies and practices that reduce the
time it takes to set up and change over equipment. This allows for smaller
production runs and more frequent changes in production schedules.

❑ Flexible Manufacturing Systems: Use flexible manufacturing systems that


can quickly adapt to changes in production requirements. This agility helps
in avoiding unnecessary downtime and the associated waste.

❑ Standardized Work: Establish and maintain standardized work processes


to ensure consistency and efficiency. This reduces the likelihood of errors
and the need for rework.

❑ Just-in-Time Training: Provide training to employees as close to the time


they need the skills as possible. This avoids training excesses and ensures
that employees are equipped with the necessary skills when they are
needed.
Principles of JIT
Toyota Production System (TPS)
❑ Just-in-Time (JIT): Produce what is needed, when needed, and in the quantity
needed.
❑ Kaizen (Continuous Improvement): Constantly seek ways to improve processes.
❑ Jidoka (Automation with a Human Touch): Use automation to stop production when
defects are detected, emphasizing quality.
❑ Kanban System: Visual signals to manage inventory and production flow efficiently.
❑ Andon: Visual signals to indicate problems in the production process.
❑ Heijunka (Production Smoothing): Level production to meet demand and avoid
overburden.
❑ Pokayoke (Error Proofing): Design processes to prevent errors or defects.
❑ Standardized Work: Clearly defined and documented processes for consistency
and efficiency.
❑ Genchi Genbutsu (Go and See): Managers go to the source to understand and solve
problems.
❑ Respect for People: Value and engage employees for their insights and
contributions.
KANBAN

Kanban is a scheduling system for lean manufacturing


(also called just-in-time manufacturing). Taiichi Ohno,
an industrial engineer at Toyota, developed kanban to
improve manufacturing efficiency. The system takes its
name from the cards that track production within a
factory. Kanban is also known as the Toyota nameplate
system in the automotive industry.
Kanban Squares

X X X

X
X X

Flow of work
Flow of information
Kanban Card

Unique Part #
46-281247p1 Description
27” Al Rim
Qty
Where to find
part when bin 23 Kanban Qty
is empty Where to return
Stock Loc: Line Loc: filled Kanban
RIP 1 Asm. 1
Toyota has formulated six rules for the application of kanban:

❑ Each process issues requests (kanban) to its suppliers when it


consumes its supplies.
❑ Each process produces according to the quantity and
sequence of incoming requests.
❑ No items are made or transported without a request.
❑ The request associated with an item is always attached to it.
❑ Processes must not send out defective items, to ensure that
the finished products will be defect-free.
❑ Limiting the number of pending requests makes the process
more sensitive and reveals inefficiencies.
Key features
1.Visual Management
2.Pull System
3.Kanban Cards
4.Limiting Work in Progress (WIP)
5.Continuous Improvement
6.Flexibility
7.Reduced Overhead
8.Enhanced Communication
9.Simplified Planning
10.Cyclical Review
What is Lean?
❑ Lean production focuses on eliminating waste in processes (i.e. the
waste of work in progress and finished good inventories)

❑ Lean production is not about eliminating people

❑ Lean production is about expanding capacity by reducing costs and


shortening cycle times between order and ship date

❑ Lean is about understanding what is important to the customer

24
Progress Toward Lean
❑ Smaller lot sizes
❑ Increased capacity / throughput
❑ Higher inventory turns
❑ More available floor space
❑ Improved workplace organization
❑ Improved quality : reduced scrap / re-work
❑ Reduced inventories : raw, WIP
❑ Reduced lead times
❑ Greater gross margin
❑ Improved participation & morale

27
Advantages & Disadvantages of Lean
Manufacturing
Total Quality Management (TQM) is a comprehensive approach to
improve the quality and efficiency of production processes. It involves
the participation of all members of an organization in a continuous
effort to improve quality and meet or exceed customer expectations.
TQM focuses on various aspects, including customer satisfaction,
employee involvement, process improvement, and the use of data and
analysis to make informed decisions.

TQM aims to optimize every stage of the manufacturing process to


ensure that the final product meets high-quality standards. This
includes attention to detail in design, efficient production methods,
rigorous quality control, and a commitment to continuous
improvement.
Dimensions of Quality
❑ Performance - main characteristics of the product/service.
❑ Aesthetics - appearance, feel, smell, taste.
❑ Special features - extra characteristics.
❑ Conformance - how well product/service conforms to
customer’s expectations.
❑ Safety - Risk of injury
❑ Reliability - consistency of performance.
❑ Durability - useful life of the product/service.
❑ Perceived Quality - indirect evaluation of quality (e.g.
reputation)
❑ Service after sale - handling of customer complaints or
checking on customer satisfaction.
The Consequences of Poor Quality
❑ Loss of business: Customer quietly stops buying.
Customer complaints rarely reach to the upper
management.

❑ Liability: Due to damages or injuries resulting from poor


quality (design, conformance, ease of use, service)

❑ Low productivity: Rework or scrap. More input but does


not increase the output.

❑ High costs
Elements of TQM
❑ Continual improvement: Kaizen
❑ Competitive benchmarking
❑ Employee empowerment
❑ Team approach
❑ Decisions based on facts
❑ Knowledge of tools
❑ Supplier quality
❑ Champion
❑ Quality at the source: The philosophy of making each worker
responsible for the quality of his or her work.
❑ Suppliers

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