JUST - IN - TIME JUST - IN - TIME SYSTEM SYSTEM CONCEPTS - AN OVERVIEW N Ravichandran By N Ravichandran Executive Vice-President (Operations) Lucas-TVS Ltd, Padi, Chennai 600 050
JUST - IN - TIMEJUST - IN - TIMESYSTEMSYSTEMCONCEPTS - AN OVERVIEW
N Ravichandran
By
N RavichandranExecutive Vice-President (Operations)Lucas-TVS Ltd, Padi, Chennai 600 050
Just-In-Time is…….
A Manufacturing system which produces :
• What the customer wants
• In the quantity the customer wants
• When the customer wants
While using the minimum of
Raw Materials
Equipment
Labour
Space
There is a focus on Waste Elimination and Lead time reductionthis would be the criteria for measuring the results of JIT efforts
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APPROACH
JUST-IN-TIME
STEP 5STANDARDISED OPERATIONS
STEP 4LEVELLING
STEP 3FLOW MANUFACTURING
STEP 2
THE 5S’s FOR FACTORY IMPROVEMENT
STEP 1AWARENESS REVOLUTION : PREREQUISITE FOR FACTORY IMPROVEMENT
HUMAN
AUTOMATION
CHANGEOVER
MULTI PROCESS
OPERATIONS
MAINTENANCE AND SAFETY
QUALITY ASSURANCE
KANBAN
VIS
UA
L C
ON
TR
OL
FL
EX
IBL
E M
AN
PO
WE
R
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JIT PRINCIPLES
• Create flow production
• Pace to ‘takt’ time
• Incorporate ‘pull’ production
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Flow production Benefits
One piece flow is the best method of exposing waste and abnormalities - making them intolerable to the production system
• Minimises waste• Minimises WIP
• forcing the recognition of all waste and abnormalities in the process• improving quality by
• creating instant feedback• facilitating a ‘corrective action’ culture
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TAKT TIME
• In German - refers to tempo set by the conductor of an orchestra
with his baton
• Uses JIT to set the production rate - which is equal to customer
demand rate
• In realty, the customer determines
the takt time
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Pull production• Stop producing by pushing parts through the assembly line• uses a demand signal at the last operation
• Implications• establishes a standard WIP• process is based on takt time• production is authorised based on customer request
• resulting in• consistent,• minimised lead time
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Pull Production -Characteristics
• Synchronised flow of raw materials
• Everything arrives just when its needed for production
• whether from outside supplier or a ‘feeder’ line
• No over production at any stage of the manufacturing process
• Nothing is produced which hasn’t been demanded by the
next production process
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Overlap areas
Timing marks
Batch ModeBatch Mode
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SUPPLIERSUPPLIER
Production, assembly and service lines
Production, assembly and service lines
departments ...Manufacturing units and service
CUSTOMERSCUSTOMERS
JIT SYSTEMJIT SYSTEM
Pull Pull
Kanban Control System
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What is Kanban• The literal translation is ‘sign’
• It is a system of material and production control
• It ensures work is ‘pulled’ by the customer
• Delivery right time / right amount
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SUPPLIER
CUSTOMER
Just in time Congrats !
The PULL system is controlled by the customer
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SUPPLIER
CUSTOMER
Too late!
The customer pulls,the supplier meets the demand
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SUPPLIER
CUSTOMER
Too much, too early !
The opposite of the PUSH,flow pushed by the supplier
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Simple signs used
to trigger
Material & Parts Replinishing
Parts Production
According to Usage rhythm
vs planning
Kanban is the tool
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Kanban examples
• Card
• Light signal
• Exchange of containers
• Empty space/floor markings
• Shelves
• Bar coded label
• Computer
• Etc.
User
Supplier
Computer
Suppliersignal
Userinput
Supplier User
4
Quantity:12
Part No:6789
From:MouldingTo:
Polishing
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Light signal
The card
KANBAN
To request a new delivery
Kanban examples (1)
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Container Exchange
The empty one signals a need for replenishing Kanban space
Kanban examples (2)
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The customer consumes
The Supplier replaces
The Supermarket
2731 8540122
Computer and bar codes
Kanban examples (3)
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KANBAN
JUST IN
TIME
Kanban rules
• The next process (customer) goes to get material (Pull) in the previous process (supplier).
• The previous process (supplier) produces or delivers according to the instructions of the next process (customer).
• In the absence of a signal no production, no delivery!
• There is a signal (card) for each container.
• Production/delivery: 100% quality and quantity.
• Minimum inventory and maximum turnover.
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PULL in Industry
LINE
LINE
INTERNAL
PRODUCER
SUPPLIER
ASSEMBLY LINE
SUPERMARKET
The inventory level depends on:The interval between PULLS
Production delay
Delivery delay
= signal
= material
A supermarket
The inventory levels depend on:
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• Machines in order of processes
• Small and inexpensive equipment
• One-piece flow production
• “U” shaped workflow - counterclockwise
• Multi-process handling workers
• Standing operations - moving while working
• Ergonomically correct operations
• Production paced to takt time
• “Standard operations” defined and implemented
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JIT - Characteristics
JIT Production Characteristics
• Machines in order of processes
• Minimises transportation, handling damages and excess motion
• Facilitates one-piece flow
•Small and inexpensive equipment
• Minimises capital expense for equipment
and space
• Reduces tendency towards large-batch production
• Increases production flexibility
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• One-piece flow production
• Eliminates excess WIP
• Eliminates defective batches
• Reduces lead time
• Facilitates quality control by making the full process easily
observable
•“U” shaped workflow - counterclockwise
• Reduces excess motion
• Facilitates multi-process handling
• Counter-clockwise due to “right-handedness” of people and machinery
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•Multi-process handling workers
• Gives workers responsibility for more than one production step
• Increases worker productivity
• Increases production flexibility
• Decreases WIP
• Creates an opportunity to re-deploy workers - expand capacity/new product
•Standing operations - moving while working
• Enables better part and tool presentation
• Supports multi-process handling
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•Ergonomically correct operations
• Work surfaces of equal height, minimise
lifting
• Reduces worker downtime due to work related injuries
•Production paced to takt time
• Relates to customer demand rate
• Reduces excess inventory
• Eliminates missed deliveries
• Increases productivity by matching operator cycle time to takt time
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• “Standard operations” defined and implemented
• Establishes a prescribed method for executing a manufacturing
process
• Reduces scrap/rework resulting from variations
• Ensures production process quality
• Implemented - means posted at the work station and adhered to
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Standard Operations are…A prescribed sequence of production steps
Assigned to operator
Which are balanced to the takt time
Goals are…
1. Output2. Quality3. WIP4. CostStandard ops cycle is
Identify
Defin
e
Implement
Sust
ain
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Standard Operations Cycle
focuses on…
1. Identifying the takt time
2. Existing layout and material flow
3. Existing work sequence
4. Cycle times
5. Quality, Safety, Waste, ergonomics
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Basics of Cycle time
Operator Cycle Time (OCT): The manual work content time required for an operator to complete one cycle of work process, exclusive ofwaiting timeMachine Automatic Time (MAT): The time it takes for the machine tocomplete its automatic cycleMachine Cycle Time (MCT): The sum of MAT and loading and unloading time
Operator cycle time does not include waiting for a machine auto cycle tpfinish
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Information begins to flow when a customer buys a car—let's say a Red convertible—from a car dealer.
The dealer tells the carmaker that he has solda red convertible andneeds another one forhis showroom.
THE FLOWTHE FLOW
Then, the car maker tells the parts makers that it needs parts to make another red convertible.
Things begin to flow toward the marketplace when the orders from the car maker reach the parts makers. They make the parts needed for the next red convertible and deliver them to the car maker. The car maker assembles the parts and delivers the newly assembled red convertible to the dealer.
Factory
Parts Factory Car Factory Dealer
Car makers don't just sit and wait for information to reach them from their dealers.They venture out into the marketplace to see what kinds of cars people like. Market research helps them anticipate what kinds of orders they are likely to receive from the dealers.
So, information flows. It flows from customers through dealers to the vehicle makers and parts makers. And things flow from the parts Makers and vehicle makers through the dealers to customers.
• Information Customer Dealer Car factory Parts factory
• Things Parts factory Car factory Dealer Customer
SMOOTHING THE FLOWSMOOTHING THE FLOW
Continuous flow
Levelling
Pull [Don’t Push]
Built-in Problem Solving
People
Leaner Manufacturing=Greener Manufacturing
A good way to make work flow smoothly is to arrange people and equipment in a continuous flow. That eliminates lots of waste, including the waste of accumulating unnecessary inventory. Manufacturers hate to have extra inventory.
Here's a workplace where work does not move in a continuous flow. People spend a lot of time carrying semifinished items to the next process. Lots of inventory piles up between processes.
Inventory takes up space and ties up money.
It accumulates dust and even gets rusty while sitting around for a long
time.
Things can get damaged when people carry them back and forth to and from the
warehouse
Here's a workplace where work does not move in a continuous flow. People spend a lot of time carrying semifinished items to the next process. Lots of inventory piles up between processes.
Arranging processes in a continuous flow reduces inventory and smooths the flow of work. But inventory still can accumulate between processes
Toyota solves that problem by making things one at a time
wherever possible. The idea is for each item to proceed to the
next process as soon as work is done in the preceding
process.
Of course, making things one at a time is impractical sometimes. Big stamping machines, for example, use different-shaped dies to make different kinds of parts.Manufacturers need to make a batch of parts each time they change the dies. But even in batch processing, they can use the principle of one-at-a-time processing. One way to make batch processing more like one-at-a-time processing is to use smaller batches.Instead of making 1,000 parts with each die change, the manufacturer can make 100 parts. That reduces the amount of inventory 90%. Using smaller batches means changing dies more frequently. That means stopping the machines a lot, which could be inefficient. But people can think of ways to change dies more efficiently.
Replace big lotsReplace big lots
LEVELLINGLEVELLING
Here is another way that Toyota smooths the flow of manufacturing. It mixes the production of different kinds of products smoothly through each day, week, and month.
Think of a car model that Toyota makes as a convertible, hardtop, and station wagon. And assume that customers are buying nine convertibles, nine hardtops, and nine station wagons each day. What would be the most-efficient way to make those cars?
The people who make parts for the convertibles would be busy in the morning. But they and their equipment would be idle in the afternoon and evening. In the same way, the people and equipment that make the parts for the hardtop and station wagon would be busy sometimes and idle sometimes.
You might think that Toyota should make all nine convertibles in the morning, all nine hardtops in the afternoon, and all nine station wagons in the evening. That would allow people to concentrate on one kind of work at a time. But let's see what effect that would have on the processes before and after the assembly processes.
On the other side of the assembly plant, cars would pile up between the plant and the dealers. Customers don't buy nine convertibles in the morning, nine hardtops in the afternoon, and nine station wagons in the evening. They buy different kinds of cars through the day and week.
Automakers need to make the different kinds of cars at more or less the same pace that customers buy the cars. Otherwise, they will end up with a lot of extra inventory in the form of unsold cars.
Toyota solves the problem by leveling production. If customers are buying nine convertibles, nine hardtops, and nine station wagons each day, Toyota assembles three of each in the morning, three of each in the afternoon, and three of each in the evening. It even distributes the production of convertibles, hard tops, and station wagons as evenly as possible through each shift: convertible, hard top, station wagon, convertible, hard top, station wagon, and so on.
That way, everyone who participates in the production flow works at a constant rate all the time. Toyota and its parts makers can deploy personnel and equipment to accommodate an average work load. They can avoid big fluctuations in needs of people and machinery. That saves money. And it helps maintain stable employment
Leveling production also helps avoid the problem of excess inventory of finished vehicles. The vehicle plants make the different kinds of cars at about the same pace that customers buy those cars. And they can adjust the pace as buying patterns change. So, dealers only need to maintain minimal inventory of cars to show and sell.
The Toyota Production System is a "pull" system. A vehicle
plant produces a car only after it receives an order from the
dealer. And the parts plants produce parts only after they
receive orders from the vehicle plant. In other words, the
plants make additional cars and parts only to replace cars
that customers actually have purchased. Customers pull
work through the production sequence by purchasing
vehicles.
PULL [Don’t Push]PULL [Don’t Push]
Toyota uses a tool called the kanban to "pull" work from one process to the next."Kanban" means signboard in Japanese. Usually, a kanban is a printed card that carries the name of the part or assembly and other relevant information, such as the name of the supplier. Every part and assembly that moves through the production sequence has an accompanying kanban. "Production instruction" kanban circulate inside each process. "Withdrawal" kanban circulate between processes.
Each process in the production flow is like a
customer for the preceding process. And each
process is like a supermarket for the following
process in the flow. Processes use withdrawal
kanban to "buy" parts from the preceding process
to replace the parts they have used. And the
processes each array the parts they have made for
the following process to withdraw when necessary
The parts on the loading dock
at a parts plant still carry their
production instruction
kanban. To pick up parts, a
driver from the vehicle
assembly plant brings a
withdrawal kanban. The
withdrawal kanban goes onto
a new box of parts in place of
the production instruction
kanban to "buy" the box of
parts. The production
instruction kanban goes back
into the parts plant as an
order for a new box of parts.
The supplier delivers the new box of parts to the vehicle plant indicated on its kanban
An operator at the vehicle plant removes the withdrawal kanban from a new box of parts when he or she uses the first item from that box.
The operator deposits the kanban that he or she removes from boxes of parts in a kanban mailbox nearby
Team leaders gather the contents of the kanban mailboxes at prescribed times—several times a day—and place them in collection boxes. The kanban postman picks the kanban up from the collection boxes..
...and takes them to a sorting room. There, an automatic sorter places the kanban in separate boxes for the different suppliers.
The drivers that bring parts from the suppliers stop in at the sorting room after unloading their trucks and pick up kanban to take back to their plants
No process can withdraw parts from a preceding process without a withdrawal kanban. And the only source of withdrawal kanban is parts that the following process actually has used. Likewise, no process can begin work on new parts without a production instruction kanban. And the only source of a production instruction kanban is parts that the following process actually has withdrawn.
Back at the suppliers' plants, the drivers deposit the kanban in collection boxes for subsequent sorting.
The entire production flow is like a long chain. Kanban
cycles are links in the chain that connect each
process to the following process. The final stage in
the production flow is the customer in the
marketplace. When the customer chooses and buys a
product, he or she pulls work through the whole flow.
Built-in Problem SolvingBuilt-in Problem Solving
Making work flow smoothly depends on preventing big
problems. To do that, Toyota designs its production
system to detect and solve small problems
immediately--before they become big problems.
Toyota trains people to identify possible problems.
And it lets them stop the flow of work whenever
necessary to solve any problems they detect. In
addition, the company designs equipment to stop
automatically whenever problems occur.
Here is how an employee can call attention to a problem and stop the production line, if necessary, to solve the problem. This employee has found a part that doesn't fit right.
The employee pulls on the line-stop cord overhead.
Pulling on the line-stop cord lights a
numbered lamp above the work
place. The employee's team leader
sees the lamp and comes to help.
Meanwhile, the cars on the
production line's belt conveyor will
continue moving until they reach
the next "fixed position." That is the
position where each process on the
production line has completed one
work cycle.
When the team leader arrives, the
employee explains the problem.
The team leader discovers a ring
that has slipped out of place. That
is why the part didn't fit right. The
team leader solves the problem
before the production line reaches
the next fixed position. So, the
line continues moving. If the team
leader had required more time to
solve the problem, the line would
have stopped at the fixed
position.
Here is an example of ways that Toyota improves
equipment to prevent problems from occurring and
to detect problems that do occur. The idea of
making these kinds of improvements continually is
what manufacturers call "kaizen." Kaizen is the
Japanese word for improvement. The idea is to
keep making one improvement after another.
Gradually, a lot of little improvements add up to
huge gains in productivity and quality and working
conditions.
This automatic welding machine welds a ring onto an assembly. Sometimes, an assembly comes along that is missing a ring. Toyota equips the welding machine with a simple mechanism to detect missing rings. If an assembly is missing a ring, the welding arm comes down further than usual. It comes down far enough to depress the stop button. That lights a warning lamp and sounds a buzzer to call attention to the problem, as well as stopping the machine.
Making things more efficiently means consuming less material and less energy. It means outputting less factory waste that must be burned or buried. So, the Toyota Production System reduces the environmental impact of manufacturing. But Toyota also works in other ways to harmonize manufacturing with the environment