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IE-44 and MM-01
OP-15 Lean Manufacturing
JIT: Basic Principles
Prof i!e" #$an%ode Associate Professor, Industrial Engineering
&ational Institute of IndustrialEngineering
Mu'(ai ) 400 0*+
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2
Origins of JIT
– Japanese rms, particularly Toyota, in 1970's and1980's
– Taiici Ono and !igeo !ingo
– "eograpical and cultural roots
– Japanese o#$ecti%es• &catc up it (merica) *itin + years of 19-.
• small lots of many models
– Japanese moti%ation• Japanese domestic production in 199 / 2-,22 trucs,
1,008 cars
• (merican to Japanese producti%ity ratio / 91
• 3ra of &slo grot) in 1970's
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Toyota 4roduction !ystem
• 4illars
15 just-in-time, and
25 autonomation
• 4ractices – !etup reduction *!63.
– 6istaeproong *poayoe.
–
orer crosstraining – :endor partnersips
– Total ;uality control
–
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!upermaret !timulus
–
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(uto(cti%ated >oom!timulus
– (utomatically detect pro#lems and sutdon
– ?oolproong
– (utomation it a uman touc
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:( ?ocus
• 3%ery acti%ity and element of a systemsould add %alue to te output
• Impro%ement sould appen
– Only in :( – If re;uired, in @@:(
– @ot in @:(
• Impro%e :(
• 3liminate @:(
• @:( often seem necessary #ut donAt add%alue
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To ?unctions
• >ine function
• !taB function !upport organiCation – 4lanning, control, accounting acti%ities
– >ogistical acti%ities
– Duality acti%ities
–
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3limination of supportacti%ities
• !implifying product and processes
• 3liminating defects at source
•
Impro%ing integration of steps toremo%e mistaes and duplication ofeBort
• Impro%ing product design andproduction planning to reducecanges
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In%ol%ing orers
• In%ol%ing orers in impro%ing or
• orers usually no at isnecessary and at is unnecessary
• Treat to $o#security may #ecounterproducti%e
• aste elimination as a lean strategyis ToyotaAs contri#ution to O6
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aste reduction anden%ironment
• Geduce damages to en%ironment
• Geduce footprint
•
Total aste Geduction
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?3 *en%ironment. and ?*disassem#ly.
• 6inimiCe use of aCardous and #uly materials
• 6inimiCe use of materials tat in%ol%e energyintensi%e metods of production
•
6aFimiCe use of materials tat are recycla#leand en%ironment friendly
• esign products for ease of repair
• iscourage ;uic discarding of products
• esign for ease of disassem#ly – !pecify o te products ill #e torn apart after life
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1+
Te !e%en Heros
• Hero efects To a%oid delays due to defects5 *Duality at tesource.
• Hero *3Fcess. >ot !iCe To a%oid &aiting in%entory) delays5*sually stated as a lot size of one5.
• Hero !etups To minimiCe setup delay and facilitate small lot siCes5
• Hero Ereadons To a%oid stopping tigtly coupled line5
• Hero *3Fcess. =andling To promote o of parts5
•
Hero >ead Time To ensure rapid replenisment of parts *%eryclose to te core of te Cero in%entories o#$ecti%e.5
• Hero !urging @ecessary in system itout I4 #uBers5
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!e%en JIT 4rinciples
• !implication
•
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15 !implication
• 4roducts – Geduce compleFity
– >ess parts, common parts
– ?6(,
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25
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+5 :isi#ility
• Knoing at as #een done #y seeing
• Knoing at must #e done #y seeing
• Knoing at sould #e done #y seeing
•
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:isi#ility in -!
• 1! =elps in reducing clutter
• 2! :isually designated place fore%ery ting ensures e%eryting at itsplace
• +! =elps in detecting malfunctionand a#normality, leas, loose ttings
• ! 3%eryone nos at is teeFpected standard
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:isi#ility on ?loor
• >ayout sould contri#ute to %isi#ility
• 4eople sould #e a#le to see tings from adistance
– saped cell enances %isi#ility – !u#assem#ly ad$acent to assem#ly line
– In%entories directly on te sopoor
• 4ull production is a manifestation of%isi#ility – Gelies on cards, containers, in%entories to
start or stop production
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5
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-5 (gility
• OO( >oop – O#ser%e te situation *a#sor# information.
– Orient *put information in conteFt.
–
ecide *select a course of action. – (ct *carry out te action.
• (#ility to function as an open system andtae timely and eBecti%e decisions
• (gility is not necessarily ?6!, automation isnot necessarily te only ay to agility
• =oe%er, automated systems are #ecomingmore and more agile
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(gility tools
• Geduced setups
• !malllot production
•
3;uipment maintenance andselection
• ?leFi#le operations
•
?leFi#le orplace• (gile orers
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5 :ariation reduction
• :ariation in
– 4roduct ;uality
– 4rocess parameters
–
4rocess timing• :ariation occurs due to presence of aste
• :aria#ility increases M
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• Traditional ays to deal it%aria#ility – !afety stocs
– !afety lead times
– O%ertime
– 3Fpediting
•
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Tools
• In JIT, %aria#ility is reduced trouganalysis and standardiCation of – Operating processes
– 6acine setups and pre%enti%emaintenance procedures
– >e%elled, regulariCed production
scedules• Taguci approac Ontarget ;uality
– Taguci loss function
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75 6easurement
• 6easure ate%er process e seeto impro%e, or ate%er aste toeliminate
• ?undamental of PDCA at 4 and <stage
• 4art of DMAIC
• 4ro%ides #aselineL #encmar
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• "rass root measurements – orers in%ol%ed in pro#lem sol%ing
decide at and en to measure
– orers are trained in data collectionand #asic analysis sills
• :isual management
– Impro%e %isi#ility of measurement andanalysis
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28
Te 3n%ironment as a
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29
Implementing JIT
• 4roduction !mooting – relati%ely constant %olumes
– relati%ely constant product miF
• 6iFed 6odel 4roduction *ei$una. – 10,000 per mont *20 oring days.
– -00 per day *2 sifts. – 2-0 per sift *80 minutes.
– 1 unit e%ery 1592 minutes
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+0
Implementing JIT *cont5.
• 4roduction !e;uence 6iF of -0P (, 2-P E,2-P < in daily production of -00 units
05- × -00 Q 2-0 units of (
052- × -00 Q 12- units of E
052- × -00 Q 12- units of <
( / E / ( / < / ( / E / ( / < / ( / E / ( / <
/ ( / E / ( / < R
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+1
Inerent IneFi#ility of JIT
• !ources of IneFi#ility – !ta#le %olume
– !ta#le miF
– 4recise se;uence
– Gapid *instant. replenisment
• 6easures to 4romote ?leFi#ility
–
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Te >essons of JIT
– Te production en%ironment itself is a control
– Operational details matter strategically
–
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++
=ierarcical O#$ecti%es
=ig4rota#ilit
y
>oo nitess:aria#ility
=igtiliCatio
n
>oIn%entory
Duality4roduct
=ig!ales
6anyproducts
?astGespons
e
6ore:aria#ilit
y
=igIn%entor
y
>otiliCatio
n
!ort
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(utomo#ile esign
• Ge;uirements – 6ass of car of 1000 g
– (cceleration of 257 mLs2
– 0 to 0 in 10 seconds – 3ngine it no more tan 200 @eton force
•
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+-
4lant esign
• Ge;uirements
– +000 units per day
– it a lead time of not greater tan 10 days,
– and it a ser%ice le%el of at least 90P5
•
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+
TradeoB
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3nd of Topic
