Pulljit Sample


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Pulljit Sample

  1. 1. Pull Manufacturing and Just In Time Superfactory Manufacturing Excellence Series Lean Overview 5S & Visual Factory Cellular Manufacturing Jidoka Kaizen Poka Yoke & Mistake Proofing Quick Changeover & SMED Production Preparation Process (3P) Pull Manufacturing & Just In Time Standard Work Theory of Constraints Total Productive Maintenance Training Within Industry (TWI) Value Streams
  2. 2. Contents © 2007 Superfactory™. All Rights Reserved. <ul><li>Introduction </li></ul><ul><li>Background and History </li></ul><ul><li>Components and Implementation </li></ul><ul><li>Knowledge Check </li></ul>
  3. 3. Introduction © 2007 Superfactory™. All Rights Reserved. <ul><li>Just In Time ( JIT ) is an inventory strategy implemented to improve the return on investment of a business by reducing in-process inventory and cycle time. The process is driven by a series of signals, or Kanban, that tell production processes to make the next part. When implemented correctly, JIT can lead to dramatic improvements in a manufacturing organization's return on investment, quality, and efficiency. </li></ul>
  4. 4. Components and Implementation © 2007 Superfactory™. All Rights Reserved. <ul><li>Pull vs. Push Scheduling </li></ul><ul><li>The Problem of Inventory </li></ul><ul><li>Just In Time </li></ul><ul><ul><li>Principles </li></ul></ul><ul><ul><li>Benefits and Limitations </li></ul></ul><ul><li>Implementing JIT </li></ul><ul><ul><li>Kanban </li></ul></ul><ul><ul><li>Pull Systems </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>One Piece Flow </li></ul></ul><ul><ul><li>Continuous Flow </li></ul></ul><ul><ul><li>Takt Time </li></ul></ul><ul><li>JIT and Suppliers </li></ul>
  5. 5. Push Vs. Pull Scheduling © 2007 Superfactory™. All Rights Reserved. <ul><li>Push Scheduling </li></ul><ul><ul><li>traditional approach </li></ul></ul><ul><ul><li>“ move the job on when finished” </li></ul></ul><ul><ul><li>problems - creates excessive inventory </li></ul></ul><ul><li>Pull scheduling </li></ul><ul><ul><li>coordinated production </li></ul></ul><ul><ul><li>driven by demand (pulled through system) </li></ul></ul><ul><ul><li>extensive use of visual triggers </li></ul></ul><ul><ul><li>(production/withdrawal kanbans) </li></ul></ul>
  6. 6. Inventory Hides Problems © 2007 Superfactory™. All Rights Reserved. Scrap Work in process inventory level (hides problems) Unreliable Vendors Capacity Imbalances
  7. 7. The Philosophy of JIT © 2007 Superfactory™. All Rights Reserved. <ul><li>JIT means getting the right quantity of goods at the right place and the right time </li></ul><ul><li>Often termed “Lean Systems” </li></ul><ul><li>All waste must be eliminated- non value items </li></ul><ul><li>Broad view that entire organization must focus on serving customers </li></ul><ul><li>JIT is built on simplicity- the simpler the better </li></ul><ul><li>Focuses on improving every operation- Kaizen </li></ul><ul><li>Install simple visible control systems </li></ul><ul><li>Flexibility to produce different models/features </li></ul>
  8. 8. Elements of JIT Manufacturing © 2007 Superfactory™. All Rights Reserved. <ul><li>JIT Manufacturing is a philosophy of value-added manufacturing </li></ul><ul><li>Achieved by </li></ul><ul><ul><li>Inventory reduction - exposes problems </li></ul></ul><ul><ul><li>Kanbans & pull production systems </li></ul></ul><ul><ul><li>Small lots & quick setups </li></ul></ul><ul><ul><li>Uniform plant loading </li></ul></ul><ul><ul><li>Flexible resources </li></ul></ul><ul><ul><li>Efficient facility layouts </li></ul></ul>
  9. 9. JIT Tactics © 2007 Superfactory™. All Rights Reserved. <ul><li>Single Minute Exchange of Dies (SMED) </li></ul><ul><li>Statistical Process Control </li></ul><ul><li>Use of standard containers </li></ul><ul><li>Doable stable schedules with adequate visibility </li></ul><ul><li>TAKT-Time </li></ul><ul><li>5-S Program </li></ul><ul><li>Kaizen Event </li></ul><ul><li>Visual control </li></ul><ul><li>Flexible workers </li></ul><ul><li>Tools at the point of need </li></ul><ul><li>Product redesign </li></ul><ul><li>Group Technology </li></ul><ul><li>Total Productive Maintenance </li></ul>
  10. 10. JIT and Suppliers © 2007 Superfactory™. All Rights Reserved. <ul><li>Few </li></ul><ul><li>Nearby (if possible) </li></ul><ul><li>Repeat business/Longer Term Agreements </li></ul><ul><li>Analysis to enable desirable suppliers to become or stay price competitive </li></ul><ul><li>JIT Logistics: </li></ul><ul><ul><li>Frequent Deliveries/Smaller Quantities </li></ul></ul><ul><ul><li>Exact Quantities </li></ul></ul><ul><ul><li>Consumption initiates deliveries </li></ul></ul><ul><ul><li>Deliveries directly to the point of use </li></ul></ul><ul><li>Perfect Parts </li></ul><ul><li>Concurrent engineering design practices </li></ul>