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Just In Time
1.
© 2008 Prentice
Hall, Inc. 16 – 1 Operations Management Chapter 16 –Chapter 16 – JIT and LeanJIT and Lean OperationsOperations PowerPoint presentation to accompanyPowerPoint presentation to accompany Heizer/RenderHeizer/Render Principles of Operations Management, 7ePrinciples of Operations Management, 7e Operations Management, 9eOperations Management, 9e
2.
© 2008 Prentice
Hall, Inc. 16 – 2 OutlineOutline Global Company Profile:Global Company Profile: Toyota Motor CorporationToyota Motor Corporation Just-in-Time, the ToyotaJust-in-Time, the Toyota Production System, and LeanProduction System, and Lean OperationsOperations Eliminate WasteEliminate Waste Remove VariabilityRemove Variability Improve ThroughputImprove Throughput
3.
© 2008 Prentice
Hall, Inc. 16 – 3 Outline – ContinuedOutline – Continued Just-in-TimeJust-in-Time JIT PartnershipsJIT Partnerships Concerns of SuppliersConcerns of Suppliers JIT LayoutJIT Layout Distance ReductionDistance Reduction Increased FlexibilityIncreased Flexibility Impact on EmployeesImpact on Employees Reduced Space and InventoryReduced Space and Inventory
4.
© 2008 Prentice
Hall, Inc. 16 – 4 Outline – ContinuedOutline – Continued JIT InventoryJIT Inventory Reduce VariabilityReduce Variability Reduce InventoryReduce Inventory Reduce Lot SizesReduce Lot Sizes Reduce Setup CostsReduce Setup Costs JIT SchedulingJIT Scheduling Level SchedulesLevel Schedules KanbanKanban
5.
© 2008 Prentice
Hall, Inc. 16 – 5 Outline – ContinuedOutline – Continued JIT QualityJIT Quality Toyota Production SystemToyota Production System Continuous ImprovementContinuous Improvement Respect for PeopleRespect for People Standard Work PracticesStandard Work Practices Lean OperationsLean Operations Building a Lean OrganizationBuilding a Lean Organization Lean Operations in ServicesLean Operations in Services
6.
© 2008 Prentice
Hall, Inc. 16 – 6 Learning ObjectivesLearning Objectives When you complete this chapter youWhen you complete this chapter you should be able to:should be able to: 1.1. Define just-in-time, TPS, and leanDefine just-in-time, TPS, and lean operationsoperations 2.2. Define the seven wastes and theDefine the seven wastes and the 5 Ss5 Ss 3.3. Explain JIT partnershipsExplain JIT partnerships 4.4. Determine optimal setup timeDetermine optimal setup time
7.
© 2008 Prentice
Hall, Inc. 16 – 7 Learning ObjectivesLearning Objectives When you complete this chapter youWhen you complete this chapter you should be able to:should be able to: 5.5. Define kanbanDefine kanban 6.6. Compute the required number ofCompute the required number of kanbanskanbans 7.7. Explain the principles of the ToyotaExplain the principles of the Toyota Production SystemProduction System
8.
© 2008 Prentice
Hall, Inc. 16 – 8 Toyota Motor CorporationToyota Motor Corporation Largest vehicle manufacturer in theLargest vehicle manufacturer in the world with annual sales of over 9world with annual sales of over 9 million vehiclesmillion vehicles Success due to two techniques, JITSuccess due to two techniques, JIT and TPSand TPS Continual problem solving is centralContinual problem solving is central to JITto JIT Eliminating excess inventory makesEliminating excess inventory makes problems immediately evidentproblems immediately evident
9.
© 2008 Prentice
Hall, Inc. 16 – 9 Toyota Motor CorporationToyota Motor Corporation Central to TPS is a continuing effortCentral to TPS is a continuing effort to produce products under idealto produce products under ideal conditionsconditions Respect for people is fundamentalRespect for people is fundamental Small building but high levels ofSmall building but high levels of productionproduction Subassemblies are transferred to theSubassemblies are transferred to the assembly line on a JIT basisassembly line on a JIT basis High quality and low assembly timeHigh quality and low assembly time per vehicleper vehicle
10.
© 2008 Prentice
Hall, Inc. 16 – 10 Just-In-Time, TPS, andJust-In-Time, TPS, and Lean OperationsLean Operations JIT is a philosophy of continuous andJIT is a philosophy of continuous and forced problem solving via a focus onforced problem solving via a focus on throughput and reduced inventorythroughput and reduced inventory TPS emphasizes continuousTPS emphasizes continuous improvement, respect for people, andimprovement, respect for people, and standard work practicesstandard work practices Lean production supplies theLean production supplies the customer with their exact wants whencustomer with their exact wants when the customer wants it without wastethe customer wants it without waste
11.
© 2008 Prentice
Hall, Inc. 16 – 11 Just-In-Time, TPS, andJust-In-Time, TPS, and Lean OperationsLean Operations JIT emphasizes forced problemJIT emphasizes forced problem solvingsolving TPS emphasizes employeeTPS emphasizes employee learning and empowerment in anlearning and empowerment in an assembly-line environmentassembly-line environment Lean operations emphasizeLean operations emphasize understanding the customerunderstanding the customer
12.
© 2008 Prentice
Hall, Inc. 16 – 12 Eliminate WasteEliminate Waste Waste is anything that does notWaste is anything that does not add value from the customer pointadd value from the customer point of viewof view Storage, inspection, delay, waitingStorage, inspection, delay, waiting in queues, and defective productsin queues, and defective products do not add value and are 100%do not add value and are 100% wastewaste
13.
© 2008 Prentice
Hall, Inc. 16 – 13 Ohno’s Seven WastesOhno’s Seven Wastes OverproductionOverproduction QueuesQueues TransportationTransportation InventoryInventory MotionMotion OverprocessingOverprocessing Defective productsDefective products
14.
© 2008 Prentice
Hall, Inc. 16 – 14 Eliminate WasteEliminate Waste Other resources such as energy,Other resources such as energy, water, and air are often wastedwater, and air are often wasted Efficient, ethical, and sociallyEfficient, ethical, and socially responsible production minimizesresponsible production minimizes inputs, reduces wasteinputs, reduces waste Traditional “housekeeping” hasTraditional “housekeeping” has been expanded to the 5 Ssbeen expanded to the 5 Ss
15.
© 2008 Prentice
Hall, Inc. 16 – 15 The 5 SsThe 5 Ss Sort/segregateSort/segregate – when in doubt,– when in doubt, throw it outthrow it out Simplify/straightenSimplify/straighten – methods– methods analysis toolsanalysis tools Shine/sweepShine/sweep – clean daily– clean daily StandardizeStandardize – remove variations– remove variations from processesfrom processes Sustain/self-disciplineSustain/self-discipline – review work– review work and recognize progressand recognize progress
16.
© 2008 Prentice
Hall, Inc. 16 – 16 The 5 SsThe 5 Ss Sort/segregateSort/segregate – when in doubt,– when in doubt, throw it outthrow it out Simplify/straightenSimplify/straighten – methods– methods analysis toolsanalysis tools Shine/sweepShine/sweep – clean daily– clean daily StandardizeStandardize – remove variations– remove variations from processesfrom processes Sustain/self-disciplineSustain/self-discipline – review work– review work and recognize progressand recognize progress Two additional Ss Safety – build in good practices Support/maintenance – reduce variability and unplanned downtime
17.
© 2008 Prentice
Hall, Inc. 16 – 17 Remove VariabilityRemove Variability JIT systems require managers toJIT systems require managers to reduce variability caused by bothreduce variability caused by both internal and external factorsinternal and external factors Variability is any deviation from theVariability is any deviation from the optimum processoptimum process Inventory hides variabilityInventory hides variability Less variability results in lessLess variability results in less wastewaste
18.
© 2008 Prentice
Hall, Inc. 16 – 18 Sources of VariabilitySources of Variability 1.1. Incomplete or inaccurate drawingsIncomplete or inaccurate drawings or specificationsor specifications 2.2. Poor production processesPoor production processes resulting in incorrect quantities,resulting in incorrect quantities, late, or non-conforming unitslate, or non-conforming units 3.3. Unknown customer demandsUnknown customer demands
19.
© 2008 Prentice
Hall, Inc. 16 – 19 Sources of VariabilitySources of Variability 1.1. Incomplete or inaccurate drawingsIncomplete or inaccurate drawings or specificationsor specifications 2.2. Poor production processesPoor production processes resulting in incorrect quantities,resulting in incorrect quantities, late, or non-conforming unitslate, or non-conforming units 3.3. Unknown customer demandsUnknown customer demandsBoth JIT and inventory reduction are effective tools in identifying causes of variability
20.
© 2008 Prentice
Hall, Inc. 16 – 20 Improve ThroughputImprove Throughput The time it takes to move anThe time it takes to move an order from receipt to deliveryorder from receipt to delivery The time between the arrival ofThe time between the arrival of raw materials and the shippingraw materials and the shipping of the finished order is calledof the finished order is called manufacturing cycle timemanufacturing cycle time A pull system increasesA pull system increases throughputthroughput
21.
© 2008 Prentice
Hall, Inc. 16 – 21 Improve ThroughputImprove Throughput By pulling material in small lots,By pulling material in small lots, inventory cushions are removed,inventory cushions are removed, exposing problems and emphasizingexposing problems and emphasizing continual improvementcontinual improvement Manufacturing cycle time is reducedManufacturing cycle time is reduced Push systems dump orders on thePush systems dump orders on the downstream stations regardless ofdownstream stations regardless of the needthe need
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© 2008 Prentice
Hall, Inc. 16 – 22 Just-In-Time (JIT)Just-In-Time (JIT) • Powerful strategy for improving operationsPowerful strategy for improving operations • Materials arrive where theyMaterials arrive where they are needed when they areare needed when they are neededneeded • Identifying problems andIdentifying problems and driving out waste reducesdriving out waste reduces costs and variability andcosts and variability and improves throughputimproves throughput • Requires a meaningfulRequires a meaningful buyer-supplier relationshipbuyer-supplier relationship
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© 2008 Prentice
Hall, Inc. 16 – 23 JIT and CompetitiveJIT and Competitive AdvantageAdvantage Figure 16.1Figure 16.1
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© 2008 Prentice
Hall, Inc. 16 – 24 JIT and CompetitiveJIT and Competitive AdvantageAdvantage Figure 16.1Figure 16.1
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© 2008 Prentice
Hall, Inc. 16 – 25 JIT PartnershipsJIT Partnerships JIT partnerships exist when aJIT partnerships exist when a supplier and purchaser worksupplier and purchaser work together to remove waste and drivetogether to remove waste and drive down costsdown costs Four goals of JIT partnerships are:Four goals of JIT partnerships are: Removal of unnecessary activitiesRemoval of unnecessary activities Removal of in-plant inventoryRemoval of in-plant inventory Removal of in-transit inventoryRemoval of in-transit inventory Improved quality and reliabilityImproved quality and reliability
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© 2008 Prentice
Hall, Inc. 16 – 26 JIT PartnershipsJIT Partnerships Figure 16.2Figure 16.2
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© 2008 Prentice
Hall, Inc. 16 – 27 Concerns of SuppliersConcerns of Suppliers DiversificationDiversification – ties to only one customer– ties to only one customer increases riskincreases risk SchedulingScheduling – don’t believe customers can– don’t believe customers can create a smooth schedulecreate a smooth schedule ChangesChanges – short lead times mean– short lead times mean engineering or specification changes canengineering or specification changes can create problemscreate problems QualityQuality – limited by capital budgets,– limited by capital budgets, processes, or technologyprocesses, or technology Lot sizesLot sizes – small lot sizes may transfer– small lot sizes may transfer costs to supplierscosts to suppliers
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© 2008 Prentice
Hall, Inc. 16 – 28 JIT LayoutJIT Layout Table 16.1Table 16.1 Reduce waste due to movementReduce waste due to movement JIT Layout TacticsJIT Layout Tactics Build work cells for families of productsBuild work cells for families of products Include a large number operations in a small areaInclude a large number operations in a small area Minimize distanceMinimize distance Design little space for inventoryDesign little space for inventory Improve employee communicationImprove employee communication Use poka-yoke devicesUse poka-yoke devices Build flexible or movable equipmentBuild flexible or movable equipment Cross-train workers to add flexibilityCross-train workers to add flexibility
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© 2008 Prentice
Hall, Inc. 16 – 29 Distance ReductionDistance Reduction Large lots and long productionLarge lots and long production lines with single-purposelines with single-purpose machinery are being replaced bymachinery are being replaced by smaller flexible cellssmaller flexible cells Often U-shaped for shorter pathsOften U-shaped for shorter paths and improved communicationand improved communication Often using group technologyOften using group technology conceptsconcepts
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© 2008 Prentice
Hall, Inc. 16 – 30 Increased FlexibilityIncreased Flexibility Cells designed to be rearrangedCells designed to be rearranged as volume or designs changeas volume or designs change Applicable in office environmentsApplicable in office environments as well as production settingsas well as production settings Facilitates both product andFacilitates both product and process improvementprocess improvement
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© 2008 Prentice
Hall, Inc. 16 – 31 Impact on EmployeesImpact on Employees Employees are cross trainedEmployees are cross trained for flexibility and efficiencyfor flexibility and efficiency Improved communicationsImproved communications facilitate the passing on offacilitate the passing on of important information aboutimportant information about the processthe process With little or no inventoryWith little or no inventory buffer, getting it right the firstbuffer, getting it right the first time is criticaltime is critical
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© 2008 Prentice
Hall, Inc. 16 – 32 Reduced Space andReduced Space and InventoryInventory With reduced space, inventoryWith reduced space, inventory must be in very small lotsmust be in very small lots Units are always moving becauseUnits are always moving because there is no storagethere is no storage
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© 2008 Prentice
Hall, Inc. 16 – 33 InventoryInventory Inventory is at the minimum levelInventory is at the minimum level necessary to keep operations runningnecessary to keep operations running JIT Inventory TacticsJIT Inventory Tactics Use a pull system to move inventoryUse a pull system to move inventory Reduce lot sizesReduce lot sizes Develop just-in-time delivery systems with suppliersDevelop just-in-time delivery systems with suppliers Deliver directly to point of useDeliver directly to point of use Perform to schedulePerform to schedule Reduce setup timeReduce setup time Use group technologyUse group technology Table 16.2Table 16.2
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© 2008 Prentice
Hall, Inc. 16 – 34 Reduce VariabilityReduce Variability Inventory levelInventory level Process downtimeScrap Setup time Late deliveries Quality problems Figure 16.3Figure 16.3
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© 2008 Prentice
Hall, Inc. 16 – 35 InventoryInventory levellevel Reduce VariabilityReduce Variability Scrap Setup time Late deliveries Quality problems Process downtime Figure 16.3Figure 16.3
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© 2008 Prentice
Hall, Inc. 16 – 36 Reduce Lot SizesReduce Lot Sizes Figure 16.4Figure 16.4 200200 – 100100 – InventoryInventory TimeTime QQ22 When average order sizeWhen average order size = 100= 100 average inventory isaverage inventory is 5050 QQ11 When average order sizeWhen average order size = 200= 200 average inventory isaverage inventory is 100100
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© 2008 Prentice
Hall, Inc. 16 – 37 Reduce Lot SizesReduce Lot Sizes Ideal situation is to have lot sizesIdeal situation is to have lot sizes of one pulled from one process toof one pulled from one process to the nextthe next Often not feasibleOften not feasible Can use EOQ analysis to calculateCan use EOQ analysis to calculate desired setup timedesired setup time Two key changes necessaryTwo key changes necessary Improve material handlingImprove material handling Reduce setup timeReduce setup time
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© 2008 Prentice
Hall, Inc. 16 – 38 Lot Size ExampleLot Size Example DD == Annual demandAnnual demand = 400,000= 400,000 unitsunits dd == Daily demandDaily demand = 400,000/250 = 1,600= 400,000/250 = 1,600 per dayper day pp == Daily production rateDaily production rate = 4,000= 4,000 unitsunits QQ == EOQ desiredEOQ desired = 400= 400 HH == Holding costHolding cost = $20= $20 per unitper unit SS == Setup cost (to be determined)Setup cost (to be determined) Q =Q = 2DS2DS HH(1 -(1 - d/pd/p)) QQ22 == 2DS2DS HH(1 -(1 - d/pd/p)) SS = = = $2.40= = = $2.40 ((QQ22 )()(HH)(1 -)(1 - d/pd/p)) 22DD (3,200,000)(0.6)(3,200,000)(0.6) 800,000800,000 Setup timeSetup time = $2.40/($30/= $2.40/($30/hourhour) = 0.08) = 0.08 hrhr = 4.8= 4.8 minutesminutes
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© 2008 Prentice
Hall, Inc. 16 – 39 Reduce Setup CostsReduce Setup Costs High setup costs encourage largeHigh setup costs encourage large lot sizeslot sizes Reducing setup costs reduces lotReducing setup costs reduces lot size and reduces averagesize and reduces average inventoryinventory Setup time can be reduced throughSetup time can be reduced through preparation prior to shutdown andpreparation prior to shutdown and changeoverchangeover
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© 2008 Prentice
Hall, Inc. 16 – 40 Lower Setup CostsLower Setup Costs Figure 16.5Figure 16.5 Sum of orderingSum of ordering and holding costsand holding costs Holding costHolding cost Setup cost curvesSetup cost curves ((SS11, S, S22)) TT11 SS11 TT22 SS22 CostCost Lot sizeLot size
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© 2008 Prentice
Hall, Inc. 16 – 41 Reduce Setup TimesReduce Setup Times Figure 16.6Figure 16.6 Use one-touch system to eliminateUse one-touch system to eliminate adjustments (save 10 minutes)adjustments (save 10 minutes)Step 4Step 4 Step 5Step 5 Training operators and standardizingTraining operators and standardizing work procedures (save 2 minutes)work procedures (save 2 minutes) Initial Setup Time Step 2Step 2 Move material closer and improve material handling (save 20 minutes) Step 1Step 1 Separate setup into preparation and actual setup, doing as much as possible while the machine/process is operating (save 30 minutes) Step 3Step 3 Standardize and improve tooling (save 15 minutes) 90 min —90 min — 60 min —60 min — 45 min —45 min — 25 min —25 min — 15 min —15 min — 13 min —13 min — ——Repeat cycle until subminuteRepeat cycle until subminute setup is achievedsetup is achieved Step 6Step 6
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© 2008 Prentice
Hall, Inc. 16 – 42 JIT SchedulingJIT Scheduling Schedules must be communicatedSchedules must be communicated inside and outside the organizationinside and outside the organization Level schedulesLevel schedules Process frequent small batchesProcess frequent small batches Freezing the schedule helpsFreezing the schedule helps stabilitystability KanbanKanban Signals used in a pull systemSignals used in a pull system
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© 2008 Prentice
Hall, Inc. 16 – 43 Table 16.3Table 16.3 Better scheduling improves performanceBetter scheduling improves performance JIT Scheduling TacticsJIT Scheduling Tactics Communicate schedules to suppliersCommunicate schedules to suppliers Make level schedulesMake level schedules Freeze part of the scheduleFreeze part of the schedule Perform to schedulePerform to schedule Seek one-piece-make and one-piece moveSeek one-piece-make and one-piece move Eliminate wasteEliminate waste Produce in small lotsProduce in small lots Use kanbansUse kanbans Make each operation produce a perfect partMake each operation produce a perfect part JIT SchedulingJIT Scheduling
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© 2008 Prentice
Hall, Inc. 16 – 44 Level SchedulesLevel Schedules Process frequent small batchesProcess frequent small batches rather than a few large batchesrather than a few large batches Make and move small lots so theMake and move small lots so the level schedule is economicallevel schedule is economical ““Jelly bean” schedulingJelly bean” scheduling Freezing the schedule closest to theFreezing the schedule closest to the due dates can improve performancedue dates can improve performance
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© 2008 Prentice
Hall, Inc. 16 – 45 Scheduling Small LotsScheduling Small Lots AA BB CCAA AAAABB BB BB BB BB CC JIT Level Material-Use ApproachJIT Level Material-Use Approach AA CCAA AAAA BB BB BB BB BB CC CCBB BB BB BBAA AA Large-Lot ApproachLarge-Lot Approach TimeTime Figure 16.7Figure 16.7
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© 2008 Prentice
Hall, Inc. 16 – 46 KanbanKanban Kanban is the Japanese word for cardKanban is the Japanese word for card The card is an authorization for the nextThe card is an authorization for the next container of material to be producedcontainer of material to be produced A sequence of kanbansA sequence of kanbans pulls material throughpulls material through the processthe process Many different sorts ofMany different sorts of signals are used, butsignals are used, but the system is still calledthe system is still called a kanbana kanban
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© 2008 Prentice
Hall, Inc. 16 – 47 KanbanKanban 1.1. User removes aUser removes a standard sizedstandard sized containercontainer 2.2. Signal is seen bySignal is seen by the producingthe producing department asdepartment as authorization toauthorization to replenishreplenish Part numbersPart numbers mark locationmark location Signal markerSignal marker on boxeson boxes Figure 16.8Figure 16.8
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© 2008 Prentice
Hall, Inc. 16 – 48 KanbanKanban Figure 16.9Figure 16.9 WorkWork cellcell RawRaw MaterialMaterial SupplierSupplier KanbanKanban PurchasedPurchased PartsParts SupplierSupplier Sub-Sub- assemblyassembly ShipShip KanbanKanban KanbanKanban KanbanKanban KanbanKanban FinishedFinished goodsgoods CustomerCustomer orderorder FinalFinal assemblyassembly KanbanKanban
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© 2008 Prentice
Hall, Inc. 16 – 49 More KanbanMore Kanban When the producer and user are not inWhen the producer and user are not in visual contact, a card can be usedvisual contact, a card can be used When the producer and user are in visualWhen the producer and user are in visual contact, a light or flag or empty spot oncontact, a light or flag or empty spot on the floor may be adequatethe floor may be adequate Since severalSince several components maycomponents may be required,be required, several differentseveral different kanban techniqueskanban techniques may be employedmay be employed
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© 2008 Prentice
Hall, Inc. 16 – 50 More KanbanMore Kanban Usually each card controls a specificUsually each card controls a specific quantity or partsquantity or parts Multiple card systems may be used ifMultiple card systems may be used if there are several components orthere are several components or different lot sizesdifferent lot sizes In an MRP system, the schedule canIn an MRP system, the schedule can be thought of as a build authorizationbe thought of as a build authorization and the kanban a type of pull systemand the kanban a type of pull system that initiates actual productionthat initiates actual production
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© 2008 Prentice
Hall, Inc. 16 – 51 More KanbanMore Kanban Kanban cards provide a direct controlKanban cards provide a direct control and limit on the amount of work-in-and limit on the amount of work-in- process between cellsprocess between cells If there is an immediate storage area, aIf there is an immediate storage area, a two-card system can be used with onetwo-card system can be used with one card circulating between the user andcard circulating between the user and storage area and the other between thestorage area and the other between the storage area and the producerstorage area and the producer
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© 2008 Prentice
Hall, Inc. 16 – 52 The Number of Kanban CardsThe Number of Kanban Cards or Containersor Containers Need to know the lead time needed to produce a container of parts Need to know the amount of safety stock needed Number of kanbansNumber of kanbans (containers)(containers) Demand duringDemand during SafetySafety lead timelead time ++ stockstock Size of containerSize of container ==
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© 2008 Prentice
Hall, Inc. 16 – 53 Number of Kanbans ExampleNumber of Kanbans Example Daily demandDaily demand == 500500 cakescakes Production lead timeProduction lead time == 22 daysdays (Wait time +(Wait time + Material handling time +Material handling time + Processing time)Processing time) Safety stockSafety stock == 1/21/2 dayday Container sizeContainer size == 250250 cakescakes Demand during lead timeDemand during lead time = 2= 2 daysdays x 500x 500 cakescakes = 1,000= 1,000 Number of kanbansNumber of kanbans = = 5= = 5 1,000 + 2501,000 + 250 250250
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© 2008 Prentice
Hall, Inc. 16 – 54 Advantages of KanbanAdvantages of Kanban Allow only limited amount of faulty orAllow only limited amount of faulty or delayed materialdelayed material Problems are immediately evidentProblems are immediately evident Puts downward pressure on badPuts downward pressure on bad aspects of inventoryaspects of inventory Standardized containers reduceStandardized containers reduce weight, disposal costs, wasted space,weight, disposal costs, wasted space, and laborand labor
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© 2008 Prentice
Hall, Inc. 16 – 55 QualityQuality Strong relationshipStrong relationship JIT cuts the cost of obtaining goodJIT cuts the cost of obtaining good quality because JIT exposes poorquality because JIT exposes poor qualityquality Because lead times are shorter,Because lead times are shorter, quality problems are exposed soonerquality problems are exposed sooner Better quality means fewer buffersBetter quality means fewer buffers and allows simpler JIT systems to beand allows simpler JIT systems to be usedused
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© 2008 Prentice
Hall, Inc. 16 – 56 JIT Quality TacticsJIT Quality Tactics Use statistical process controlUse statistical process control Empower employeesEmpower employees Build fail-safe methods (poka-Build fail-safe methods (poka- yoke, checklists, etc.)yoke, checklists, etc.) Expose poor quality with smallExpose poor quality with small lot JITlot JIT Provide immediate feedbackProvide immediate feedback Table 16.4Table 16.4
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© 2008 Prentice
Hall, Inc. 16 – 57 Toyota Production SystemToyota Production System Continuous improvementContinuous improvement Build an organizational culture and valueBuild an organizational culture and value system that stresses improvement of allsystem that stresses improvement of all processesprocesses Part of everyone’s jobPart of everyone’s job Respect for peopleRespect for people People are treated asPeople are treated as knowledge workersknowledge workers Engage mental andEngage mental and physical capabilitiesphysical capabilities Empower employeesEmpower employees
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© 2008 Prentice
Hall, Inc. 16 – 58 Toyota Production SystemToyota Production System Standard work practiceStandard work practice Work shall be completely specified as toWork shall be completely specified as to content, sequence, timing, and outcomecontent, sequence, timing, and outcome Internal and external customer-supplierInternal and external customer-supplier connection are directconnection are direct Product and service flows must be simpleProduct and service flows must be simple and directand direct Any improvement must be made inAny improvement must be made in accordance with the scientific method at theaccordance with the scientific method at the lowest possible level of the organizationlowest possible level of the organization
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© 2008 Prentice
Hall, Inc. 16 – 59 Lean OperationsLean Operations Different from JIT in that it isDifferent from JIT in that it is externally focused on the customerexternally focused on the customer Starts with understanding what theStarts with understanding what the customer wantscustomer wants Optimize the entire process fromOptimize the entire process from the customer’s perspectivethe customer’s perspective
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© 2008 Prentice
Hall, Inc. 16 – 60 Building a Lean OrganizationBuilding a Lean Organization Transitioning to a lean system canTransitioning to a lean system can be difficultbe difficult Lean systems tend to have theLean systems tend to have the following attributesfollowing attributes Use JIT techniquesUse JIT techniques Build systems that help employeesBuild systems that help employees produce perfect partsproduce perfect parts Reduce space requirementsReduce space requirements
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© 2008 Prentice
Hall, Inc. 16 – 61 Building a Lean OrganizationBuilding a Lean Organization Develop partnerships withDevelop partnerships with supplierssuppliers Educate suppliersEducate suppliers Eliminate all but value-addedEliminate all but value-added activitiesactivities Develop employeesDevelop employees Make jobs challengingMake jobs challenging Build worker flexibilityBuild worker flexibility
62.
© 2008 Prentice
Hall, Inc. 16 – 62 JIT in ServicesJIT in Services The JIT techniques used inThe JIT techniques used in manufacturing are used in servicesmanufacturing are used in services SuppliersSuppliers LayoutsLayouts InventoryInventory SchedulingScheduling
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