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HaidarDiabnewpresentaationjitofproduction.pptx
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- 2. Group Members Niaz Hussain(09-IME-71) Salman Razaq (09-IME-72) Muhammad Usman (09-IME-73) Muhammad Waleed (09-IME-74)
- 3. What Is JIT Managementphilosophy (produce only what is needed when it is needed) A highly coordinated processing system in which goods move through the system, and services are performed, just as they are needed Represents Pull type system
- 4. History of JITManufacturing Evolved in Japan after World War II, as a result of their diminishing market share in the auto industry. Toyota Motor Company- Birthplace of the JIT Philosophy Under Taiichi Ohno. JIT is now on the rise in American Industries.
- 5. Definition JIT is amanufacturing philosophy involving an integrated set of procedures/activities designed to achieve a high volume of production using minimal inventories
- 6. More Introduction Raw materials,parts & sub assemblies are pulled through the manufacturing process when they are needed. Simply put, JIT is a philosophy of “make what is needed … when it is needed”.
- 7. Goal of JIT The ultimate goal of JIT is a balanced system. Achieves a smooth, rapid flow of materials through the system Eliminate disruptions Make system flexible Eliminate waste, especially excess inventory
- 8. Summary of JITGoals and Building Blocks Product Design Process Design Personnel Elements Manufactur- ing Planning Eliminate disruptions Make the system flexible Eliminate waste A balanced rapid flow Ultimate Goal Supporting Goals Building Blocks
- 9. Big JIT –broad focus Vendor relations Human relations Technology management Materials and inventory management Little JIT – narrow focus Scheduling materials Scheduling services of production Big vs. Little JIT
- 10. What JIT Does Eliminateswaste Achieves streamlined production Eliminate disruptions in production … caused by poor quality, schedule changes, late deliveries. Makes the manufacturing delivery system flexible by allowing it to handle a variety of products and changes in the level of output Reduces setup and delivery times
- 11. Eight Wastes THE EIGHTTYPES OF WASTE OR MUDA Waste Definition 1. Overproduction Manufacturing an item before it is needed. 2. Inappropriate Processing Using expensive high precision equipment when simpler machines would suffice. 3. Waiting Wasteful time incurred when product is not being moved or processed. 4. Transportation Excessive movement and material handling of product between processes. 5. Motion Unnecessary effort related to the ergonomics of bending, stretching, reaching, lifting, and walking. 6. Inventory Excess inventory hides problems on the shop floor, consumes space, increases lead times, and inhibits communication. 7. Defects Quality defects result in rework and scrap, and add wasteful costs to the system in the form of lost capacity, rescheduling effort, increased inspection, and loss of customer good will. 8. Underutilization of Employees Failure of the firm to learn from and capitalize on its employees’ knowledge and creativity impedes long term efforts to eliminate waste.
- 12. Sources of Waste Overproduction Waitingtime Unnecessary transportation Processing waste Inefficient work methods Product defects
- 13. Strategies For MinimizingWaste By Using JIT Manufacturing in smaller lot sizes reduces excess inventory Reducing inventory levels allows the problems to be uncovered … thus creating opportunities for manufacturing process improvement
- 14. Principles Of JITManufacturing Total Quality Management Production Management Supplier Management Inventory Management Human Resource Management
- 15. 1st Principle Of JIT TotalQuality Management
- 16. Total Quality Management Seeklong-term commitment to quality efforts with continuous improvement Quality must be a higher priority than cost Minimizing waste
- 17. Total Quality Management EliminateQuality Inspectors Quality is everyone’s responsibility Do it right the first time
- 18. 2nd Principle Of JIT ProductionManagement
- 19. Production Management Pull Systemvs. Push System Pull = Made to order Push = Made for inventory Flexibility of the system Design For Testability – In the process Poka-Yoke= Mistake-proofing Throughout entire process
- 20. Production Management Reduced lotsizes= Shorter cycle times Eliminate disruptions in the process Standardized Parts/ Simplicity
- 21. Production Management CommunicationTechniques Completion of task-Kanban Problem- Siren/light Stopping the process if something goes wrong =Jidoka Preventive Maintenance
- 22. 3rd Principle Of JIT SupplierManagement
- 23. Supplier Management EstablishLong Term Relationships with few suppliers. Delivery of Parts = 100% Defect Free Where they are needed When they are needed The exact quantity Work Together
- 24. Supplier Management Elimination inspectionof parts Communicate problems to suppliers in a positive manner.
- 25. 4th Principle Of JIT InventoryManagement
- 26. Inventory Management Eliminate SafetyStock = Zero Inventory JIT is not an inventory control system Reduction in inventory opens up space
- 27. Inventory hides problemsin a process. Water Level = Inventory Rocks = Problems in the system Boat = Company Operations
- 28. 5th Principle Of JIT HumanResource Management
- 29. Human Resource Management Company-wide Involvement Motivation for continuous improvement Problem Solving High Employee Interaction Build Pride In Workmanship
- 30. Human Resource Management Self-Inspection ofwork Diversified Employees Absenteeism To eliminate boredom in process Management Support and Empowerment of workforce
- 31. JIT Manufacturing BuildingBlocks Product design Process design Personnel/organizational elements Manufacturing planning and control
- 32. 1. Product Design Standardparts Design Simplification Highly capable production systems Concurrent engineering
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- 34. 2. Process Design Smalllot sizes Setup time reduction Limited work in process Quality improvement Production flexibility Little inventory storage
- 35. Benefits of SmallLot Sizes Reduces inventory Less storage space Less rework Problems are more apparent Increases product flexibility Easier to balance operations
- 36. Quality Improvement Autonomation Automaticdetection of defects during production Jidoka Japanese term for autonomation
- 37. Production Flexibility Reduce downtimeby reducing changeover time Use preventive maintenance to reduce breakdowns Cross-train workers to help clear bottlenecks Use many small units of capacity Reserve capacity for important customers
- 38. 3. Personnel/Organizational Elements Workers asassets Cross-trained workers Continuous improvement Leadership
- 39. 4. Manufacturing Planning andControl Pull systems Visual systems (kanban) Close vendor relationships Reduced transaction processing (delays in delievery) Preventive maintenance
- 40. Evaluation andselection of vendor (suppliers) network to develop a tiered supplier network – reducing the number of primary suppliers.
- 41. Transitioning to aSuccessful JIT System Get top management commitment Decide which parts need most effort Obtain support of workers Start by trying to reduce setup times Gradually convert operations Convert suppliers to JIT Prepare for obstacles
- 42. Obstacles to Conversion Managementmay not be committed Workers/management may not be cooperative Suppliers may resist
- 43. Comparison of JITand Traditional Factor Traditional JIT Inventory Much to offset forecast errors, late deliveries Minimal necessary to operate Deliveries Large Small Lot sizes Large Small Setup; runs Few, long runs Many, short runs Vendors Long-term relationships are unusual Partners Workers Necessary to do the work Assets
- 44. Comparison Of JIT& MRP JIT Repetitive production Minimal shop floor control Simpler Relies on visual or audible signals to trigger production and inventory (e.g. auto carpets) Lower inventories related to need “at the time” MRP Lot size or batch production Extensive shop floor control More complex Relies on computer system to trigger production and order inventory Inventories related to batch or lot sizes
- 45. JIT in Services Thebasic goal of the demand flow technology in the service organization is to provide optimum response to the customer with the highest quality service and lowest possible cost.
- 46. JIT Benefits Reduced Inventory Improvedquality Lower costs Reduced space requirements Shorter lead-time Increased productivity Greater flexibility Improved vendor relations
- 47. JIT Benefits (contd.) Simplifiedscheduling & control Increased capacity Better utilization of personnel More product variety Increased equipment utilization Reduced paperwork Valid production priorities Work force participation
- 48. JIT … NotFor Everyone JIT concepts work best when goods can be produced in response to consumer demand (e.g. automobiles, etc.) JIT is less effective for the production of standardized consumer goods (e.g. basic clothing, food, soft drinks, toasters, etc.) There are cases where JIT concepts apply to sub-processes of a make to stock environment. (e.g. computers etc.)
- 49. References Cammaranano, J.Lessons to be Learned: JIT. Atlanta, Georgia: Engineering and Management Press, 1997. Dear, A. Working toward JIT: Management Technology. London: Derek Doyle and Associates, 1988. Fisher, D. The JIT Self Test: Success Through Assesment and Implementation. Chicago, IL: Irwin Inc., 1995. Hernandez, A. JIT Quality: A Practical Approach. Englewood Cliffs, NJ: Prentice-Hall, 1993. Hutchins, D. Just-In-Time: Inventory Control. Brookfield, VT: Gower Publishing, 1988. O’Grady, P.J. Putting the JIT Philosophy Into Practice. New York, NY: Nichols Publishing, 1988. Reinfeld, N.V. Handbook of Production and Inventory Control. Englewood Cliffs, NJ: Prentice-Hall, 1987. Schneiderjans, M.J. Advanced Topics In JIT Management: JIT Systems. Westport, CT: Greenwood Publishing Group, 1999. Taver, R.W. Manufacturing Solutions for Consistent Quality and Reliability: The 9 Step Problem Solving Process. New York, NY: AMACON, 1995. Wesner, J.W., Hiatt, J.M., and Trimble, D.C. Winning with Quality: Applying Quality Principles in Product Development. Reading, MASS: Addison-Wesley Publishing Co., 1995.