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JUST-IN-TIME-Manufacturing.pptx
- 1. JUST IN TIME Manufacturing LAIZA DIANNEE. MAGSINO FRANCISCO SARMIENTO
- 2. JUST IN TIME Manufacturing Timeline Japan’s adoptionof just-in-time (JTI) 1930’s-1945 JIT spreads in Japan 1973 JIT enters the United States. 1977-1980s JIT rebrands to ‘lean manufacturing’ 1988 1996 General Motors publishes its Global Manufacturing System
- 3. Who Created JIT Manufacturing Theidea of Just in Time originated with Kiichiro Toyoda (1894–1952), founder of the Toyota Motor Company. During a trip to England, Toyoda missed a train. The train was on time, but Toyoda was slightly late. This had him thinking about analogies for material. Material arriving too late is obviously bad, as it causes stops and delays. However, material arriving too early is also bad, as it increases material. Hence, the material had to arrive just on time. Combined with a grammatical error, this is now the famous Just in Time (JIT), first mentioned at Toyota around 1936. - conceptualize JIT
- 4. Who Created JIT Manufacturing wasa Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which inspired Lean Manufacturing in the U.S.He devised the seven wastes (or muda in Japanese) as part of this system. is frequently referred to as the father of JIT -Implemented JIT
- 5. Just In Time (JIT) •JITPhilosophy means getting the right quantity of goods at the right place and the right time •JIT exceeds the concept of inventory reduction •JIT is an all encompassing philosophy found on eliminating waste •Waste is anything that does not add value
- 6. Just In Time (JIT) Onlywhat is needed, nothing more… To have only the right materials, parts and place and the right time
- 7. Origin of JIT Itis a Japanese management philosophy which has been applied in practice since the early 1970s in many Japanese manufacturing organizations. It was first developed and perfected within the Toyota manufacturing plants by Taiichi Ohno as a means of meeting consumer demands with minimum delays Toyota was able to meet the increasing challenges for survival through an approach that focused on people, plants and systems. Toyota realized that JIT would only be successful if every individual within the organization was involved and committed to it, if the plant and processes were arranged for maximum output and efficiency, and if quality and production programs were scheduled to meet demands exactly.
- 8. JIT Philosphy Just in TimeManufacturing is a philosophy rather than a technique by eliminating all wastes and seeking continuous improvement, it aims at creating a manufacturing system that is responsive to the market needs According to Voss, JIT is viewed as: “ a production methodology which aims to overall productivity through elimination of wastes which leas to improved quality”
- 9. JIT Philosphy JIT Philosophy meansgetting the right quantity of good at the right place and time JIT is built on simplicity- the simpler the better Focuses on improvement of operations
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- 11. Key Elements of JIT 1. Improvedplant layout 2. Reduced setup time 3. Low defect rates 4. Flexible workforce
- 12. Examples of Key Elementsof JIT Implementation 1. Continuous improvement 2. Eliminating waste 3. Good housekeeping 4. Set-up time reduction 5. Levelled / mixed production 6. Kanbans- (Visual Cues) 7. Jidoka (Autonomation) 8. Andon (trouble lights)
- 13. JIT Action Areas 1. Developpeople- increase skills and productivity 2. Eliminate waste in all areas 3. Optimize materials handling and production flow 4. Control tooling 5. Increase Quality 6. Improve Continuously
- 14. Manufacturing Planning and Controlling 1.Level Loading Production Level Loading, also referred to as production leveling, refers to the balanced throughput rates of activities within a process,
- 15. Manufacturing Planning and Controlling 2. PullSystem A method of production control in which downstream activities signal their needs to upstream activities. Pull production strives to eliminate overproduction and is one of the three major components of a complete just-in- time production system.
- 16. Manufacturing Planning and Controlling 2. PullSystem a.) Supermarket Pull System or Type A b.) Sequential Pull System or Type B c.) Mixed System or Type C
- 17. Manufacturing Planning and Controlling 3.Visual System It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
- 18. Manufacturing Planning and Controlling 4.Close Vendor Relationship is deepening the buyer-supplier relationships to achieve a mutually beneficial goal and establish trust. An efficient vendor relationship management process can deliver a number of key benefits from quality increments and improved total cost of ownership to new innovations and a much smoother flow of operations
- 19. Preventive Maintenance and Housekeeping Preventive Maintenance isthe proactive scheduling of maintenance before things go wrong, rather than reactively respond with repairs as needed
- 20. Preventive Maintenance and Housekeeping Housekeeping Effectivehousekeeping can help control or eliminate workplace hazards Housekeeping is not just cleanliness. It includes keeping work areas neat and orderly, maintaining halls and floors free of slip and trip hazards, and removing of waste materials (e.g., paper, cardboard) and other fire hazards from work areas
- 21. Preventive Maintenance and Housekeeping Poor housekeeping canbe a cause of incidents, such as: •tripping over loose objects on floors, stairs and platforms •being hit by falling objects •slipping on greasy, wet or dirty surfaces •striking against projecting, poorly stacked items or misplaced material •cutting, puncturing, or tearing the skin of hands or other parts of the body on projecting nails, wire or steel strapping To avoid these hazards, a workplace must "maintain" order throughout a workday. Although this effort requires a great deal of management and planning, the benefits are many.
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