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Just in-time systems
1. Just-in-Time Systems
An integrated management system developed by
Taiichi Ohno, VP of Toyota Motor Company
It takes Toyota 20 years to perfect the system
Early Studies
1977 Hertz Repair Study
Quasar Plant Productivity Study
Two Fundamental Concepts
Elimination of Waste
Respect for People
2. 1977 Hertz Repair Study
Model Repair per 100 vehicle
(first 12,000 miles)
Ford 326
Chev 425
Pinto 306
Toyota 55
3. Quasar Benchmarking Study
Under Under
Motorola Matsushita
Direct Labor Employees 1,000 1,000
Indirect Employees 600 300
Total 1,600 1,300
Daily Production 1,000 2,000
Assembly Repair 130% 6%
Annual Warranty Cost ($M) $16 $2
4. JIT’s Management Philosophy
Elimination of Waste
Focused Factory Network
Group Technology
Jidoka– Quality at the Source
Just-in-Time Production (little JIT)
Kanban System
Uniform Plant Loading
Minimize setup times
5. Focused Factory Networks
Small Specialized plants
# Employees # Plants
1000+ <750
30-1000 60,000
30- 180,000
Difficult to manage a large installation
Create waste
Stifle communication flows
Buy special machine tools to do critical job
Create Business Group
Toyota, Mitsubishi, Hitachi, ….
6. Group Technology
Key concepts
Group products into product families
Assign a set of dissimilar machine to each family
Arrange machines in a narrow U
Use multifunctional workers
Why Product families?
job shop – move a job from department to department
Cincinnati Miracron’s Study
Move time + setup + queue time: 90-95% of the total
processing time
Run Time: 5-10%
7. Group Technology (con’d)
Job Shop Layout
L L L M M M
L L L M M M
Input Output
G G G D D D
G G G D D D
8. Group Technology (con’d)
Convert Job Shop Layout to Group
Technology Layout (Cellular Manufacturing)
Classification and Coding Scheme
Assign a code number to each part (products)
Assign products with similar codes to a family
Production Flow Analysis
Form product families based on manufacturing
similarities
9. Group Technology (con’d)
A set of machines dedicated to processing one or more
family
Arrange machines in a narrow U
Workers rotate among several machines
10. Group Technology (con’d)
Advantages
Reduce cycle time
Move time
Queue time
Set up time
Adjust the output rate by increasing or
decreasing the number of workers in a cell
Facilitate job training
Promote job satisfaction
11. Jidoka: Quality at the Source
Stop everything when something goes
wrong
Instead of using QC staff, each worker
becomes his or her own inspector
Avoid batch processing: give each person
only on part to work on at a time
Autonomation: automatic control of defect
Foolproof systems
Visual control (call light, Andon, and stop watch)
12. Just-in-Time Production
What is JIT? – provide
Necessary products (services)
Necessary quantities
Necessary time
Work well in a repetitive processing
environment
The ideal lot size is one (Inventory is evil!)
Typical internal lot sizes are 1/10 of a day’s production
Makes no allowances for contingencies
JIT Vs. Just-in-case Philosophy
13. Little JIT (Con’d)
Inventory covers up problems
Unreliable Machine Absenteeism Poor
delivery Breakdowns Quality
14. Kanban Control
Kanban = Card
Production Kanban: Authorizes the manufacturing of a container of material
Withdrawal Kanban: Authorizes the withdrawal and the move of one container
Kanban Flow
Kanban Rule: No Kanban card, no
production or movement of material
Can accommodate 10%-20% of changes in
planned production
Can easily extend to suppliers (supplier
Kanban)
15. Uniform Plant Loading
Kanban system cannot function smoothly if
parts withdrawal is irregular
How to ensure smooth production
Mixed model assembly line: an assembly produces small
quantities of several products at the same time.
Avoid the reaction wave in response to schedule variation
Freeze monthly production rate
Produce the same mix of products every day
Determine the sequence for “introducing” products to
the same assembly line (Goal Chasing Algorithm)
16. Uniform Plant Loading (con’d)
Models Monthly Daily Cycle Time Production
Demand demand Cycle
A 8,000 400 4
(480 min *
B 6,000 300 2 shifts) / 3
C 4,000 200 1000 2
= 0.96
D 2,000 100 1
min/unit
Total 20,000 1,000 10
One production cycle consists of 4 units of A’s, 3 units of
B’s, 2 C’s, and I D
The sequence for producing this cycle is determined by
the Goal Chasing Algorithm to ensure a constant parts
consumption
17. Goal Chasing Algorithm
Objective: maintain a constant parts consumption rate (create
a constant demand)
Principle: minimize the difference between the ideal parts
consumption and actual parts consumption
Units
Ideal parts consumption
Actual parts consumption
Production sequence
18. Minimize Setup Times
Attanept to achieve a single-digit setup (less than one
minute)
Relationship between setup time and inventory level
Example: Hood and Fender press comparison (800-ton
press)
Toyota USA Sweden Germany
Setup time 10 minutes 6 hours 4 hours 4 hours
Setups/day 3 1 - ½
Lot size 1 day 10 days 1 month -
(inventory)
19. Minimize Setup Times (con’d)
Separate internal setup from external setup
Internal setup: has to be performed while the
machine is stopped
External setup: can be performed while the
machine is running
Convert internal setup to external setup
Eliminate the adjustment process
Abolish the setup step
Produce more than one parts at the same time (one
die, two parts)
20. JIT’s Management Philosophy
(con’d)
Respect for People
Life time employee
Company-wide unions
Attitude toward workers
Automation/Robotics
Bottom-Round Management
Subcontractor
Quality Circle
21. Life time Employment
1/3 of workforce (permanent workers)
No layoff or firing of the regular workers
Mandatory retirement at age 55
Lump sum compensation
Advantages
Job stability and lifetime training
Opening for young people
Team spirit and loyalty
Forced savings
22. Company Unions
Included everybody in the company
(did not matter what skills were)
The relationship between the union
and management is cooperative
Compensation (based on bonus, up to
50% of salaries) reinforces the
harmony relationship
23. Attitude Toward Workers
Do not look at people like human machines
If a machine can do a job, then a person
should not do it (human dignity)
Give opportunity for workers to do more
(what workers are doing is only tapping their
capability)
The Japanese spend more for employee
training and education than any other
industrial nation.
24. Automation/ Robotics
Automation and robotics are not considered
staff-cutting moves; eliminates dull jobs
Japan has invested as much as 1/ of its GNP
in capital investment
Invested first in low-cost enhancement
Japan had about 5 times of the number of
programmable robots (some very simple) as
the United States
Employees often initiate automation projects
25. Bottom-Round Management
More than 100 million people crowded
on an island about the size of California,
80% of which is mountainous
Recommen-
The importance of the group dations
superseded that of individual
Company hierarchy
Decisions are made at the lowest Recommen-
possible level and involved all potentially dations
interested parties
A very slow decision making process
Problems +
(quick implementation) solutions
26. Subcontractor Networks
The bulk of the subcontractors have fewer
than 30 employees
More than 90% of all Japanese companies
are part of am enormous subcontractor
network
Sole-source arrangement
Mutual trust
No inspection, no paperwork, no delay
Help vendors improve their manufacturing system
Provide financial help
27. Quality Circles
The OC circles at Toyota mirror its formal
organizational structure
A QC circle is made of a foreman and his
subordinates
All employees must participate in some circles
Discuss problems encountered and devise solutions
to their management
Education & training
Problems solving and presentation skills
Advisor and trainer courses
Inspection tours to U.S. and Europe
28. Quality Circles (con’d)
Reward Systems
Topic Recommendation awards the individual topic
registered by a circle
Effort Prize (momentary rewards): when a topic is
completed
Advisor Prize: 1/3 of the Topics Recommendations
Coordinator Prize: 1/3 of the Advisor Prize
Gold and Silver Prize (at the plant level)
QC circle-Toyota Prize
All-Japan QC Circles Contest
29. Quality Circles (con’d)
Nissan spent $30,000+ to train each
assembly worker (Smyrna, Tennessee)
before they started on the job
Effects
Toyota: 5 million suggestions a year (500/employee)
Cannon: 900,000 suggestions, 78 suggestions per
employees
Matsushita: 6.5 million suggestions a year
30. Principles of Continuous
Improvement
Create a mind-set for improvement
Try and try again
Think; Don’t buy improvement
Work in teams
Recognize improvement knows no limits