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Topic 9 Just in Time
Operations Management
Economy and Business Organization Department Just in Time 2 Index
- Concepts and definitions
- Strategies
- Push and Pull system
- Basic tools Kanban system Demand adaptation (Shojinka) Ideas and suggestions (Soikufu) Defects control (Jidoka)
- JIT implementation
- JIT vs MRP Bibliography: DOMÍNGUEZ MACHUCA/ ÁLVAREZ GIL/ GARCÍA GONZÁLEZ/RUÍZ JIMÉNEZ: Dirección de Operaciones. Aspectos tácticos y operativos en la producción y los servicios. Mc. Graw-Hill. Interamericana de España, S.A. Madrid, 1994.
Just in Time 3 Selective personnel hiring Promotion and evaluation policies. System of workstations rotation. Decision-making process. Production equipment not overloaded. Clean and tidy work centres. Removal of nearly all inventories in productive plants. Personnel motivation Maximum level of quality Close relationship with suppliers. How can we explain the Japanish success? Just in Time 4 The fundamental objective is the increase of the company profit by reducing costs and taking advantage of the resources available in the organization.
- Removal of unnecessary costs.
- Production must adapt to market demand changes, flexibly and early, without causing gaps. JIT objectives
Just in Time 7 The five zeros Zero defects Zero inventory Zero breakdowns Zero delays Zero paper Just in Time 8 Fuente: Machuca, J.A.D.; Alvarez, M.J.; García, S.; Dominguez, M.A.D. y Ruiz, A. : (1994). Dirección de operaciones: Aspectos estratégicos en la producción y en los servicios. Madrid: McGraw-Hill.. Pàg. 203. Problems are hidden by stocks
Just in Time 9 Balancing of production. Kanban system Reduction of machine setup times and production times. Standardization of operations. SHOJINKA: adaptation to market demand through flexibility. SOIKUFU: Collection and better use of ideas and suggestions from the workers to improve operations and productivity. JIDOKA or autonomous defects control. Total productive maintenance. Relationship with customers and suppliers. Basic tools Just in Time 10 Certain productive processes require quantities and irregular time intervals inventories. Hierarchic perspective:
- Master production schedule (MPS)
- Materials Planning (MRP)
- Operations scheduling Daily average rate of production Balancing of production
Just in Time 13
It’s a pull system based on the usage of cards
that manage and control the production in
different work centres.
It is necessary:
– Flow diagram
– Warehouses
– Each item has its own mailbox
Transport Kanban / Production Kanban
Kanban system Just in Time 14
ITEM CODE:
DESCRIPTION:
LOAD CELL
CONTAINER CAPACITY: 160 ORÍGEN: WORK CENTER: THERMAL TREATMENT COLLECTION POINT: 581
TRANSPORT
KANBAN
ORDER NUMBER: 4 CARDS ISSUED: 5 DESTINO: WORK STATION: RECTIFICATION STORAGE POINT: 238 Transport Kanban: example
Necessary information:
Identification of transported
item: code and description.
Container capacity.
Order number of the card
and number of cards
issued.
Origin of the piece:
process and collection
point.
Destination: work centre
and storage point.
Just in Time 15
DESCRIPTION:
LOAD CELL
WORK CENTRE:
THERMAL TREATMENT STORAGE POINT 581 CONTAINER CAPACITY: 160 COMPONENTS: ITEM CODE: 770073771 COLLECTION POINT: 141 ITEM CODE: 770073769 COLLECTION POINT: 142
PRODUCTION
KANBAN
ITEM CODE:
Production Kanban: example
Necessary information
Identification of
transported items: code
and description.
Identification of work
centre where the item
is manufactured and
place to store finished
items.
Container capacity.
Identification of
necessary
components: codes
and collection points.
Just in Time 16 Previous work centre A Following work centre B Box of production kanbans Reception of production kanbans P^ P P^ P Storage point of work centre A
T
T
P
P
Box of transport kanbans Storage point of work centre B x, y a, b a, b A, B, C
T^ T
T^ T
T
T
T
T
T
P
P 5
11 T
P
P
P
P
Just in Time 19 It determines the operations sequence that should be performed by an polyvalent operator so that:
- Removes useless tasks or movements.
- Balances processes in terms of production time.
- Uses the minimum quantity of orders in progress. Three basic elements:
- Production cycle of an item.
- Standard sequence of operations of a worker.
- Standard quantity of orders in progress. Operations standardization Just in Time 20 Capacity to adapt to market demand through flexibility. U shape distribution:
- Operators can access to several machines.
- Reduction of material of orders in progress.
- Easy visual inspection.
- Reduction of machine setup times.
- Easy communications and mutual help among operators. Task rotation:
- Rise of motivation and monotony reduction.
- None of the workers feels annoyed by the tasks assignment.
- Mutual help processes are encouraged.
- Stronger sense of responsibility of workers. Shojinka
Just in Time 21 Collection and better use of ideas and suggestions from workers. Operators are the people that know better the different operations of the production process. Tasks are enriched by avoiding their useless and harmful aspects. Suggestions plan. Quality circles. Soikufu Just in Time 22 Autonomous defects control Quality is a fundamental element. Quality is NOT controlled. Quality is manufactured. Statistical control methods are NOT adequate. Warranty to inspect 100% of manufactured pieces. Auto-inspection “Poka-yoke” (System that avoids errors automatically). Jidoka
Just in Time 25 Synchronization and balance Flexibility Respect for the human resources of the company Continuous improvement of the process. Cleaning attention Operations flow simplification Review of equipment and technological processes. Production balancing Changes in layout distribution. Application of JIT to service industries Just in Time 26 Previous step: Management training and creation of the implementation team. JIT training for staff Process improvement Control improvement Relationships with suppliers and customers JIT implementation
Just in Time 27 VARIABLE JIT MRP Quality Objective: Zero defects. Personnel responsibility. No management of quality Statistic process control Maintenance Constant and effective If necessary Design changes Process and layout change No changes Delivery terms In terms of hours In terms of weeks Suppliers Few and close to factory Long term relationships Traditional perspective: Many and short term relationships Planning PULL type PUSH type Simulation No simulation Simulation through planning MRP vs JIT Just in Time 28 Stocks Hide problems. Minimum level A certain level is maintained For protection Reduction is recommended Lot size Objective: Small lots Determined by different techniques Delivery terms Reduction is fundamental Accepts present delivery terms Setup times Reduction is fundamental Accepts present setup times Workers Important resource of company Strong collaboration Less participation MRP vs JIT VARIABLE JIT MRP
