Incline Systems and JIT .


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Lean Systems and JIT. Lean Production. Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods)
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Incline Systems and JIT

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Lean Production Lean Production can be characterized as a coordinated arrangement of exercises intended to accomplish high-volume creation utilizing insignificant inventories (crude materials, work in process, and completed merchandise) Lean Production additionally includes the end of waste underway exertion Lean Production likewise includes the planning of generation assets (i.e., parts land at the following workstation "without a moment to spare") Adding esteem

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Overview of JIT Toyota Production System (post-WWII) lessening costs, killing waste, and enhancing efficiency Just-in-Time (1980s) method for arranging operations decreases changeability of interest upgrades responsiveness conducts esteem adding operations as near utilization as could be allowed

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JIT and Lean Management Big JIT (additionally called Lean Management) is a theory of operations administration that looks to dispose of waste in all parts of a company\'s creation exercises: human relations, seller relations, innovation, and the administration of materials and stock Little JIT concentrates all the more barely on booking merchandise stock and giving administration assets where and when required Question: If you had a 7 a.m. flight out of Newark, what time would you leave Allentown? A 7 p.m. flight? Is there a distinction in passed time? Why?

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The Toyota Production System Based on two methods of insight: 1. End of waste 2. Regard for individuals Toyota Production System Video

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Toyota Production System\'s Four Rules All work should be exceptionally indicated as to substance, succession, timing, and result Every client provider association must be immediate, and there must be an unambiguous yes-or-no real way to send asks for and get reactions The pathway for each item and administration must be straightforward and coordinate Any change must be made as per the logical strategy, under the direction of an educator, at the most reduced conceivable level in the association

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Waste in Operations Waste from overproduction Waste of holding up time Transportation squander Inventory squander Processing Waste of movement Waste from item surrenders Underutilization of individuals

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Exercise Take an action from a vocation or individual life (e.g. a game, examine, Muhlenberg forms, a class) Identify zones of waste Identify open doors for taking out waste and enhancing the execution Write down and impart to the class

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Minimizing Waste: Inventory Hides Problems Example: By recognizing deficient things from a merchant right on time in the generation procedure the downstream work is spared Machine downtime Scrap Vendor Change wrongdoings Work in requests handle lines Engineering outline Design (banks) redundancies accumulations Example: By distinguishing flawed work by representatives upstream, the downstream work is spared Decision Paperwork Inspection overabundances build-up excesses

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JIT Demand-Pull Logic Vendor Fab Sub Vendor Fab Final Assembly Customers Sub Fab Vendor Fab Vendor Here the client begins the procedure, pulling a stock thing from Final Assembly… Then sub-get together work is pulled forward by that request… The procedure proceeds all through the whole creation process and store network

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SUPPLY CHAIN AND E-COMMERCE CONSIDERATIONS IN JIT Supplier auxiliary enhancements diminished stock at providers brings about lower altered costs providers furnish little amounts with successive conveyances Supplier infrastructural changes accentuation on win-win relationship Customer basic upgrades outline for manufacturability and acquisition set up EDI frameworks to evacuate request vulnerability decrease inventories of obtained materials Customer infrastructural changes visit little requests dispense with just on the off chance that inventories smoother request designs

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SCHEDULING AND CAPACITY MANAGEMENT IN JIT SYSTEMS JIT arranging and control: depends on a level ace timetable lean towards abundance ability to abundance stock works with providers and clients to lessen many-sided quality & instability enhances framework\'s responsiveness to client necessities Level ace calendar: same blend of item administration packs made more than once for period for which the ace calendar is solidified Independent request stock models adjust request and holding costs financial aspects are pretty much as legitimate for JIT frameworks

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JIT in Services (Examples) Organize Problem-Solving Groups Upgrade Housekeeping Upgrade Quality Clarify Process Flows Revise Equipment and Process Technologies Level the Facility Load Eliminate Unnecessary Activities Reorganize Physical Configuration Introduce Demand-Pull Scheduling Develop Supplier Networks

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Supplier Networks: Trends In Supplier Policies 1. Situate close to the client 2. Consider setting up little distribution centers close to the client or uniting stockrooms with different providers 3. Utilize institutionalized holders and make conveyances as indicated by an exact conveyance plan 4. Turned into an affirmed provider and acknowledge installment at consistent interims as opposed to upon conveyance

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Potential Supplier Concerns with JIT Purchasing Desire for broadening - worried about all business coming from single client. Poor client booking - worried that client will be not able create smooth, predictable timetable. Building changes - worried that client will proclaim visit designing changes with insufficient lead time. Quality confirmation - generation with zero deformities might be viewed as unreasonable. Little parcel sizes - numerous providers are unaccustomed to working with little part sizes. Closeness - conveyance of little part sizes over long separations may not be conservative.

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Critique of JIT Contrast even minded JIT versus sentimental JIT Pragmatic JIT concentrates on solid subtle elements of creation process utilize reasonable apparatuses to address issues consistent change Romantic JIT speaks to "progressive talk" slicing inventories is a provoke to change against tradeoffs HBR: Does Manufacturing Need a JIT Revolution? By Paul Zipkin

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Critique of JIT Problems System of convictions and accumulation of techniques Successes because of virtuoso of Ohno and Shingo (of Toyota) – they made tradeoffs Moves inventories to providers however does not decrease general Workers in JIT situations under large amounts of weight - wear out! HBR: Does Manufacturing Need a JIT Revolution? By Paul Zipkin

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