8.0 LEAN Chuah Shu Chin B050810194 Jennise Tan Teng Teng B050810016 Yeow See Leong B050810105.
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Transcript of 8.0 LEAN Chuah Shu Chin B050810194 Jennise Tan Teng Teng B050810016 Yeow See Leong B050810105.
8.0 LEAN
Chuah Shu Chin B050810194Jennise Tan Teng Teng B050810016Yeow See Leong B050810105
Outline
8.1 Lean Production and JITTerms of JIT and Lean OperationsGoals of JITSome impacts in capacityBuilding blocks
8.2 Pull System
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Terms of JIT & Lean Operations
Just-in-time (JIT): A highly coordinated processing system in which goods move through the system, and services are performed, just as they are needed.
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Example
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• Initially, JIT referred to the movement of materials, parts, and semi-finished goods within a production system.
• The scope of JIT broadened and became associated with lean operations.
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Lean Operations: A highly coordinated system that uses minimal resources and produces high-quality goods or service.
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• Depends on having high quality processes in place.
• The terms JIT/lean operations are often used interchangeably
JIT / Lean Production
• A system for scheduling production that results in low levels of work-in-process and inventory.
• It encompasses the entire organization.• To pursue a system that functions well with
minimal levels of inventories, minimal waste, minimal space, and minimal transactions. 7
Summary JIT Goals and Building Blocks
Product Design
ProcessDesign
PersonnelElements
Manufacturing Planning
Eliminate disruptionsMake the system flexible
Eliminate waste
Abalancedrapid flow
UltimateGoal
SupportingGoals
Building Blocks8
is a balanced system.
Achieves a smooth, rapid flow of materials through the system.
Goals of JIT
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Supporting Goals1. Eliminate
disruptions
2. Make system flexible
3. Eliminate waste, especially excess inventory
Ultimate Goal
Sources of Waste• Overproduction• Waiting time• Unnecessary transportation• Processing waste• Inefficient work methods• Product defects
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Example
1. Rack unnecessarily oversized taking up too much space on the line.
2. Example of wasted non-value-creating space.
3. Onerous operator task.
4. Unnecessary motions.
5. Operator idleness.
Without JIT
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1. Sequencing on line: e.g.: 2 people-carriers, 1 two-door, 1 saloon car…
2. Lightened logistics, small trains.
3. Small containers, less stock.
4. Line side compression, concentration on added value, reduction of waste.
5. Flexible multi-product line.
6. Operators creating added value.
With JIT
Capacity: an upper limit on the rate of output.
Capacity
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Some Impacts in Capacity• Design of facilities: size, provision for expansion.• Locational factors: transportation costs, labor supply,
energy sources.Facilities
• Quantity capability of a process, output quality, productivity.Process
factor
• Task that make up a job, the training, skill, and experience required to perform a job. Human
factors
• Scheduling, inventory stocking decision, late deliveries, acceptability of purchased materials and parts, and quality inspection and control procedure.
Operational factors
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Building block
Process Design
Product Design
Manufacturing Planning &
Control
Personnel/Organizational
Elements
Building Blocks
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1. Product Design• Workers have fewer parts to deal with, and training
time and costs are reduced.• Benefit- the ability to use standard processing.
Standard Parts
• Greatly reduces the numbers of parts to deal with, simplifying assembly, purchasing, handling, training, and so on.
• Benefit-reducing the number of different part contained in the BOM for various product.
Modular Design
• Engineering changes can be very disruptive to smooth operations.
• Benefit- it can substantially reduce this obstacle.
Concurrent Engineerin
g
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2. Process Design• Small lot size enable JIT systems to operate effectively. • Permit greater flexibility in scheduling. Small Lot sizes
• Small lot and changing product mixes frequent setups.• Longer setup times require holding more inventory than
with short setup times.Setup Time Reduction
• The cells contain the machines and tools needed to process families of parts having similar processing requirements.
• Benefits of this cells are reduced changeover times, high utilization of equipment, and ease of cross-training operators.
Manufacturing Cells
• The occurrence of quality defects during the process can disrupt the orderly flow of work.
• Consist of two mechanism-a)detecting defects when they occur. - b)stopping production to correct the cause of the defects
Quality Improvements
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3. Personnel/Organizational Elements
• is a fundamental tenet of the JIT philosophy.• Well-trained and motivated workers are the heart of JIT
system.
Worker as Assets
• Workers are cross-trained to perform several parts of a process and operate variety of machines.
• Help one another when bottlenecks occur and help line balancing.
Cross-Trained Workers
• Workers have greater responsibility for equality than workers in traditional systems.
• JIT workers receive excessive training in statistical process control, quality improvement, and problem solving.
Continuous Improvement
• Traditional accounting distort overhead allocation because they allocate it on the basis of direct labor hours.
• Activity-based costing. It designed to more closely reflect the actual amount of overhead consumed by particular activity.
Cost Accounting
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4. Manufacturing Planning and Control• Control of moving the work rests with the following
operation; each workstation pulls the output from the preceding station.
• Work moves on in response to demand from the next stage in the process
Pull System
• When work finished at a station, the output is pushed to the next station
• Work moves on as it is completed, without regard to the next station readiness for the work.
Push system
• Keeping the workplace clean as well as keeping it free of any materials that are not needed for the production.
• Is the part of 5’s:sort,straighten, sweep, standardize, self-discipline
Housekeeping
• Preventive maintenance which emphasize maintaining equipment in good operating condition and replacing parts that have a tendency to fail before they fail.
• Workers are often responsible for maintaining their own equipment.
Preventive Maintenance
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PULL SYSTEM
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Pull System
Replace material / parts based on
demand, produce only what is
needed
A workstation pulls output from the
preceding station as it is needed
No pushing of materials into production to meet future
demand21
• Starts with the last workstation in the production line or with the customer & works backward through the system.
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Objectives
Provides visual
control of all resources
A method of controlling the resources by
replacing only what has been
consumed.
Eliminating waste of handling, storage,
expediting, obsolescence, repair, rework, facilities,
equipment, excess inventory
Manufacture and ship only
what has been
consumed
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Pull Push
Production precision Production approximation
Actual consumption Anticipated usage
Small lots Large lots
Low inventory High inventory
Waste reduction Over production
Management by sight Management by firefighting
Better communication Poor communication
Produce based on order Produce based on forecast
Material Requirement Planning (MRP)
Kanban system
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Benefits of Pull System
• Better communication• Allow manufacture of only what is needed by the
customer• Highlights quality issues quickly• Organize the workplace• Support continuous improvements• Provide a common system for moving material through a
plant• Low unit cost• Good customer service
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Conclusion of JIT
JIT manufacturing is a coordinated production system that enables the right quantities or parts to arrive when they are needed precisely where they are needed. Key elements of JIT manufacturing are the pull system and kanban production, small lot sizes and quick setups, uniform plant loading, flexible resources, and streamlined layout.
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