IML425E 2014-2015 Fall

JUST-IN-TIME
MANUFACTURING SYSTEMS
[WEEK 11]
Assistant Professor Dr. Erkan Gunpinar

The Problem of Manufacturing

Getting the right material and physical resources together

at the right place and at the right time to meet the

customers requirements.
- Desired features
- On time delivery
- High Quality
- Best price

Toyata Production System (TPS)

Production flow and inventory control system

Developed by Taiichi Ohno, vice president of Toyota Motor

Company
Just-in-time approach

- Organizes the production process so that parts are

available when they are needed
- A method for optimizing processes that involves continual
reduction of waste
- Making it easier to achieve and assure product quality

Terms of TPS
Autonomation: manual or automatic stopping of

production if a defective part is produced.

Kanban: system of cards to control work-in-process,

production and inventroy flow.

Jidoka: a production problem warning system consisting

of yellow and red lights called andon.

Yoidon: a coordinated approach to simultaneous

production of parts for assembly.

Muda, mura, muri

Unit cost, quality and lead time are three major

determinants of market share and profitability of any

organization.
To achieve minimum production costs and reduced lead

times while maintaining total quality, muda-mura-muri

should be eliminated.

Muda
A Japanese word
Meaning waste

Any work that does not add value to the product.

(correction, overproduction, conveyance, inventory, waiting)

Shigoto () work adding value to the product
Shigoto is relatively small compared with muda.
Muda should be eliminated.
Job attitude of looking for muda and finding ways to
eliminate it is called kaizen.

kaisendon

Types of muda
Muda for correction: rework process
Muda for overproduction
Muda in conveyance
Muda for inventory
Muda of motion: unnecessary movement of workers,

materials.
Muda for waiting

Mura and muri

Mura = unevenness

Irregular production volumes, changing work flows,

changing production schedules.

Muri () = overburden
Overburdening capacities of people as well as machines.
Too much workload on people safety and quality

problems.
Too much loading of machines breakdowns and
defects.

Push System
Work orders push materials to the manufacturing floor to

produce the parts required.

Every work station produces parts according to the work
orders issued for one planning horizon.
- Master Production Schedule (MPS)
A single flow process in both information and materials
flow in the same direction.

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Pull System
There is always feedback from the subsequent to the

preceding stages.
MPS only is used for deciding approximate resource
requirements of workstations.
Materials move in the same direction as in a push system,
build schedules (information) travel in the opposite
direction.

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Cont.
A kanban system is used to communicate the schedule

from one station to another.

A kanban is a card attached to a standard container that
issues the production and withdrawal of parts between
work stations.
Any change in demand is communicated to the final
assembly level and this change is communicated through
kanbans to every other workstation upstream at the
required time.

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Kanban
Kanban () = visible record
Uses simple visual signals to control production pull

processing
A set of cards that travel between preceding and subsequent
processes.
Contains all information
needed to communicate
a production order or a
delivery order
One kanban per bin of
parts

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Kanban example
Workcenter B uses parts produced by Workcenter A.

How can we control the flow of materials so that B always

has parts and A doesnt overproduce?

Workcenter A

Workcenter B

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Kanban card: Signal to produce

When a container is opened by Workcenter B, its kanban

card is removed and sent back to Workcenter A.

This is a signal to Workcenter A to produce another box of
parts.
Workcenter A

Workcenter B

Kanban Card

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Empty Box: Signal to pull

Empty box sent back.
Signal to pull another full box into Workcenter B.
Question: How many kanban cards here?
Workcenter A

Workcenter B

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How many kanbans?

DT(1 x)
y
C
y
D
T
C
x

=
=
=
=
=

number of kanban cards

demand per unit of time
lead time
container capacity
policy variable (used as means of managing external disturbances
such as changes in demand)

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Example
Hourly demand = 300 units

Lead time = 3 hours

Each container holds 300 units
Policy variable x = 0.4

y = (300 3 1.4) / 300 = 4.2

5 kanban cards

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Types of kanbans
Withdrawal (conveyance) kanban: pass the authorization

for movement of parts from one work center to another.

Kanban remains with the container until last part has been
consumed by the subsequent process.
Withdrawal kanban then travels back to the preceding
process to fetch parts and the cycle continues.

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Production kanban
Release an order to build parts equal to the lot size

specified on the card.

Kanban card have information on the materials and parts
required as inputs.

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One cycle flow of kanbans

1. Point P1, move full parts container to SPS2

2. Detach the withdrawal kanban, send it to the kanban

collection box
3. Once all the parts in the container are consumed at
SPS2, attach a withdrawal kanban from the collection
box to the empty container. Move it to P3.
4. a) Detach the withdrawal kanban from the empty
container, b) attach it to a full parts container. c) Remove
the production kanban from the container to be sent to
SPS2. d) send the kanban to PPS1 to trigger the new
production. x) empty container is sent to PPS1.
5. Put all the produced parts in the empty container and
send it to SA with the production kanban.

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Flow diagram
c, d

a, b

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Rules for operating kanbans

No withdrawal of parts without a kanban.

The subsequent process comes to withdraw only what is

needed.
Do not send defective parts to the subsequent process.
The preceding process should produce only the exact
quantity of parts withdrawn by the subsequent process.
Minimize the fluctuations of production.
Tuning of production using kanban.
(stopping the process if requirements decrease)
(using overtime if requirements increase)

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Kanban vs. material flow

Material/Parts
Supplier

Final
assembly

Finished
goods

Work
cell

Kanban

Kanban

Kanban

Customer
order

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Signal kanban
Previous implementation of JIT with kanbans is for the

processes with low setup times.

If the setup time is high (such as forging, die casting),

signal kanban is used.

A signal kanban triggers a production of a lot consisting of

more than one containers.

(standard kanbans one container at a time)

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Types of signal kanbans

Raw material ordering kanban rectangular

Production ordering kanban triangular

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Flow of signal kanbans

A production kanban is not sent back to trigger production

after every withdrawal of a container.

container

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Other types of kanbans

Express kanban: a light (red or yellow) is activated

worker at the location where light has come on must

immediately produce the part and deliver it personally.
Emergency kanban: used for machine failure or

production fluctuation situations.

Through kanban: two or more work centers are located

close to each other no need to exchange kanbans

between them only one kanban (through kanban) is
used.

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Just-in-time purchasing
Purchase lot size: purchasing in small quantities with

more frequent deliveries rather than buying large

quantities.
Supplier selection: smaller number of nearby suppliers +
good relationships.
Supplier evaluation: objective zero percent defectives
in parts.
Receiving inspection: quality control in suppliers plant.
Product specifications: focusing on product performance
more than price. Freedom in developing products.
Packaging: packaging exact quantities of parts in small
standard containers.
Etc.

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Principles of quality in JIT

Process control: controlling production by checking the

quality while the work is being done.

Easy-to-see quality: developing measurable standards.
Correcting ones own errors: reworking to correct errors.
100 percent check: inspection of every part
Project-by-project improvement: quality improvements are

displayed on easy-to-see boards.

Line stop: production line is stopped for correction of

major problems.

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Quality culture in JIT

Establish total quality control teams in the factory.
Establish standard procedures for solving problems.
Reinforce JIT manufacturing practices such as small lots.
Establish a feedback mechanism to monitor customer

quality needs and change quality standards if required.

Organize quality training programs.
Etc.

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Barriers of JIT implementation

Frequent changes in production planning
Inaccurate forecasting procedures
Equipment failures
Employee turnover, absenteeism.

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Benefits of JIT
Increased productivity

Better quality
Reduced lead times
Less scrap and rework
Less WIP (work in process)
Higher worker motivation and increased teamwork
Saved space
Increased worker and equipment efficiency

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Functional areas benefiting from JIT

Manufacturing
Manufacturing engineering
Purchasing
Sales and marketing
Accounting
Quality control
Assembly

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JIT Minimize wastes

1. Watching a

2.
3.
4.
5.
6.
7.
8.
9.

machine run
Waiting for parts
Counting parts
Overproduction
Moving parts over
long distance
Storing inventory
Looking for tools
Machine
breakdowns
Rework