Beruflich Dokumente
Kultur Dokumente
Chapter 16
Just-in-Time
• Presented by:
– Ahmad Zaki b. Ismail
– Mohd. Halimi Harun
– Shahrul Ridzwan b. Che Omar
– Mohd. Syafiq b. Abu Hasan
– Mohd. A’rif Mohamed Nor
– Mohd Rahimeey b. Abd. Rahim
© 2006 Prentice Hall, Inc. 16 – 1
Outline
Global Company Profile: Green Gear
Cycling
Just-in-Time
Suppliers
Goals of JIT Partnerships
Concerns of Suppliers
JIT Layout
Distance Reduction
Increased Flexibility
Impact on Employees
Reduced Space and Inventory
Table 16.1
© 2006 Prentice Hall, Inc. 16 – 16
JIT and Competitive
Advantage
Which Results In:
Which Yields:
Table 16.1
© 2006 Prentice Hall, Inc. 16 – 17
Suppliers
JIT partnerships exist when a supplier
and purchaser work together to
remove waste and drive down costs
Four goals of JIT partnerships are:
Elimination of unnecessary activities
Elimination of in-plant inventory
Elimination of in-transit inventory
Elimination of poor suppliers
Table 16.2
© 2006 Prentice Hall, Inc. 16 – 20
JIT Partnerships
Quality
Minimal product specifications imposed on supplier
Help suppliers meet quality requirements
Close relationships between buyers’ and suppliers’
quality assurance people
Suppliers use poka-yoke and process control charts
Table 16.2
© 2006 Prentice Hall, Inc. 16 – 21
JIT Partnerships
Shipping
Scheduling inbound freight
Gain control by using company-owned or contract
shipping and warehousing
Use of advanced shipping notice (ASN)
Table 16.2
© 2006 Prentice Hall, Inc. 16 – 22
JIT Layout
Reduce waste due to movement
Layout Tactics
Build work cells for families of products
Include a large number operations in a small area
Minimize distance
Design little space for inventory
Improve employee communication
Use poka-yoke devices
Build flexible or movable equipment
Cross train workers to add flexibility
Table 16.3
Inventory level
Process
Scrap downtime
Setup Quality
time problems
Late deliveries
Figure 16.1
© 2006 Prentice Hall, Inc. 16 – 29
Reduce Variability
Inventory
level
Process
Scrap downtime
Setup Quality
time problems
Late deliveries
Figure 16.1
© 2006 Prentice Hall, Inc. 16 – 30
Reduce Lot Sizes
Q1 When average order size = 200
average inventory is 100
200 –
Inventory
Time
Figure 16.2
© 2006 Prentice Hall, Inc. 16 – 31
Reduce Lot Sizes
Ideal situation is to have lot sizes of
one pulled from one process to the
next
Often not feasible
Can use EOQ analysis to calculate
desired setup time
Two key changes
Improve material handling
Reduce setup time
© 2006 Prentice Hall, Inc. 16 – 32
Lot Size Example
D= Annual demand = 400,000 units
d = Daily demand = 400,000/250 = 1,600 per day
p = Daily production rate = 4,000 units
Q= EOQ desired = 400
H= Holding cost = $20 per unit
S= Setup cost (to be determined)
2DS 2DS
Q= Q2 =
H(1 - d/p) H(1 - d/p)
Holding cost
Sum of ordering and
holding costs
Cost
T1
Setup cost curves (S1, S2)
T2
S1
S2
Lot size
Figure 16.3
60 min —
Move material closer and
Step 2 improve material handling
(save 20 minutes)
45 min —
Standardize and
Step 3 improve tooling (save
15 minutes)
25 min —
Use one-touch system to eliminate
Step 4
adjustments (save 10 minutes)
15 min —
Training operators and standardizing 13 min —
Step 5 work procedures (save 2 minutes)
Figure 16.4 Repeat cycle until subminute —
setup is achieved
© 2006 Prentice Hall, Inc. 16 – 36
Scheduling
Schedules must be communicated
inside and outside the organization
Level schedules
Process frequent small batches
Freezing the schedule helps stability
Kanban
Signals used in a pull system
Large-Lot Approach
A A A A A A B B B B B B B B B C C C
Time
Figure 16.5
© 2006 Prentice Hall, Inc. 16 – 39
More Kanban
When the producer and user are not in
visual contact, a card can be used
When the producer and user are in
visual contact, a light or flag or empty
spot on the floor may be adequate
Since several components may be
required, several different kanban
techniques may be employed
Figure 16.7
1,000 + 250
Number of kanbans = 250 =5