10/3/2015

JIT (Just-in-time)
Just-In-Time

and
Lean Systems
By Prof. Jerome Alvarez

JIT (Just-in-time)

A push system is based upon completion dates. WIP

goes to a holding area, where it waits for the next
operation. (traditional)

Just-In-Time Techniques

Uses a systems approach to develop and

operate a manufacturing system
Organizes the production process so that parts
are available when they are needed
A method for optimizing processes that
involves continual reduction of waste
Goal is zero inventory, zero waste, zero
disturbances.
Central Themes in JIT:
Simplicity
Quality
Elimination of Waste

Requirements for JIT

Respond to Customer
Requirements
Integrate all Processes
in the Manufacturing
System
Employee Participation
in Meeting
Commitments
Use a pull Production
System
Design products for
Manufacturing
Develop Controllable
Production Processes

Initiated by a technique known as kanban

visible record or card. This card travels with the job
as it proceeds thru the system (1950s).
eliminates work-in-process inventory (WIP) by
scheduling the arrival of parts and assemblies when
they are needed.
just where they are needed, when they are
needed.
Materials and supplies are said to be pulled thru
the manufacturing process.

Company wide
Commitment to
education
Eliminate redundancy
Reduce all Inventory
Establish Continuous
Improvement Goals
Have a Defect
Prevention Program
Reduce Setup Times
Build Products to
Specification

Inventory Reduction as a Tool for

Improvement
Supplier Relationships
Inventory Pull
Uniform Plant Loading
Reduced Setup Times
Shop-Floor Layout and Production Cells
Total Quality Assurance
Preventive Maintenance

Lean Operations: Terminology

Muda: production activities that

lead to waste; no value added
Mura: waste from uncertainty
and unevenness
Muri: waste from overburden or
unreasonableness

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Three governing principles

describe CSRs under TQ
1. Recognition of

the strategic importance of

customers and suppliers.
2. Development of win-win relationships between
customers and suppliers.
3. Establishing relationships based on trust (rather
than suspicion).

Managing Relationships
-

Keiretsu:
Suppliers become part of a company coalition.
Combination of few suppliers and vertical integration
o

Vertical Integration developing the ability to produce goods

or services previously purchased or actually buying a supplier
or a distributor.
Vertical Backward Integration buying the supplier.

Okyakusama means both customer and honorable guest.

Lean Manufacturing or
Lean Production

The
7 Deadly
Wastes (Mudas)
By: Prof. Jerome Alvarez

Lean Manufacturing House

"lean", is a systematic method for the

elimination of waste ("Muda") within a
manufacturing process.
lean also takes into account waste created
through overburden ("Muri") and waste
created through unevenness in work loads
("Mura").
"value" is any action or process that a
customer would be willing to pay for.
Waste is something that adds no value

10/3/2015

7 Waste of Lean
Manufacturing
1.
2.
3.
4.
5.
6.
7.

Transport
Inventory
Motion
Waiting
Over-Processing
Overproduction
Defects

7 Waste of Lean
Manufacturing
1.
2.
3.
4.
5.
6.
7.

Waiting
Over Production
Rejects
Motion
Processing
Inventory
Transport

8 Waste
Defective Production
Overproduction
Waiting
Non-used Employee Talent (the 8th form)
Transportation
Inventory
Motion
Excessive (Over) Processing

Transportation Waste
unnecessary material movement
unnecessary tools or equipment movement
Causes
poor route planning
distant suppliers
complex material flows
poor layout
disorganized workplace
line imbalance

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Inventory Waste
excessive process (WIP) inventories
excessive raw material inventories and supplies
Causes
over-production
imbalanced line
big batch sizes
long lead times
local optimization (turf mentality)
large minimum order quantities
high rework rate
JIT-incapable suppliers
lack of material requisition and issuance standards

Motion
Unnecessary motions are
those movements of man or
machine which are not as
small or as easy to achieve
as possible.

All of these wasteful motions cost time,

money, and cause stress on
employees and machines.

Examples:
Bending down to retrieve
heavy objects at floor
level when they could be
fed at waist level to
reduce stress and time to
retrieve.
Excessive travel between
work stations
Excessive machine
movements from start
point to work start point
are all examples of the
waste of Motion.

Motion Waste
unnecessary movement and motions of
worker Causes
poor lay-out and housekeeping
disorganized work place and storage
locations
unclear, non-standardized work
instructions
unclear process and materials flow

Waiting Time Waste

man idle or waiting time
machine idle or waiting time
Causes
unsynchronized processes; line imbalance
inflexible work force
over-staffing
unscheduled machine downtime
long set-up
material shortage or delay
manpower shortage or delay

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Processing Waste
non-value added man processing
non-value added machine processing
Causes
unclear customer specifications
frequent engineering changes
excessive quality (refinements)
inadequate value analysis/value engineering
unclear work instructions

Overproduction Waste
producing more than what is needed
producing faster than what is needed
Causes
volume incentives (sales, pay, purchasing)
high capacity equipment
line imbalance; poor scheduling/shifting
poor production planning
cost accounting practices that encourage
build up of inventory

Defects Waste
processing due to the production of defects
processing due to rework or repair of defects
materials used due to defect and rework
Causes
unclear customer specifications
incapable processes
lack of process control
unskilled personnel
departmental rather than total quality
incapable suppliers

10/3/2015

Additional Wastes:
Waste
Waste
Waste
Waste
Waste

of Talent
of Skills
of Resources
of Supplies
of Space

Source:
http://leanmanufacturingtools.org/77/the
-seven-wastes-7-mudas/
http://mubashirghori.blogspot.com/2015/
02/7-waste-in-lean-manufacturing-sixsigma.html
https://en.wikipedia.org/wiki/Lean_manuf
acturing