Introduction in JIT and Lean Operations

Introduction in JIT and Lean This applies both to delivery to the
Operations factory and delivery to each

Lean Operation workstation. The result is the
 a flexible system of operation that uses delivery of a steady stream of
considerably fewer resources (i.e., containers of parts throughout the
activities, people, inventory, and floor workday. Each container holds a
space) than a traditional system. small supply of parts or materials.
New containers are delivered to
 sometimes referred to as just-in-time
replace empty containers.
(JIT) systems owing to their highly
coordinated activities and delivery of
 Heijunka
goods that occur just as they are
- Variations in production volume
needed.
lead to waste. The workload must
be leveled; volume and variety
 was pioneered by Toyota’s founder,
must be averaged to achieve a
Taiichi Ohno, and Shigeo Shingo as a
steady flow of work.
much faster and less costly way of
producing automobiles.
 Kaizen
- Continuous improvement of the
The Toyota Approach
system. There is always room for
 Muda improvement, so this effort must be
- Waste and inefficiency. Perhaps ongoing.
the driving philosophy. Waste and
inefficiency can be minimized by  Jidoka
using the following tactics. - Quality at the source. A machine
automatically stops when it detects
 Pull system a bad part. A worker then stops the
- Replacing material or parts based line. Also known as autonomation.
on demand; produce only what is
needed.
 Kanban
- A manual system used for
controlling the movement of parts
and materials that responds to
signals of the need (i.e., demand)
for delivery of parts or materials.
Supporting Goals 3. Waiting Time - requires space,
adds no value
The degree to which the overall goal is
achieved depends on how well certain 4. Unnecessary Supporting -
supporting goals are achieved. Those goals increases handling, increases
are to: work-in-process inventory.
 Eliminate disruptions.
5. Processing Waste - makes
 Make the system flexible.
unnecessary production steps,
 Eliminate waste, especially excess
scrap.
inventory.
6. Inefficient Work Methods -
Flexible System
reduce productivity, increase scrap,
 is one that is robust enough to handle increase work-in-process inventory.
a mix of products, often on a daily
basis, and to handle changes in the 7. Product Defects - require rework
level of output while still maintaining costs and possible lost sales due to
balance and throughput speed. customer dissatisfaction.
Waste
The kaizen philosophy for eliminating
 represents unproductive resources; waste is based on the following tenets:
eliminating waste can free up
 Waste is the enemy, and to eliminate
resources and enhance production.
waste it is necessary to get the hands
Inventory is an idle resource, taking up
dirty.
space and adding cost to the system.
 Improvement should be done gradually
It should be minimized as much as
and continuously; the goal is not big
possible.
improvements done intermittently.
Seven Waste in Lean Philosophy  Everyone should be involved: top
managers, middle managers, and
1. Inventory - beyond minimal
workers.
quantities, an idle resource, takes
 Kaizen is built on a cheap strategy,
up floor space, and adds to cost.
and it does not require spending great
sums on technology or consultants.
2. Overproduction - involves
excessive use of manufacturing  It can be applied anywhere.
resources.  It is supported by a visual system: a

total transparency of procedures,
processes, and values, making 3. Highly capable production systems
problems and wastes visible to all. with quality built in.
 It focuses attention where value is 4. Concurrent engineering.
created.
 It is process oriented.
 It stresses that the main effort of Eight aspects of process design are
particularly important for lean production
improvement should come from new
systems:
thinking and a new work style.
 The essence of organizational learning 1. Small lot sizes.
is to learn while doing. 2. Setup time reduction.

3. Manufacturing cells.
Building Blocks 4. Quality improvement.
The design and operation of a lean system 5. Production flexibility.

provide the foundation for accomplishing the 6. A balanced system.
aforementioned goals. As shown in figure
7. Little inventory storage.
8. Fail-safe methods.
There are five elements of personnel and

organization that are particularly
important for lean systems:
1. Workers as assets.
2. Cross-trained workers.
3. Continuous improvement.
4. Cost accounting.
5. Leadership/project management.
Seven elements of manufacturing

planning and control are particularly
important for lean systems:
below , the building blocks are:
1. Level loading.
 Product design. 2. Pull systems.
 Process design.
 Personnel/organizational elements. 3. Visual systems.
 Manufacturing planning and control. 4. Limited work-in-process (WIP).
Four elements of product design are 5. Close vendor relationships.

important for a lean production system: 6. Reduced transaction processing.
1. Standard parts. 7. Preventive maintenance and
2. Modular design. housekeeping.

Kanban - A method of asking questions
 a Japanese word meaning “signal” or about a process that includes what,
“visible record.” why, where, when, who, how, and

how much.
There are two main types of kanbans:

 Production kanban (p-kanban)
- signals the need to produce parts.
 Conveyance kanban (c-kanban)

- signals the need to deliver parts to the
next work center.
Value stream mapping

- is a visual tool to systematically
examine the flow of materials and
information involved in bringing a
product or service to a consumer.
- technique originated at Toyota,

where it is referred to as “Material
and Information Flow Mapping.”
Once a value stream map is completed,

data analysis can uncover improvement
opportunities by asking key questions,
such as:
 Where are the process bottlenecks?

 Where do errors occur?
 Which processes have to deal with the
most variation?
 Where does waste occur?
Process Improvement Using the 5W2H

Approach
 5W2H approach

Introduction in JIT and Lean Operations

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Introduction in JIT and Lean This applies both to delivery to the

Operations factory and delivery to each

balance and throughput speed. customer dissatisfaction.

resources.  It is supported by a visual system: a

is to learn while doing. 2. Setup time reduction.

The design and operation of a lean system 5. Production flexibility.

There are five elements of personnel and

Seven elements of manufacturing

Four elements of product design are 5. Close vendor relationships.

1. Standard parts. 7. Preventive maintenance and

2. Modular design. housekeeping.

 a Japanese word meaning “signal” or about a process that includes what,

“visible record.” why, where, when, who, how, and

There are two main types of kanbans:

 Conveyance kanban (c-kanban)

Value stream mapping

- technique originated at Toyota,

Once a value stream map is completed,

 Where are the process bottlenecks?

Process Improvement Using the 5W2H

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