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1、1,Business Studies,Just-in-Time (JIT) SystemsTotal Quality Management (TQM),2,Three Elements of JIT,3,Outline,Just-in-Time Philosophy Suppliers Goals of JIT Partnerships Concerns of Suppliers JIT Layout Distance Reduction Increased Flexibility Impact on Employees Reduced Space and Inventory,4,Outlin
2、e - continued,Inventory Reduce Variability Reduce Inventory Reduce Batch/Lot Sizes Reduce Setup Costs Scheduling Level Schedules Kanban Quality Employee Empowerment JIT in Services,5,Learning Objectives,When you complete this supplement, you should be able to : Identify or Define: Types of waste Var
3、iability Kanban Describe or Explain: Just-in-Time (JIT) philosophy Pull systems Push systems The goals of JIT partnerships The impact of JIT on layout How JIT affects quality and employees,6,Waste is anything other than the minimum amount of equipment, materials, parts, space, and workers time, whic
4、h are absolutely essential to add value to the product. Shoichiro Toyoda President, Toyota,Introductory Quotation,7,Management philosophy of continuous and forced problem solving Supplies and components are pulled through system to arrive where they are needed when they are needed.,What is Just-in-T
5、ime?,8,Attacks waste Anything not adding value to the product From the customers perspective Exposes problems and bottlenecks caused by variability Deviation from optimum Achieves streamlined production By reducing inventory,What Does Just-in-Time Do?,9,The 5Ss stand for: Seiri - Proper Arrangement
6、Seiton - Orderliness Seiso - Cleanliness Seiketsu - Cleanup Shitsuke - Discipline,10,Overproduction Waiting Transportation Inefficient processing Inventory Unnecessary motion Product defects,Types of Waste,11,Waste Reduction (%),82%,50%,50%,30%,30%,20%,40%,0%,20%,40%,60%,80%,100%,Work-in-Process Inv
7、entory,Raw Material Inventory,Lead Time,Space,Finished Goods Inventory,Scrap,Setup Time,JIT Reduced Wasteat Hewlett-Packard,12,Variability Occurs Because,Employees, machines, and suppliers produce units that do not conform to standards, are late, or are not the proper quantity Engineering drawings o
8、r specifications are inaccurate Production personnel try to produce before drawings or specifications are complete Customer demands are unknown,13,Push versus Pull,Push system: material is pushed into downstream workstations regardless of whether resources are available Pull system: material is pull
9、ed to a workstation just as it is needed,14,Suppliers reduced number of vendors supportive supplier relationships quality deliveries on time Layout work-cell layouts with testing at each step of the process group technology movable, changeable, flexible machinery high level of workplace organization
10、 and neatness reduced space for inventory delivery direct to work areas,JIT Contribution to Competitive Advantage,15,Inventory small lot sizes low setup times specialized bins for holding set number of parts Scheduling zero deviation from schedules level schedules suppliers informed of schedules Kan
11、ban techniques,JIT Contribution to Competitive Advantage - continued,16,JIT Contribution to Competitive Advantage - continued,Preventive Maintenance scheduled daily routine operator involvement Quality Production statistical process control quality by suppliers quality within firm,17,JIT Contributio
12、n to Competitive Advantage - continued,Employee Empowerment empowered and cross-trained employees few job classifications to ensure flexibility of employees training support Commitment support of management, employees, and suppliers,18,Results,Queue and delay reduction, speeds throughput, frees asse
13、ts, and wins orders Quality improvement, reduces waste and wins orders Cost reductions, increases margin or reduces selling price Variability reductions in the workplace, reduces waste and wins orders Rework reduction, reduces waste and wins orders,19,Yielding,Faster response to the customer and hig
14、her quality,A competitive advantage!,20,Just-in-TimeSuccess Factors,21,Incoming material and finished goods involve waste Buyer and supplier form JIT partnerships JIT partnerships eliminate Unnecessary activities In-plant inventory In-transit inventory Poor suppliers,Suppliers,22,Few Nearby Repeat b
15、usiness Analysis to enable desirable suppliers to become or stay price competitive Competitive bidding mostly limited to new purchases Buyer resists vertical integration and subsequent wipeout of supplier business Suppliers encouraged to extend JIT to their suppliers,Characteristics of JIT Partnersh
16、ips Suppliers,23,Characteristics of JIT Partnerships Quantities,Steady output rate Frequent deliveries in small-lot quantities Long term contract agreements Minimal paperwork Delivery quantities fixed for whole contract term Little or no permissible overage or underage Suppliers package in exact quantities Suppliers reduce their production lot sizes or store unreleased material,24,Minimal product specifications imposed on suppliers Help suppliers to meet quality requirements Close
