Total Quality Management

JIT Manufacturing through Waste Elimination

Seven Basic Types of Waste

1. 2. 3. 4. 5. 6. 7. Transportation waste Process Waste Inventory Waste Waste of motion Waste from product defects Waiting time Overproduction

Common Causes of Waste

Layout Long setup time Incapable processes Poor maintenance Poor work methods Lack of training

Just In Time

Developed by Taiichi Ohno, Former President of Toyota Motor Co. of Japan Taiichi Ohno IBM Continuous flow manufacture Shewhart Hewlett-Packard Stock-less production GE Management by sight Boeing Lean manufacturing Motorola Short cycle manufacturing Japanese The Toyota Production System manufacturers Zero inventory Other terms Synchronous manufacturing Material as needed Kan-ban system

Crosby Feigenbau m Ishikawa Taguchi Shigeo Shingo

JIT Definition
JIT is an approach that seeks to eliminate all sources of waste in production activities by providing the right part at the right place at the right time
JIT means: Producing the quantity of units that is needed, no more, no less Producing them on the date and at the time required, not before and not after That a supplier delivers the exact quantity demanded, at the scheduled time and date

Concepts of JIT
Elimination of Waste and Variability
Waste: Anything that does not add value Products stored, waiting in queue and defective products Variability: Any deviation from the optimum process that delivers perfect product on time, every time

Pull versus Push system

Pull System for JIT

Manufacturing cycle time (or throughput time)

Time between the arrival of raw materials and the shipping of finished products JIT helps in reducing this time

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

What is Kanban?
Japanese Word: Card or Visible Record 1. Production Kanban 2. Conveyance/ Withdrawal Kanban

Toyota Kanban System

Physical control system consisting of cards and containers Means of communicating within, to and from a work centre Replace all written work orders, move tickets and routing sheets

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

SMED
Single Minute Exchange of Dies
Ex. auto plants - change dies or tools: U.S. 4 4 hours - 4 Japan (Toyota) 1 - 4 minutes 1 4 Setup Time

Single digit Setup (Minutes)

One touch Setup (<4 minute to change)

SMED
Setup reduction Elements Internal Setup
Setup while machine idle

External Setup
Setup while machine busy

Adjustment
Run-ins, calibration

SMED Process
Study current process
As is

Video tape Convert internal to external setup Eliminate the need for Adjustment Eliminate need for fastening Goal
Setup time < 10 minutes

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

The 5-S Method

Seiko - Sort ( Proper arrangement ) Seiton - Stabilize ( Systematic or Orderliness ) Seiso - Shine ( Sweep or clean-up ) Seiketso - Standard ( Personal cleanliness ) Shitsuke - Sustain ( Self-discipline )

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

Quality at Source
Targeting efforts to improve quality at the activities that produce it Forces every person involved in a conversion process to recognize his/her role as a supplier to one or more internal or external customers

3 Techniques
Jidoka
Autonomation

Stop and Fix/ Line Stop System Andons/Trouble System

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

Standardization/Simplification
Eliminate inherent sources of variance Eliminate opportunity for human discretion error Cycle of Improvement
Standardize

Implement new methods

Expose problems

Solve problems

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)

Supplier Partnerships
Reliance on suppliers for
Problem solving expertise Quality at the source Timely communication Participants in cost reduction programs

Tools of JIT
Kanban system or Pull Scheduling Set up Reduction (SMED) Lean Production Poka-Yoke Quality at the source Standardization and Simplification Supplier Partnerships Reduced transaction processing Kaizen (Continuous improvement)