ISE314 Ch26

Ch 26 Just-In-Time and
Lean Production
Sections:
1. Lean Production and Waste in Manufacturing
2. Just-in-time Production Systems
3. Autonomation
4. Worker Involvement
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Automation, Production Systems, and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. 1
What is Lean Production?
Lean production means doing more work with fewer

resources
Adaptation of mass production in which work is
accomplished in less time, smaller space, with fewer
workers and less equipment
Based on the Toyota Production System
The term "lean production" was coined by researchers
at Massachusetts Institute of Technology
1
Structure of Lean Production System
Taiichi Ohno's
structure of the
Toyota Production
System
Activities in Manufacturing
1. Actual work - activities that add value to the product

2. Auxiliary work - activities that support the value-adding
activities
3. Muda (waste) - activities that neither add value nor
support the value-adding activities
2
Muda (Waste)
Taiichi Ohno’s seven forms of waste:

1. Production of defective parts
2. Production of more parts than needed (overproduction)
3. Excessive inventories
4. Unnecessary processing steps
5. Unnecessary movement of people
6. Unnecessary handling of materials
7. Workers waiting
Keys to Eliminating Waste
1. Just-in-time production
2. Autonomation (automation with a human touch)
3. Worker involvement
3
Just-In-Time Production
Production and delivery of exactly the required number of

each component to the downstream operation in the
manufacturing sequence just at the moment when the
component is needed
Minimizes:
Work-in-process
Manufacturing lead time
Requisites for JIT
1. A pull system of production control

2. Setup time reduction for smaller batch sizes
3. Stable and reliable production operations
4
Pull System of Production Control
A system in which the order to make and deliver parts at

each workstation in the production sequence comes from
the downstream station that uses those parts
JIT is based on a pull system of production control
Alternative is a push system in which parts are produced
at each station irrespective of the immediate need for
those parts at the downstream station
Kanban System
Toyota’s way of implementing a pull system of

production control
Kanban means “card” in Japanese
Two types of kanbans:
1. Production kanban – authorizes upstream station to
produce a batch of parts
2. Transport kanban – authorizes transport of the
parts to the downstream station
5
Operation of a Kanban System
1. Station i + 1 removes next P-kanban from dispatching rack. This

P-kanban authorizes it to process a container of part b. A
material handling worker removes the T-kanban from incoming
container of part b and takes it back to station i.
1. At station i, the material handling worker finds the container of

part b, removes the P-kanban and replaces it with a T-kanban.
He then puts the P-kanban in the dispatching rack at station i.
6
1. The container of part b that was at station i is moved to station

i + 1 as authorized by the T-kanban. The P-kanban for part b at
station i authorizes station i to process a new container of part
b, but it must wait its turn in the dispatching rack. Scheduling of
work at each station is determined by the order of P-kanbans.
Setup Time Reduction
Starting point in setup time reduction is recognition that

the work elements in setup are of two types:
1. Internal elements – can only be done while the
production machine is stopped
2. External elements – do not require the machine to be
stopped
7
External Work Elements
Can be accomplished while previous job is still running

Strategy:
Design the setup tooling and plan the changeover
procedure to permit as much of the setup as
possible to consist of external elements
Examples:
Retrieve tooling for next job from tool crib
Assemble tools for next job
Reprogram machine for next job
Internal Work Elements
Use time & motion study and methods improvement to

minimize the sum of the internal work element times
Use two workers rather than one to accomplish the
changeover
Eliminate adjustments in the setup
Use quick-acting fasteners rather than bolts and nuts
Use U-shaped washers instead of O-shaped washers
Design modular fixtures consisting of a base plus insert
tooling that can be quickly changed for each new part style
Base part remains attached to production machine
8
Examples of Setup Reduction
Setup time
Equipment type Before After Reduction
1000 ton press 4 hr 3 min 98.7%

Transfer line 9.3 hr 9 min 98.4%
Punch press 2 hr 3 min 97.5%
Machine tool 6 hr 10 min 97.2%
45 ton press 50 min 2 min 96.0%
Stable and Reliable

Production Operations
Production leveling - distribute changes in product mix and
quantity as evenly as possible over time
On-time delivery of components
Defect-free components and materials
Reliable production equipment
Workforce that is cooperative, committed, and cross-
trained
Dependable supplier base
9
Autonomation
“Automation with a human touch”

Production machines operate autonomously as long as
they are functioning properly
When they do not function properly (e.g., they produce a
defect), they are designed to stop
Autonomation topics:
1. Stop the process
2. Error prevention
3. Total Productive Maintenance (TPM)
Stop the Process
“Jidoka”
Japanese word meaning machines that are designed to
stop automatically when something goes wrong
Stop the process when:
Defective parts are produced
Required production quantity has been completed
Avoids overproduction
10
Error Prevention
“Poka-yoke”
Japanese word meaning prevention of errors using low
cost devices to prevent or detect them
Common mistakes in manufacturing:
Omitting processing steps
Incorrectly locating a part in a fixture
Using the wrong tool
Neglecting to add a part in assembly
Poka-Yoke Functions
Performs 100% inspection for the following:

Workpart deviations
Processing and methods deviations
Counting and timing functions
Verification of steps during work cycle
When an error or other exception is identified, the poka-
yoke responses are either or both of the following:
Stops the process when an error or problem is detected
Provides an audible or visible warning to alert operator
and other workers
11
Total Productive Maintenance
Goal: zero breakdowns

TPM = integration of preventive and predictive
maintenance to avoid emergency maintenance
Emergency maintenance = repair equipment that
breaks down
Preventive maintenance = routine repairs to avoid
breakdowns
Predictive maintenance = anticipating malfunctions
before they occur
Equipment Availability Curve
Typical U-shaped availability curve for a piece of

equipment during its life
12
Overall Equipment Effectiveness
Measure that includes availability (reliability), equipment

utilization, yield of good product, and operating capability
OEE = A U Y ros
where OEE = overall equipment effectiveness
A = availability (proportion uptime)
U = equipment utilization (time equipment is used relative
to available time)
Y = yield of good product = 1 - q, where q = fraction defect
rate
ros = operating capability (actual speed / design speed)
Worker Involvement
Components:
Continuous improvement
Visual workplace
Standard work procedures
Total productive maintenance
13
Continuous Improvement
“Kaizen”
Japanese word meaning continuous improvement of
production operations
Usually implemented by worker teams, sometimes called
“quality circles”
Encourages worker sense of responsibility
Allows workers to gain recognition among colleagues
Improves worker’s technical skills
Visual Management and 5S
Principle: the status of the work situation should be

evident just by looking at it
Objects that obstruct the view are not allowed
Build-up of WIP is limited to a specific height
Andon boards located above the assembly line indicate
the status of the workstations
Worker training includes use of photos and diagrams to
document work instructions
14
Worker Involvement through 5S
Japanese word English equivalent

Seiri Sort
Seiton Set in order, simplify access
Seiso Shine, sweep, scrub
Seiketsu Standardize
Shitsuke Self-discipline, sustain
Standardized Work Procedures
Three components:
1. Cycle time – actual time required
“Takt time” – reciprocal of demand rate adjusted for
available shift time
2. Work sequence
Basically the same as a standard method
3. Standard work-in-process
Minimum number of parts to avoid waiting of
workers
15
Takt Time and Cycle Time
Takt time defined

Ttakt = EOT / Qdd
where Ttakt = takt time
EOT = effective daily operating time
Qdd = daily quantity demanded
In the Toyota Production System, the work must be
designed so that the operation cycle time is consistent
with the takt time
Standard Operations Routine Sheet

Shows the machines that must be visited by
the worker during each work cycle
16
U-shaped Work Cell
Allocation of work at nine machines between three workers

in a production work cell
Operations Routine Sheets
Allocation of
work at nine
machines for
three workers
in a production
work cell
17
Standard Work-In-Process Quantity
Defined as the minimum number of parts necessary to avoid

workers waiting
Factors that affect the standard WIP quantity:
If quality inspections must be performed as distinct
steps, then additional parts must be provided
If processing includes heating of parts, then additional
parts must be provided for heating and cooling time
If the worker's work sequence is in the opposite
direction of the part processing sequence, then at least
one workpart must be held between machines to avoid
waiting time
18

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Ch 26 Just-In-Time and

What is Lean Production?

 Lean production means doing more work with fewer

1. Actual work - activities that add value to the product

Taiichi Ohno’s seven forms of waste:

Keys to Eliminating Waste

Production and delivery of exactly the required number of

Requisites for JIT

1. A pull system of production control

A system in which the order to make and deliver parts at

 Toyota’s way of implementing a pull system of

1. Station i + 1 removes next P-kanban from dispatching rack. This

Operation of a Kanban System

1. At station i, the material handling worker finds the container of

1. The container of part b that was at station i is moved to station

Setup Time Reduction

 Starting point in setup time reduction is recognition that

 Can be accomplished while previous job is still running

Internal Work Elements

 Use time & motion study and methods improvement to

1000 ton press 4 hr 3 min 98.7%

Stable and Reliable

 “Automation with a human touch”

Stop the Process

 Performs 100% inspection for the following:

 Goal: zero breakdowns

Equipment Availability Curve

Typical U-shaped availability curve for a piece of

 Measure that includes availability (reliability), equipment

Visual Management and 5S

 Principle: the status of the work situation should be

Japanese word English equivalent

Standardized Work Procedures

 Takt time defined

Standard Operations Routine Sheet

Allocation of work at nine machines between three workers

Operations Routine Sheets

Defined as the minimum number of parts necessary to avoid

Anda mungkin juga menyukai

Lean production means doing more work with fewer

Toyota’s way of implementing a pull system of

Starting point in setup time reduction is recognition that

Can be accomplished while previous job is still running

Use time & motion study and methods improvement to

“Automation with a human touch”

Performs 100% inspection for the following:

Goal: zero breakdowns

Measure that includes availability (reliability), equipment

Principle: the status of the work situation should be

Takt time defined