Professional Documents
Culture Documents
roots in Japanese cultural, geographic, and economic history space and resource limitations conservation as opposed to throw-away throwsystems-oriented as opposed to the systemsreductionist scientific roots Toyota Motor Company
taken from the ideas and practice of Sakichi Toyoda applying human intelligence to machines was the only way to make machines work for people
habit of watching:
The textile industry at that time was not as large as todays. Mostly, older women wove at home by hand. In my village, every family farmed and each house has a hand-weaving machine. Influenced by handmy environment, I gradually began thinking about this hand-weaving handmachine. Sometimes, I would spend all day watching he grandmother grandmother next door weaving. I came to understand the way the weaving machine worked. The woven cotton fabric was wound into a thicker thicker and thicker roll. The more I watched, the more interested I became. became. (1888 spring, Sakichi at the age of 20)
Autonomation
Examples of Autonomation
contact method limit switches or electric eyes used to detect differences in the size of shape of the product to check for the presence of specific types of defects (..figure..) altogether method unless all of the beams have been interrupted, the stopper will not release the box (..figure..)
Just-in-time
came from Kiiciro Toyoda Sakichi Toyoda visited America for the first time in 1910 Ford Production System Supermarkets Sakichis wishes to go into the business of cars
Implementing JIT
Kanban is a tool for realizing just-in-time. For this tool to just-inwork fairly well, the production process must be managed to flow as much as possible. Other important conditions are leveling production as much as possible and always working in accordance with standard work methods. A. Production smoothing B. Capacity buffers C. Setup reduction D. Cross training and plant layout E. Total quality management
A. Production Smoothing
JIT requires a relatively smooth production plan the sequence in which products are manufactured need not match the sequence in which they will be purchased by customers developing a level FAS (final assembly schedule) smoothing aggregate production requirements sequencing final assembly
Smoothing example
Monthly production = 10,000 units 20 working days / month FAS (final assembly schedule) = 500 units/day if there are 2 shifts: 250 units/shift if 1 shift = 480 minutes, the average time between outputs = 480/250 = 1.92 min/unit ==> repetitive manufacturing environment
example (continued)
Product A: 5,000 units Product B: 2,500 units Product C: 2,500 units A-B-A-C-A-B-A-C-A-B-A-C-.. Such mixed model production is not possible with large setup time TAKT time for A = 2 x 1.92 = 3.84 min TAKT time for B and C = 4 x 1.92 = 7.68 min
B. Capacity Buffers
schedule the facility to less than 24 hours per day two shifting - separated by a down period (4-8-4-8) (4an alternative to the WIP buffers
C. Setup Reduction
Single minute exchange of dies (SMED) (SMED) Internal setup vs. External setup Four basic concepts for setup reduction: Separate the internal setup from the external setup. Convert as much as possible of the internal setup to the external setup. Eliminate the adjustment process. Abolish the setup itself.
D. Cross Training
Multiskilled workforce increases a JIT systems ability to cope with product mix changes other exceptional circumstances Daily rotations to keep multiple skills sharp. to reduce boredom and fatigue on the part of the workers. to foster an appreciation for the overall picture on the part of everyone. to increase the potential for new idea generation with involvement of more people.
U-shaped lines one worker can see and attend all of the machines with a minimum of walking. flexibility in the number of workers leads to easy adjustments to respond to changes in production requirements. a single worker can monitor work entering and leaving the cell, thereby facilitating JIT flow. workers can conveniently cooperate to smooth out unbalanced operations and address other problems as they surface. Cellular layout
Plant Layout
Inbound Stock
Outbound Stock
Kanban
comparison of MRP and kanban two-card kanban system twoone-card kanban system one(..figures..)
Kanban Rules
1. The subsequent process should withdraw the necessary products from the preceding process in the necessary quantities at the necessary point in time. 2. The preceding process should produce its products in the quantities withdrawn by the subsequent process. 3. Defective products should never be convened to the subsequent process. 4. The number of Kanbans should be minimized. 5. Kanban should be used to adapt to small fluctuations in demand (fine-tuning of production by Kanban). (fineKanban).
the Japanese originators of JIT did balance these tradeoffs - but subtly, artfully, and in the context of their specific manufacturing environment.