MGT 5103 TU Improving Just in Time Manufacturing Operations Analysis

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MGT 5103

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I'm working on a case studies case study and need an explanation and answer to help me learn.

you wrote About these articles in these chapters before. choose one article in these chapters that you didn't Wright About 

Article Summary

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paste the article, instead, you need to provide 3-5 paragraphs, minimum, breakdown.

Ethics Lessons

Compare the article to the concepts you are learning in class and through the textbook.

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JUST-IN-TIME/LEAN PRODUCTION Chapter 7 1 The Two Rival Production systems 1. MRP production systems 2. Just-in-time (JIT) manufacturing • Popularity of JIT – JIT conversion success testimonials • Harley-Davidson and Hewlett-Packard 2 Just-in-time (JIT) Philosophy • Just-in-time (JIT) is not just a set of tools but rather a philosophy • The JIT philosophy is based on – Elimination of waste – Continuous improvement • Example of the JIT philosophy applied to a firm – Just-in-time (JIT) Production – Just-in-time (JIT) Purchasing 3 Just-in-time (JIT) Production • A powerful management tool – Based on planned elimination of all waste and on continuous improvement – Also referred to as lean production – Applied to repetitive manufacturing processes • Reduces – – – – • Inventory levels Variability Delivery lead times Setup costs Thus, improving product quality 4 Just-in-time (JIT) Production (cont.) • Originated as Toyota’s manufacturing philosophy – More than a set of techniques or procedures – Requires the change of the entire organization’s culture • Kotter’s eight steps of change • Different Views of JIT – Lean production – Conventional reorder-point system with extremely small lot sizes – Pull system 5 Conceptual Framework of JIT Production Practices Uniform Production Kanban Production Control Supplier Development Quick Set-up Concurrent 1. 1. Concurrent Problem Problem Solving Solving 2. 2. Performance Measuring Performance Small Lots Measuring Multifaceted Work Force Preventive Maintenance Shorten Lead Time 6 Kotter’s 8 Steps of Change Step 8: Create a new culture Step 7: Don’t let up Step 6: Produce short-term wins Step 5: Empower others to act Step 4: Communicate for understanding and buy-in Step 3: Develop the change visions and strategy Step 2: Put together the guiding team Step 1: Create a sense of urgency 7 Definition of Lean Production System • A set of several manufacturing practices including – – – – worker empowerment process focus pull production continuous improvement • The main objective – Satisfy customer needs on the highest possible level through the elimination of waste 8 Lean as a Set of Bundles • A set of several manufacturing practices bundles including – Just-in-time (JIT) – Total quality management (TQM) – Total productive maintenance (TPM) – Human resource management (HRM) 9 Lean Waste (Muda) • Eliminate these 8 types of waste (muda) 10 Lean Production and kaizen • Continuously improve the value of the products and services • Kaizen Event – Focusing on specific areas for improvement – Identify and eliminate waste that is otherwise hidden • Paper kaizen – By design, eliminate waste from the process – Always brake down work into work elements 11 Paper kaizen guidelines Do not include – any walking as a work element. – any out-of-cycle work for operators as work elements. – operators waiting for machines to cycle as a work element. – time for removing finished parts from machines wherever you automation could be used. 12 Value-stream mapping (VSM) • Creates a visual map of every work element involved in the flows throughout the supply chain – the current state – the future state – implementation plan • A Lean tool used to eliminate waste as a first step during the kaizen event 13 Critical elements of JIT Purchasing • Reduced order quantities – Small lot sizes for production • Reduction in Order Costs Traditional Approach JIT Approach Negotiation Open-Order Status Paperwork Expediting Receiving Count Receiving Inspection Transportation 14 Critical elements of JIT Purchasing (cont.) • Reduced lead times Traditional Approach JIT Approach Paperwork Lead Time Manufacturing Lead Time Transportation Lead Time Receiving and Inspection 15 Critical elements of JIT Purchasing (cont.) • Frequent and “on-time” delivery schedules – Small lot sizes and low ordering costs – Very narrow delivery windows • High quality of incoming materials – Responsibility of supplier • Reliable suppliers – Considerably smaller supplier base 16 JIT Purchasing Advantages Reduced inventory levels Improved lead-time reliability Scheduling flexibility Improved quality and customer satisfaction • Reduced costs of parts • Constructive synergies with suppliers • • • • 17 Is the performance of Just-intime (JIT) Universal? • Reasons for JIT adoption failures – Cultural differences – Geographical dispersion of suppliers – Supplier power – Different management styles 18 Just-in-time (JIT) and Environment • Cultural Fit – Need a culture that facilitates cooperation and harmony between organizations – Difference between cooperate cultures of Japan and USA • Low Variability in Demand 19 Elements of Successful JIT Organization Process Elements 1. Elimination of waste 2. Continuous improvement 3. World-class customer service 4. Set-up time reduction 20 Elements of Successful JIT Organization (cont.) Conceptual Elements 1. The passion for operational efficiency 2. Treating people as valuable assets 3. Designing quality into culture 4. World-class supply chain partnerships 21 Elements of Successful JIT Organization (cont.) Strategic Elements 1. A well-conceived plant and equipment strategy 2. A lean manufacturing strategy 3. A level production strategy 22 JIT Implementation Steps 1. Complete commitment from top management is needed 2. Involve the work force 3. Reduce set-up time 4. Implement level production 23 JIT Implementation Steps (cont.) 5. Reduce lot sizes throughout the production process 6. Make capacity adjustments in each department 7. Remove WIP inventories from the storage room to the production floor 8. Extend JIT philosophy to suppliers 24 JIT Implementation Steps (cont.) 9. Assist suppliers with quality assurance 10. Negotiate long-term supplier contracts 11. Remove purchased inventory from store-room and place it on the shop floor 25 Questions? 26 PUSH AND PULL PRODUCTION SYSTEMS Chapter 8 1 Push and Pull Production Systems • Alternative systems for executing the production process – When should the next unit of production be made? • The 3 systems – Push system – Pull system – Hybrid production • Combination of push and pull 2 Push Production Planning System • Characteristics – Material flow is guided by forecasts of demands – Specific inputs used to guide material flow • Master schedule, Bill of material file, Inventory records, Output reports – Independently optimized serial operations • Objectives – Minimize inventory investment – Maximize facility and worker utilization 3 Traditional Production Planning System (Push System) Master Schedule Waste: Increased work-in-process inventory & Waiting Time WC II WC II WC 4 Pull Production Planning System • Characteristics – Material flow is determined by the need of the downstream workstation. • When and how much output is requested? • When the finished work moves to the next station? – Control is transferred from the beginning of the line to the end • Objectives – Minimize the number of items pulled at the same time to that only needed to manage natural variation – Ideal pull is a single piece flow 5 Pull Production System Customer Master Schedule WC I WC I WC 6 Push vs. Pull • The weakness of a push system (MRP) – Accurate forecast of customer demands and production lead times is essential – Faster earlier operations increases the levels of inventory at the succeeding work • The weakness of a pull system (Kanban) – Each station in the process must be able to respond quickly to requests for more materials – It is essential that the JIT production philosophy is essential is followed • E.g. short setup times and small lot sizes 7 The Difference Between Push and Pull • The 3 General ways of distinguishing pull from push – Order release – Information flow – Shop floor WIP (work-in-process) inventory • Pure push system – The central planning system initiates Materials flow – No controlling WIP level • The distinction is not always clear 8 Is this System Function Push or pull? • System Functions and assumptions of their nature – JIT – Kanban – MRP Pull Pull Push • Assumptions are not always true – At the shop floor level • Kanban system functions as a pull system • MRP functions as a push system – At other levels • Distinction between push and pull is more ambiguous 9 Hybrid production System • Using both push and pull production systems at different level – Push: material planning and procurement emphasis – Pull: shop floor scheduling emphasis • Select different approaches to enhance both material planning and shop floor scheduling efficiencies 10 JIT Kanban Production Phasing System (Pull System) • Basic kanban production system – A kanban card is an easily understood, visual signal – Containers Kanban Work Station Kanban Work Station 11 Dual-card Kanban System • The 2 types of Kanban – Production kanban – Withdrawal kanban • Common Dual-card kanban rules 1. No parts are made without a production kanban 2. One kanban per container 3. Standardized Containers and loads 12 Kanban Cards and WIP • The upper bound on the work in process inventory (WIP) is set by the number Kanban Cards. – Feature of a dual-card kanban system – Enables systematic productivity improvements Work Station 1 Kanban 10 Work Station 2 Maximum 10 containers’ worth of work between process 1 and 2 at any time 13 Kanbans and Systematic Productivity Improvements • Buffer inventory is used to protect against uncertainty and inefficiencies – Buffer inventory hides process problems – Ideal situation for JIT is no buffer inventory – However, no buffer inventory is not practical in most cases • Using Kanbans for improvements – The number of Kanbans equates to the maximum buffer inventory size – Minimizing the number of Kanbans available will reveal problems that need to be resolved • Accidents, machine breakdowns, production delays, defective products 14 Determining the Number of Kanban Cards Number of kanbans (N)= average demand during lead time 𝒅 ∗ 𝑳 + safety stock(S) Container size(𝑪) N : number of kanbans or containers d : average demand during a given period L : lead time S : safety stock C : container size 15 Example: Number of Kanbans • How many kanbans are required for the bottling process? – Average of 90 bottles/hour output (d) – Container size six bottles (C) – Lead time of 20 minutes (L) – Safety stock level of 10 percent (S) N= 𝟗𝟎×𝟎.𝟑𝟑 + 𝟗𝟎×𝟎.𝟑𝟑×𝟎.𝟏𝟎 𝟔 = 𝟓. 𝟒𝟒 16 Examples of Pull Production Rules • Only withdraw in specific quantities at a specific point in time • Produce in the quantities withdrawn by the subsequent process • Defective products should never be dispatched • Minimize the number of kanbans • Rebalance and revise the whole system when demand fluctuates with more than 10 percent 17 Questions? 18
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Explanation & Answer

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Running head: ARTICLE REVIEW

1

Name
Date
MGT 5103 – Article Review on Just in Time Production

Professor Williams
Improving Just-in-Time Manufacturing Operations by Using Internet of Things Based Solutions
(2016)

ARTICLE REVIEW

2
Summary

Improving Just-in-Time (JIT) Manufacturing Operations by Using Internet of Things
Based Solutions (2016) is an article written by Yuchun Xu and Mu Chen to improve the
manufacturing process by tackling some challenges the methodology faces. The articl...

oraghgbe22 (15956)
Rice University

Anonymous
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