12-rules for designing a jit production system

Based on (Black, 2007. Design rules for implementing the Toyota Production System).

1Prepared by Dr. ule Itr SATOLU

Purpose So far, we have seen several tools and techniques for

making a company more lean.

Now, lets see how these tools, techniques or principles must be implemented in an integrated way and how must be implemented in an integrated way and how they serve.


Preliminary Steps All levels in the plant, from the production

workers to the president, must be educated in lean production philosophy and concepts and understand how lean is different from mass.understand how lean is different from mass.

Top down commitment and involvement is critical.

Top management must understand that lean design will lead to financial decisions that are opposite to current management accounting practices.


Preliminary Steps The selection of measurable parameters that will track

the change is critical.

Everyone must be committed to the elimination of waste.waste.

The internal customer must be trained to find waste and think about ways to eliminate waste and do this continuously.


Preliminary Steps The company must spread the success and reward the

teams.

The company must spread the success and reward the teams. The company must share the gains with those teams. The company must share the gains with those who contributed. Many companies feel that bonus payments are the best way to reward people.


Design Rule 1Level and balance the

manufacturing system,Smooth the material flow

(Monden 1983): Leveling involves the

Establish the daily demand Develop mixed model final

assembly; takt time Balance the output from

the suppliers Leveling involves the development of mixedmodel final assembly.

Balancing is getting the output from the cells to match the needs of final assembly.

the suppliers Develop single-piece flow

in subassemblies Sequence subassemblies

with order of assembly


Design Rule 2Design or reconfigure the manufacturing system

Design/implement manufacturing cells (Black 1991)

Standard work for operators in cells


Design Rule 3 Setup reduction,

changing methods and designs to reduce setup time (Shingo 1985):

Teach everyone SMED

Develop one touch setups in the cells

Operators perform Setup time is delay time.

Affects lot size.

Optimum lot size is one. Use SMED because it permits small lots and creates flexibility.

Operators perform changeovers


Design Rule 4 Integrate quality

control into the manufacturing system (Shingo 1986):

Inspect to prevent defects.

Use the seven (7) tools for quality control and (Shingo 1986):

Inspection to prevent the defect from occurring (pokayokes).

for quality control and line stop

Teach everyone quality

Zero defects via Design Rule 3


Design Rule 5 Integrate preventive

maintenance (Nakajima 1988):

Do the machines and people behave reliably?

Machines designed for reliability using TPM (Nakajima 1990)

Operators solve problems

Operators perform daily people behave reliably?

Design equipment to be reliable.

Design methods to check people and methods for people to check machines, identify and solve problems.

Operators perform daily maintenance


Design Rule 6 Integrate production

control, link the cells, pull material to final assembly:

Control the where,

Link the cells

Pull material to final assembly

Kanban drives the Control the where,

when, and how much material.

This is integrated production control or kanban.

Kanban drives the production


Design Rule 7 Integrated inventory

control:

Reduce the WIP in the links that connect the

Gradually decrease inventory from links

Expose problems

Solve problem, improve links that connect the cells.

Solve problem, improve system throughput time.


Design Rule 8 Integrate the suppliers: make them JIT

manufacturers just like you:

Suppliers become partners. Relationship built on trust.

Teach suppliers steps (rules) 1 to 7 Teach suppliers steps (rules) 1 to 7


Design Rule 9 Autonomation: autonomous control of quality

and quantity within the manufacturing system:

Automate the integrated pull manufacturing system.

Design/implement lean manufacturing cells Design/implement lean manufacturing cells

Apply computers, robots,automation.


Design Rule 10 Design the lean enterprise

Design new products concurrently with customers in mind.

Design/implement lean manufacturing with lean Design/implement lean manufacturing with lean machine tools.


Source: Feld, W., 2001. Lean Manufacturing: Tools, Source: Feld, W., 2001. Lean Manufacturing: Tools, techniques, and how to use them. CRC Press.

Prepared by Dr. ule Itr SATOLU 17

Lean Conversion Roadmap We talked about the design rules above.

What are the steps that must be taken by a company that decided to make a lean conversion?that decided to make a lean conversion?

What tools and techniques must be implemented?


Phase-1: Lean Self Assessment The first step required on this lean journey is to

recognize where we are currently.

In order to understand the current situation, a self-assessment that will provide a sounding board or assessment that will provide a sounding board or reflective mirror for our operating condition.

It is this story line that must be communicated to the organization in order to win support for a change program.

Leaders need to inform the entire organization as to the scope of what they are changing and why.


Phase-1: Lean Self Assessment

After having gone through the self-assessment and reaching agreement that there is a need for change, the next step is to assemble a team to design, develop, and deploy the lean manufacturing program.

The team will need to generate two key documents: a The team will need to generate two key documents: a project charter and project milestone plan.

The charter defines the projects purpose, objectives,

and outcomes.

The milestone plan: major events of the project and their sequence, and the time frame for completion.


Lean Conversion Roadmap


Phase-1: Lean Self Assessment In this phase, the team tries to understand where areas

of opportunity and leverage points exist within the business.

They begin building the story line for not only why the They begin building the story line for not only why the

business needs to change but also where and how much.

This assessment looks at process performance issues by identifying waste or muda opportunities that exist within the business.


Phase-2: Current State Gap Then, a second debriefing is conducted with executive

management to report the findings and gain approval to move on to the phase of Current State Gap.

The Current State Gap provides the baseline measure of where the company is today.of where the company is today.

In this phase, the team:

Receives training in process value analysis (PVA), lean manufacturing principles, and lean analysis tools

Establishes process linkages through material and information flow mapping

Quantifies where opportunities exist for waste elimination


Phase-2: Current State Gap Generates design criteria based on the marketplace

Creates a SIPOC (supplier-input-process-output-customer) map of all the major operational processes in order to understand customer/supplier relationships and required inputs and outputs that trigger these processesrequired inputs and outputs that trigger these processes

Analyzes current performance levels in production lossfunction and waste elimination opportunities in order to prioritize implementation sequence

Develops a quick hit list for short-term improvements and establishes a baseline for demonstrated improvement


Phase-2: Current State Gap


Phase-3:Future State Design

After investing 3 to 6 weeks to gain an understanding of the current state, a management debriefing is conducted to inform executive management as to what was discovered.

Executive management approval allows passage to the Executive management approval allows passage to thethird phase, which is focused on the Future State Design.

In this phase, the project team puts together an overall concept design of how the site should operate.

This phase will take appr. 2 to 3 weeks and includes:

Determining what product groupings exist and how they should be produced



Producing a block layout for the plant

Analyzing product demand behaviors and material/information flow

Providing team training for the overall operations Providing team training for the overall operations management structure (possibly site visits) and exposureto different manufacturing architectures

Confirming the concept design with major process owners

Developing a new demand management process for logistics


Phase-3:Future State Design At the second half of phase-3, the a detailed design

conducted, concerning:

Shopfloor staffing plans

Cell workload analysis

Transition strategy Transition strategy

Implementation plan

Defined exit criteria

Shopfloor organization roles and responsibilities

Confirmation of the detail design with major process owners

Shopfloor training program

Communication programPrepared by Dr. ule Itr SATOLU 29

Phase-4: Implementation Now that the team has spent the last 9 to 15 weeks on

assessment, analysis, design, and planning, it is time for the real action to begin.

Implementation phase carried out through a series of Implementation phase carried out through a series of Kaizen events.

Once the cell is performing at the desired level (first stage completed) and has passed the audit, the cell team is allowed to pursue the second stage.


Phase-4: Implementation


Phase-4: Implementation For example Stage-1 implementation includes:

Establishing the baseline cell design

Balancing the cell to takt time

Documenting the standard work content

Establishing visual controls

Creating the operating rules

Introducing intra-cell material pull

Defining team roles and responsibilities


Expected Benefits


Implementation of Lean Techniques


Conclusion We have seen the tools and the techniques This is an

endless journey.

There is always chances of improvement for the production system to become more lean.production system to become more lean.

Continuous improvement: Kaizen


12-rules for designing a jit production system

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