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Manufacturing History
After World War II, U.S. was dominant manufacturing
power
Japan needed to rebuild infrastructure from wartime and
also deal with raw material scarcity
Waste and inefficiency could not be tolerated
Philosophy of Manufacturing
Make to Stock (MTS): Build as long as there is stock
Make to Order (MTO): Build only if an order exists
Assemble to Order (ATO): Assemble only if order exists
Toyota Approach
Terms
Muda: Waste and inefficiency
Pull system: Manufacturing only when demand is present
Kanban: Manual signal system used to control movement
JIT/Lean Production
Just-in-time (JIT): Repetitive production system in which
JIT Goals
Eliminate disruptions
Make system flexible by reducing setup and lead times
Eliminate waste, especially excess inventory (Work in
Conveyance
Inefficient layout, batch production, right-size equipment
Correction
Fixing defective parts
Process (WIP)
Overproduction
Making more product than necessary
Knowledge disconnection
Lack of understanding between employees, departments,
elements
Manufacturing
planning and control
Product Design
Standard parts
Modular design
Highly capable production systems
Concurrent engineering
Process Design
Small lot sizes
Setup time reduction
Single Minute Exchange of Die (SMED)
Manufacturing cells
Limited work in process (WIP)
Quality improvement
Limit or eliminate rework
Process Design
Production flexibility
Little inventory storage
System balance
Fail-safe methods
Poka-yoke Mistake Proofing
diminished
Requires Single-Minute Exchange of Die (SMED)
Die: Referring to a mold
System Balance
Time needed for work at a process must be equal to or
System Balance
To determine Takt time:
1.
480 minutes
- 60 minutes
Working Time
420 minutes
System Balance
To determine Takt time:
2.
840 minutes
System Balance
To determine Takt time:
3.
840 minutes
160 units
Production Flexibility
Advantage of achieving Production Flexibility is the
Personnel/Organizational Elements
The direct labor force is vital for lean operations
Treat workers as assets, not equipment or automatons
Cross-trained workers
Continuous improvement
Cost accounting
Need a system that accurately assigns overhead
Leadership/project management
Pull/Push Systems
Pull system: System for moving work where a
Visual Systems
Signal to indicate status in a work area
Shout, wave
Andon light
Kanban card
Empty spot on the floor
DT 1 X
N
C
Number of containersN
Planned usage rate WC D 5000
Cycle Time
T 0.33
Efficiency Factor
X 0.02
Parts per Container
C 250
N
DT (1 + X)
C
1683
250
6.732 ~ 7
Supplier
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Product
Design
Process
Design
Eliminate waste
Minimize inventories
Personnel
Elements
Manuf.
Planning
Building
Blocks
Obstacles to Conversion
Management may not be committed
Workers/management may not be cooperative
Culture change within organization is difficult
Suppliers may resist
JIT in Service
Basic goal of the demand flow technology in the service
JIT Purchasing
New challenges
Meeting manufacturing requirements
Changing from traditional thinking and practices frequent on-time
delivery of small quantities
Long term relationships with suppliers as partners
JIT II
JIT II: the practice of allowing vendors to manage some
Elements of JIT
Smooth flow of work (the ultimate goal)
Elimination of waste
Continuous improvement
Eliminating anything that does not add value
Simple systems that are easy to manage
Use of product layouts to minimize moving materials and
parts
Quality at the source