JIT

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TIME - TWO HOURS

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ABOUT HIRANO SAN

Full name - Mr HIROYUKI HIRANO

Consultant on - JIT

Author of - JUST IN TIME - FACTORY REVOLUTION

PREACHES & PRACTICES INNOVATION

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JIT FACTORY REVOLTUION

BY

Mr HIROYUKI HIRANO

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JIT FACTORY REVOLUTION

STEPS IN IMPLEMENTING JIT PRODUCTION

STEP 1

AWARENESS REVOLUTION

MAINTENANCE & SAFETYJIDOKA-HUMAN AUTOMATION

KANBANMULTI -PROCESS OPERATIONS

QUALITY ASSURANCECHANGEOVER

VIS

UA

L C

ON

TR

OL

MA

NP

OW

ER

RE

DU

CT

ION

STEP 4

LEVELLING

STEP 2

5 S

STEP 5

STANDARDISED OPERATIONS

STEP 3

FLOW MANUFACTURING

JUST IN TIME

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TOPICS

1 INTRODUCTION

2 AWARENESS REVOLUTION

3 5S

4 FLOW MANUFACTURING

5 STANDARD OPERATIONS

6 MULTI PROCESS HANDLING

7 REDUCING WORKER HOURS

8 LEVELLING PRODUCTION

9 JIDOKA

10 CHANGEOVER

11 QUALITY ASSURANCE

12 KANBAN

13 MAINTENANCE & SAFETY


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1 INTRODUCTION

WITHIN CELL - ONE PIECE FLOW

- REDUCED SETUP TIME

- IMPROVED M/Cs TO INFORM OPERATORS ABOUT PROBLEMS

- MEASURES TO PREVENT DEFECTS & BREAKDOWNS

BETWEEN CELLS - SMALL LOTS - UNIFORM SIZE - KANBAN

- PULL CONTROL

“JIT MEANS TRIMMING LOSSES - AN ORDEAL FOR SURVIVAL”

CELL SHOULD BE FLEXIBLE

FLEXIBILITY TO ADAPT TO CHANGES IN DEMAND, PRODUCT MIX & PRODUCT DESIGN


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2 AWARENESS REVOLUTION

OPERATORS TO LEARN NEW METHODS - TRAINING

INSTALL NEW CORPORATE CULTURE

CHANGE IN THE WAY OF THINKING

ASSUME CURRENT PRODUCTION SYSTEM IS THE WORST

HAVE CLEAR POLICIES FOR RESISITANCE


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TEN COMMANDMENTS OF INNOVATION

10 - INNOVATION NEVER ENDS

1 - DISCARD FIXED IDEAS

2 - THINK HOW IT CAN BE DONE THAN, HOW IT WON’T

3 - DENY STATUS QUO

4 - DON’T SEEK PERFECTION

5 - CORRECT MISTAKES AS SOON AS THEY ARE FOUND

6 - INNOVATION NEEDS NO MONEY

7 - PROBLEMS ARE OPPORTUNITIES TO USE OUR BRAINS

8 - ASK WHY 5 TIMES

9 - IDEAS OF 10 ARE BETTER THAN KNOWLEDGE OF 1


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INNOVATION CYCLE

IMPROVEMENT CYCLE

KAIZEN

ACT PLAN

CHECK DO


INNOVATION CYCLE

KAIKAKU

ACTTARGET

DO

CHECK

PLAN

IMAGEVISION /

PICTURE / DREAM

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3 5S

SHITSUKE - DISCIPLINE

SEIRI - PROPER ARRANGEMENT

SEITON - ORDERLINESS

SEISO - CLEANLINESS

SEIKITSU - CLEANUP

WE ARE BEHIND TIMES IF WE STILL SWEEP THE FLOORS


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4 FLOW MANUFACTURING

PRODUCING ONE PIECE AT A TIME

CYCLE TIME IS THE TIME IT TAKES TO CARRY ONE PART ALL THE WAY THROUGH THE CELL

MULTI PROCESS HANDLING & SMALL INLINE MACHINES

MONTHLY QUANTITY REQUIRED

DAILY RATE =

WORKING DAYS PER MONTH

WORKING HOURS / DAY

TAKT TIME =

DAILY RATE


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5 STANDARD OPERATIONS

RULES & METHODS TO PRODUCE QUALITY PRODUCTS,

SAFELY & INEXPENSIVELY

BY EFFICIENT ARRANGEMENT OF PEOPLE, PRODUCT & MACHINES

STANDARD OPERATIONS BULLETINS & MANUALS ON WORK METHODS


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6 MULTI PROCESS HANDLING

DE-LINEATE JOBS PERFORMED BY MACHINE & OPERATORS

(MACHINES CAN WORK INDEPENDENTLY)

MAKE CELLS U SHAPED & GIVE MACHINES JIDOKA FUNCTION

OPERATORS TO STAND WHILE WORKING

TRAIN OPERATORS TO BE MULTI SKILLED

ONE OPERATOR HANDLES SEVERAL PROCESS IN A CELL


FOLLOW RABBIT CHASE - PRODUCTIVITY MAY GO UP

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7 REDUCING OPERATOR HOURS

MAKE MACHINES EASY TO MOVE BY ATTACHING CASTORS

STANDARDISE OPERATIONS SO EVERYONE CAN PERFORM THE JOB

TRAIN OPERATORS THROUGH JOB ROTATION TO BE MULTI SKILLED

DO NOT ASSIGN FIXED NUMBER OF OPERATORS TO ANY PROCESS

IT SHOULD VARY ACCORDING TO PRODUCTION QUANTITY

TO PRODUCE GOODS WITH MINIMUM NUMBER OF OPERATORS

ADJUSTING TO CHANGING MARKET REQUIREMENTS


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8 LEVELLING PRODUCTION

CALCULATE CYCLE TIMES BASED ON MONTHLY VOLUMES

MAKE CYCLE LIST BASED ON CYCLE TIME

SHORTEN CHANGEOVER TIMES

CREATE SMOOTH FLOW

INFORMATION & PARTS ARE DELIVERED TO THE LINE SEVERAL TIMES DAILY

TO PRODUCE THE SAME QUANTITY OF AN ITEM EVERY DAY


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LINE CYCLE TIME = 4.8 min / UNIT

WORK TIME = 480 min / DAY

LEVELLED PRODUCTION X = 50 - ONE IN 9.6 min

Y = 30 - ONE IN 16 min

Z = 20 - ONE IN 24 min

2000

MONTHLY REQUIRED - X = 1000

Y = 600

Z = 400

MONTHLY PRODUCTION SCHEDULE X = 50 / DAY

(20 WORKING DAYS) Y = 30 / DAY

Z = 20 / DAY

DAILY PRODUCTION SCHEDULE X = 50 - 08:00 - 12:00

Y = 30 - 12:30 - 15:00

Z = 20 - 15:00 - 16:30


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SEQUENCING OF PARTS FOR LEVELLED PRODUCTION

X - ONE IN 9.6 MINUTES Y - ONE IN 16 MINUTES Z - ONE IN 24 MINUTES

Z X Y X Y X Z X Y X Y X Z X Y X Y X Z X Y X Y X Z

4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8 4.8

4.8 9.6 14.4 19.2 24.0 28.8 33.6 38.4 43.2 48.0 52.8 57.6 62.4 67.2 72.0 76.8 81.6 86.4 91.2 96.0 100.8 105.6 110.4 115.2 120.0

At the end of 480 minutesX 50

Y 33

Z 17

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9 JIDOKA

MANUAL ----- MECHANISATION ---- AUTOMATION ---- AUTONOMATION

AUTOMATION WITH A HUMAN TOUCH

AUTONOMATION - AUTOMATIC CONTROL OF DEFECTS

INSTALL A MECHANISM ( SENSOR) IN THE MACHINE

THAT PERMITS THEM TO DETECT DEFECTS

&

STOPS THE MACHINE WHEN DEFECTS OCCUR

POKA YOKE


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10 CHANGEOVER

BOLTS ARE OUR ENEMIES

THE TIME BETWEEN THE LAST GOOD PRODUCT OF ONE TYPE TO THE FIRST GOOD PRODUCT OF THE NEXT TYPE

STEP 1 - ANALYSE CHANGEOVER

STEP 2 - IDENTIFY & ELIMINATE WASTE

STEP 3 - MAKE INTERNAL CHANGEOVERS EXTERNAL

STEP 4 - IMPROVE INTERNAL CHANGEOVERS

(Bolts tighten with one turn, eliminate adjustment…)

STEP 5 - IMPROVE EXTERNAL CHANGEOVERS

(Use charts, assign workers…..)

CHANGEOVER TIME IS THE SUM OF INTERNAL & EXTERNAL TIMES

INTERNAL - PROCESS MUST BE STOPPED TO PERFORM CHANGEOVER

EXTERNAL - TIME SPENT WHILE THE PROCESS IS RUNNING


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11 QUALITY ASSURANCE

MAINTAINING QUALITY USING OPERATORS, MANUFACTURING SYSTEM DESIGN & PRODUCTION METHODS TO SATISFY CUSTOMER NEEDS

STEP 1 - OPERATOR - Disciplined, well trained & multi skilled

STEP 2 - MATERIALS - Source control

STEP 3 - MACHINES - Pokayoke, TEI for safety & maintenance

STEP 4 - METHOD - Flow manufacturing cells & standard operations

STEP 5 - INFORMATION - Visual control


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12 KANBAN

A TOOL THAT CARRIES INFORMATION TO FACILITATE PRODUCTION CONTROL

RULES

- SUBSEQUENT PROCESS GOES TO FORMER PROCESS FOR PARTS

- FORMER PROCESS PRODUCES QUANTITY REMOVED BY SUBSEQUENT PROCESS

- QUALITY IS BUILT INTO THE PRODUCT - DEFECT NOT SENT TO NEXT PROCESS

- KANBAN ALWAYS ACCOMPANY PRODUCT - VISUAL CONTROL

- PRODUCTION QUANTITIES ARE LEVELLED TO AVOID FLUCTUATIONS

- REDUCING KANBAN REVEALS PLACES WHERE IMPROVEMENTS ARE NEEDED

PRODUCTION ORDERING KANBAN - WITHDRAWAL / CONVEYANCE KANBAN


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13 MAINTENANCE & SAFETY

4 RULES OF SAFETY

SEPARATE MACHINES FROM OPERATORS

FOLLOW SAFETY STANDARDS

FOLLOW RULES

FIND REAL CAUSES & PREVENT

3 RULES OF MAINTENANCE

CLEAN UP

OIL APPLICATION

CHECK


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HIRANO SAN

GUIDELINES

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HIRANOSAN GUIDELINES

D R E A M

CURRENT

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Use KAIKAKU in place of KAIZENKAIZEN KAIKAKU

Small change

making better

Big change

Revolution

(Continuos improvement) (Innovation)

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INTO THE NEW STAR = FUTURE

IDEAL SYSTEM AS GOOD

(inductive approach) (deductive approach)

ANALYSIS OF CURRENT CONDITIONS

Use JIT improvement in place of IE improvementIE improvement JIT improvement

INNOVATION = IN NOVA TION

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STEP : 2 SMALL FOREST

(HASHI)

STEP : 3

SINGLE TREE

(KI)

STEP : 1

FOREST

(MORI)

STEPS FOR KAIKAKUSTEPS FOR KAIKAKU

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STEP : 1 AS A WHOLE

I

D

JH

EC B A

G

F

SUPPLIER

CUSTOMER8

STEP : 3IN A MACHINE

STEP : 2 IN A CELL

I

D

JH

EC B A

G

F

STEPS FOR KAIKAKUSTEPS FOR KAIKAKU

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Guidelines

* Focus on managament benefit (Watch the forest)

IE benefit will not be much visible & require

money (Ki)

* Introduce “Rabbit chase” (including sub assembly)

* Have only one hour stock for process

* Introduce Auto door open & close

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* Introduce auto ejection of component

* Introduce auto fixture cleaning

* Have uniform cycle time

* Have single Input / Output point in a machine

* Do not have common machine for two parts in a cell

* Standardize process sign board

* Adhere to 3R (3-regulations)

1. Name 2. Quantity 3. Location

Guidelines

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* Introduce single piece work flow

1. Fix the WIP required

2. No Dango production

* Big sign board

(nick name should be decided by concerned operators)

* Have KAIKAKU board in cell

* Empty bin should be kept on bottom rack

(without reversing)

Guidelines

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* Have separate trolley for “tested ok”&“to be tested”

(Tsurube concept)

* We must figurise operator movement - operator to be on the move

(operator should stand only while working)

* Use both hands wherever required

* KIT implementation in engine assy

(for big parts which require body twist while picking & occupying more space)

Guidelines

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* Work flow line should be “straight line”

(3M I - Man, Machine, Material & Information)

No shoulder movement

(paper kept under the arm should not fall)

Loading point should be at elbow level

No up&down (DEKO BOKA)or zig-zag

* No back tracking

* No return movement without any work

(Loading & unloading should be done by the same person)

Guidelines

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* Implement the KAIKAKU points immediately

within one day - A rank

within two days - B rank

more than two days - C rank

if it is required to have time more than three days,

then plan today and have A rank for plan

Guidelines

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MUDA TORI(PROCEDURE TO REMOVE WASTE)

BIG ISLAND

STEP I - HITO ATSUMEOPERATOR GATHER

A B C

FOR PRODUCTIVITY TO IMPROVE : NEVER SMALL ISLANDS - ONLY BIG ISLAND

SMALL ISLANDS

ABC

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MUDA TORI - contd...(PROCEDURE TO REMOVE WASTE)

STEP IV - SHOUZINRESULT

STEP II - SHIGOTO ATSUMEVALUE GATHER

BCAB

STEP III - MUDA ATSUMEWASTE GATHER

TOOLCHANGE IN A BIG ISLAND - STOP ALL MACHINES AND DO

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TSURUBE(Pronounced as THU RU BE, means SUPPLY ONE, RECEIVE ONE)

IF, IN A CELL, A PART HAS TO GO OUT FOR AN INTERMEDIATE OPERATION, FOLLOW TSURUBE SYSTEM

400 Years ago

in Japan

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REVERSE FLOW OPERATION OF A CELL

GYAKUJUN - REVERSE SEQUENCING

MAN & WORK FLOW IN OPPOSITE DIRECTIONS

SEIJUN - CORRECT SEQUENCING

MAN & WORK FLOW IN THE SAME DIRECTION

OUT

2 3 4 5 6 71

2 3 4 5 6 71

OUT

IN

IN

2 3 4 5 6 71

OUT

6 5 4 3 2 17

IN

IN

OUT

WORK

MAN

WORK

MAN

JAPANESE - RANK A LINES

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DETAILS AT ENTRANCE OF A CELL

CELL NAME BOARD

WHEEL HUB CELL

TAKT TIME / CYCLE TIMETAKT TIME = 104 SECONDS

CYCLE TIME = 129 SECONDS

CELL LAYOUT

R-40

BRO

ACH

R-50

F-40

WASH R&F-30DRILL

F-10

TURNR-20

TURN

R-10

TURN

F-20

TURN

P

TR

TR

P

SHOP SIGN BOARD FOR ALL AREAS - VCS ON TOP OF BOARDS

MAN MACHINE CHART

HAND -

MACHINE -

WALKING -

WAITING -

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DETAILS AT ENTRANCE OF A CELL - contd...

PROCESS DETAILS

PROCESS No. - 10

PROCESS NAME - TURNING & FACING

CYCLE TIME - 108 SECONDS

OPERATORS NAME & PHOTO

M1007 - NAGARAJAM1033 - LOKESHA

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CELL DESIGN

LOCATION FOR TROLLIES & PALLETS TO BE CONVENIENT TO OPERATOR

TR

TR

R-40

BR

OA

CH

R-50

F-40

WA

SH

R&

F-30

DR

ILL

F-10

TURNR-20

TURN

R-10

TURN

F-20

TURN

P P

OPERATOR / PART FLOW DIRECTION TO BE ANTICLOCKWISE

OPERATOR WALKING ZONE INSIDE CELL TO BE MARKED BY WHITE LINE - FOR FREE MOVEMENT

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CELL DESIGN

OPERATOR EYE LEVEL TO BE MAINTAINED AT SAME LEVEL WITHIN THE CELL

PROVIDE REMIDER TOKENS FOR OPERATORS TO USE DURING BREAKS

OPERATOR HAND MOVEMENT TO BE AS A FLOW

NO BACK TRACKING / NO SHOULDER MOVEMENT

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CELL DESIGN - contd...

DENOTE PROCESS TIMES IN SECONDS & SETUP TIMES IN MINUTES

GAUGES TO BE KEPT ON THE MACHINE - NOT ON GAUGE STANDS

FLOW DIRECTION TO BE MARKED ON CHUTES

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LOOSE WIRES

MACHINES TO BE CLOSE TO EACH OTHER

- BRING CHECK POINTS TO REAR OR FRONT OF MACHINE

- MAKE ACCESSORIES BEHIND THE MACHINE EASILY MOVABLE

- AS A LAST OPTION MOVE MACHINES APART

DO NOT HAVE SNAKES ON THE FLOOR

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PROVIDE TAB SWITCH FOR CYCLE START

PROVIDE AUTO UNCLAMP & AUTO UNLOADING

IT IS CHEAPER TO AUTOMATE UNLOADING THAN LOADING

eg: NET TO CATCH PART WHEN CHUCK IS OPENED / EJECTOR IN THE FIXTURE WITH CHUTE TO BRING PART OUT

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OPERATOR NOT TO WATCH THE MACHINE - MAN MACHINE SEPARATE

AT EACH MACHINE OPERATOR TO LOAD PART, PICK UNLOADED PART & HIT TAB SWITCH AS HE MOVES TO NEXT MACHINE

OPERATOR TO OPERATE ALL MACHINES - MPO - RABBIT CHASE

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HAVE ALL DETAILS DISPLAYED RATHER THAN IN FILES - OPEN SYSTEM

PROVIDE WIRE IN FRONT OF MACHINES TO HANG VCS

PROVIDE PROPER ILLUMINATION TO INSIDE OF CELL

MONITOR PRODUCTIVITY OF CELL - OUTPUT / MAN

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TYPES OF CELLS

PLUS LINE

W LINE

U LINE

FLOWER LINE

T LINE

HAVE SIGNAL AT CENTER TO INDICATE TO OPERATOR WHICH CELL TO OPERATE

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ASSEMBLY

MARK IN & OUT ON SUPERMARKET STANDS TO INDICATE FLOW OF PARTS

MARK LINE ON CONVEYOR TO INDICATE START OF WORK FOR OPERATOR

TIME BETWEEN STOP OF WORK & COINCIDING OF LINE IS SLACK IN THAT STAGE

WAITING MUDA WILL BE VISIBLE

LOSS RATIO = 100 - BALANCING RATIO

TAKT TIME x TOTAL No. OF STAGESBALANCING RATIO = x 100

OPERATION TIME

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ANDONS

HIRE ANDON

CONCENTRATION

AAASDASDKRWQEOF

KJFSDKLJKFASD4FULLEMPTY

TAXI ANDON

SEPARATION

ROW BROW A

11

1816 17

64 5

1513 14

31 2

10 1297 8

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ANDONS

ALL ANDONS TO BE OF THE SAME ORDER

ALL ANDONS TO BE OF THE SAME HEIGHT - VISIBLE FROM GANGWAY TSLTC20 TC30

TSLTC20 TC30

TSLTC20 TC30

TSLTC20 TC30

PET BOTTLES - LOW COST

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THREE REGULATION FOR KEEPING PARTS

Bolts

4 Pallets

1000x4

3 - SPECIFY QUANTITY

Bolts

1 - PROVIDE LOCATION

2 - PROVIDE IDENTIFICATION / NAME BOARD

SPECIFY INVENTORY OF MATERIAL IN DAYS - INVENTORY OF WIP IN HOURS

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STORAGE OF PARTS

DO NOT KEEP PARTS BELOW KNEE LEVEL

DO NOT KEEP PARTS ABOVE EYE LEVEL

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YELLOW LINE

MARK TIGER LINE FOR CROSSING

YELLOW LINE - MEN & MATERIAL

YELLOW LINE IS A WALL

CANNOT / DO NOT CROSS IT

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YELLOW LINE

AVOID PROTRUSIONS INTO THE GANGWAY - YELLOW LINE IS A WALL

MARK ARROWS ON GANGWAYS TO SHOW WALKING DIRECTION

MARK “STOP” SIGN AT INTERSECTIONS OF GANGWAYS

STOP

ST

OP

PROVIDE CHAMFERS AT CORNERS OF GANGWAYS

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KAIKAKU MEASURES

* Productivity - In terms of out/shift

* Inventory - Total WIP

* Lead time - Time to convert raw material to finish

* Walking distance - In terms of steps/cycle

* Operators - In numbers

* Cycle time - Rhythm at which product comes out

* Takt time - Available time in sec / (qty. to be supplied)

(does not include allowance)

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* Understand JITs 10 commandments

* Understand Hiranosan’s guidelines

* Conduct audit assuming yourself as Hiranosan

* Follow the KAIKAKU steps

Implement “Self KAIKAKU”

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BIG ISLAND - WHEEL HUB & PANEL

OUTPUT (Scooty & Spectra) - 600 / day in 2 shifts

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Automotive

JIT