IENG 451 JIT. Production Physics Little’s Law Throughput = WIP/Cycle time For fixed capacity,...
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IENG 451 JIT. Production Physics Little’s Law Throughput = WIP/Cycle time For fixed capacity, cycle time and WIP or proportional – thus you can increase
Production Physics Littles Law Throughput = WIP/Cycle time For
fixed capacity, cycle time and WIP or proportional thus you can
increase throughput either by increasing WIP or by decreasing cycle
time
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Production Physics Law of variability increasing variability
inevitably degrades the performance of the system Law of
variability buffering variability in a production system will be
buffered by some combination of inventory, capacity, or time
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JIT Principles Dont produce something unless a customer has
ordered it Level demand so that work may proceed smoothly
throughout the plant Link all processes to customer demands through
visual tools (kanbans) Maximize the flexibility of people and
machinery
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Pull Systems Nobody upstream produces a good or a service until
somebody downstream asks for it
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Pull Systems Nobody upstream produces a good or a service until
somebody downstream asks for it
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Pull Systems Nobody upstream produces a good or a service until
somebody downstream asks for it
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Kanban Rules Never ship defective items Customer withdraws only
what is needed Produce only quantity withdrawn by the customer
Level production Use kanban to fine-tune production Stabilize and
strengthen the process
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Production orders Batch of 10 vs Batch of 100 Adjust more
quickly to demand Better sense of takt time Fewer peaks and valleys
Better control of abnormality production
Slide 10
Pull Systems Type A Frequent orders with short lead times, most
common, replenishing gaps created in the finished goods storage
Type B Infrequent orders or long lead times, pacemaker is usually
midstream Type C Combination of type A and type B running in
parallel
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Process Flow Tools Process Mapping SIPOC S upplier, I nputs, P
rocess, O utputs, C ustomers Spaghetti diagrams Swim Lane flow
charts Value Stream Mapping
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SIPOC Charts
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Value Stream Mapping VSM helps grasp current condition and
identify improvement opportunities Improvement events create
localized improvements; VSM provides a vision and plans that
connect all improvement activities VSM allows you to see waste and
plan to eliminate it
Slide 23
What is VSM Planning tool to optimize results of reducing
waste
Slide 24
Five Principles for VSM Specify value from end customer
standpoint Identify value stream for each product family Make the
product flow Customer pulls the system Manage towards
perfection
Slide 25
Value to Customer ? How does current product / process
disappoint customers value expectation: Price ? Quality ? Delivery
?
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What Flows Manufacturing; materials are the items that flow
Design & development; designs flow Service; customer needs are
the items Administration; internal customer needs are the
items
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Current State (Manuf.)
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Future State (Manuf.)
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VSM Steps Determine the individual product or service you will
map Draw the process flow
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VSM Steps Add material flow
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VSM Steps Add Information flow
Slide 39
VSM Steps Collect process data and connect it to boxes on chart
Add process and lead times