Escolar Documentos
Profissional Documentos
Cultura Documentos
Submitted By
Gaurav Singh, Parmeet Singh, Pragya Sarin,
Pratishta Gupta, Sanyam Khetarpal, Satya Mathur
Transport (moving products that are not actually required to perform the processing)
Inventory (all components, work in process, and finished product not being processed)
Motion (people or equipment moving or walking more than is required to perform the processing)
Waiting (waiting for the next production step, interruptions of production during shift change)
Overproduction (production ahead of demand)
Over Processing (resulting from poor tool or product design creating activity)
Defects (the effort involved in inspecting for and fixing defects)
JIT CONCEPT
Eliminate waste
Remove variability
Improve throughput
Quality Management
Production Management
Supplier Management
Inventory Management
Human Resource Management
JIT PRINCIPLES
Suppliers
Customers
Inventory (stagnant ponds)
Suppliers
Material
(water in
stream)
Customers
COMMUNICATION TECHNIQUES
Communication Techniques
Completion of task-Kanban
Problem- Andon or siren/light
Stopping the process if something goes
wrong
Preventive Maintenance
Quality Management
Production Management
Supplier Management
Inventory Management
Human Resource Management
Quality Management
Production Management
Supplier Management
Inventory Management
Human Resource Management
Absenteeism
To eliminate boredom in process
PULL SCHEDULING
The consumer triggers by his
consumption decision and
purchases, the production in the
pull scheduling system.
A consumer orders 50
units of an item which is
fulfilled by finished goods
in the stores.
PUSH SCHEDULING
In this system forecasts drive the entire system.
The actual offtake by the customer or the market is not taken into direct consideration
but just factored into the forecast
Once the plan is finalized it is
released to the production
shops and raw material stores.
The components in this system
are progressively pushed
towards the final assembly and
eventually finished goods
stores.
Push Centrally
scheduled and
problems are hidden
Pull Responsibility on
operating personnel and a
visible urgency is created
in case of shortfall
Kanban
Because Japanese thats why!
KANBAN
Kanban
A supermarket stocks the items needed by its customers when they are
needed in the quantity needed, and has all of these items available for
sale at any given time.
By having the next process (the customer) go to the preceding process (the
supermarket) to retrieve the necessary parts when they are needed and in
the amount needed, it was possible to improve upon the existing inefficient
production system.
No longer were the preceding processes making excess parts and
delivering them to the next process.
In this system, each part has its own special container designed to
hold a precise quantity of that part.
2
Inbound buffer
3
Outbound buffer
Kanban POST
STANDARD CONTAINERS
Generally container of small quantities are recommended
The thumb rule is to have about 10 percent of daily demand as per the
quantity of the container.
NUMBERS OF KANBAN
Demand rate = D
Number of Kanbans = K
Production lead time = P
IMPROVEMENT OPTIONS
Step improvement
Ramp improvement
Hybrid improvement
CONTINUOUS IMPROVEMENT
Means a positive change in the working conditions in an operating system leading
to better performance evident from key performance measures on an ongoing basis
Systematic
Optimizes available resources, technology and capacity
FEATURES
Reduces wastage
Operational efficiency
Iterative increments
RADICAL IMPROVEMENT
Also known as the step improvement process
There is a sudden and dramatic shift in the performance of the system
happens due to innovations in technology pertaining to the operations and substantial
upgradation of the capacity of the existing system
FEATURES
Quality
Low production cost
Sporadic but Substantial change
Steel and Petrochemical processes.
Innovation
Economies of Scale
Investments required
High productivity
Create a
Context for
continuous
improvement
Monitor
improvements
Create
appropriate
Organizational
Structure
Equip
employees
with tools and
techniques
Process mapping
Non value added analysis
Business Process Reingineering
TQM
QC tools
TOOLS
Task Force
Quality Circles
SGIA
Visual Control Aids
ORGANIZATION
KAIZEN
1.
2.
3.
4.
5.
Seiri, or sort
Seiton or set in order
Seiso or scrub
Seiketsu or standardize
Shitsuki or sustain