JIT-game Mälardalens högskola - Zoomin
JIT-game Mälardalens högskola - Zoomin
JIT-game Mälardalens högskola - Zoomin
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<strong>JIT</strong>-<strong>game</strong><br />
Mälardalens högskola<br />
Competetive production systems<br />
2011-09-06<br />
Margareta Hammarström<br />
PuMHa<br />
PuMHa<br />
MH/20110906
Agenda<br />
• Presentation MH + PuMHa<br />
• Introduction <strong>JIT</strong> – Just In Time<br />
• Game 1<br />
• Break<br />
• Game 2<br />
• Summery<br />
PuMHa<br />
MH/2011-09-06<br />
2
Margareta Hammarström<br />
NCC<br />
Hydro automation<br />
structure<br />
Gränges Foral<br />
Production development<br />
Management and training<br />
Bombardier<br />
Calesco Foil<br />
Bulten<br />
Flextronics<br />
(Enics)<br />
Stoneridge<br />
ABB<br />
MdH<br />
Mälarenergi<br />
Gargnäs<br />
Forsa Trä<br />
PuMHa<br />
MH/2011-09-06<br />
3
<strong>JIT</strong>-<strong>game</strong><br />
A work shop in Just In Time<br />
• <strong>JIT</strong>-<strong>game</strong>. Just In Time production<br />
flow exercise based on push<br />
respectively pull approach to show<br />
the difference in the resulting flow.<br />
PuMHa<br />
MH/2011-09-06<br />
4
Just-In-Time<br />
Is an operating methodology having<br />
as its basic objective the<br />
systematic elimination of WASTE<br />
PuMHa<br />
MH/2011-09-06<br />
5
<strong>JIT</strong> Philosophy<br />
Elimination i i of fWaste<br />
Flow<br />
Employee<br />
Involvement<br />
Quality<br />
Uniform plant load<br />
Reduced setup time<br />
Overlapping operation<br />
Pull system (linking operations)<br />
<strong>JIT</strong> purchasing<br />
PuMHa<br />
MH/2011-09-06<br />
6
Wath is Just-In-Time about<br />
It is about elimination the wastes of:<br />
• Time<br />
• Over production<br />
• Storage<br />
• Waiting<br />
• Delay<br />
• Transport<br />
PuMHa<br />
MH/2011-09-06<br />
It focusses on waste by focussing on<br />
TIME<br />
7
The key themes<br />
• Time management<br />
• Simplicity<br />
• Visibility<br />
• Synchronisation<br />
• Continous improvement<br />
• Total involvement<br />
PuMHa<br />
MH/2011-09-06<br />
8
Acitvities which cost time and<br />
money<br />
scrap inspection holding receiving accepting requesting<br />
enquiring counting transmitting tracking<br />
filing handling picking hiding rework releasing rejection<br />
authorising servicing issuing recording reviewing<br />
locating fetching placing finding unpacking chasing servicing<br />
expediting rectifying measuing repacking copying posting<br />
Each of these adds cost and time to the<br />
job:<br />
None of them adds any value<br />
PuMHa<br />
MH/2011-09-06<br />
9
<strong>JIT</strong>-just In Time<br />
What do we need to do - to bring it<br />
about<br />
Patnership<br />
with supplier<br />
Flow<br />
Quality<br />
Flexibility<br />
Involvement<br />
Understand the<br />
need of the<br />
customer<br />
PuMHa<br />
MH/2011-09-06<br />
10
<strong>JIT</strong>-<strong>game</strong><br />
A work shop in Just In Time<br />
PuMHa<br />
MH/2011-09-06<br />
• Introduction<br />
• Anakron Ltd - a company with<br />
traditional manufacturing<br />
• BREAK<br />
• Stremline Ltd - a company with<br />
Just-In-Time manufacturing<br />
• Summary and following up of the<br />
results<br />
11
<strong>JIT</strong>-Game<br />
PuMHa<br />
MH/2011-09-06<br />
12
Cashflow<br />
1.To supplier<br />
2.From customer<br />
Manufacturing<br />
Leadtime<br />
PuMHa<br />
MH/2011-09-06<br />
13
Material costs<br />
Direct wage<br />
costs<br />
5% Overhead<br />
20%<br />
Materials<br />
75%<br />
PuMHa<br />
MH/2011-09-06<br />
14
Capital Employd<br />
+<br />
Time<br />
-<br />
LeadTime<br />
+<br />
Time<br />
PuMHa<br />
MH/2011-09-06<br />
-<br />
LT<br />
15
<strong>JIT</strong>-just In Time<br />
What do we need to do - to bring it<br />
about<br />
Patnership<br />
with supplier<br />
Flow<br />
Quality<br />
Flexibility<br />
Involvement<br />
Understand the<br />
need of the<br />
customer<br />
PuMHa<br />
MH/2011-09-06<br />
16
The three cooks<br />
The production<br />
process<br />
The customer<br />
The supplier<br />
PuMHa<br />
MH/2011-09-06<br />
17
<strong>JIT</strong>-just In Time<br />
What do we need to do - to bring it<br />
about<br />
Patnership<br />
with supplier<br />
Flow<br />
Quality<br />
Flexibility<br />
Involvement<br />
Understand the<br />
need of the<br />
customer<br />
PuMHa<br />
MH/2011-09-06<br />
18
Customer needs<br />
• Time<br />
<br />
<br />
Delivery time<br />
Lead time<br />
• Quality<br />
<br />
PPM<br />
• Cost<br />
PuMHa<br />
MH/2011-09-06<br />
19
<strong>JIT</strong>-just In Time<br />
What do we need to do - to bring it<br />
about<br />
Patnership<br />
with supplier<br />
Flow<br />
Quality<br />
Flexibility<br />
Involvement<br />
Understand the<br />
need of the<br />
customer<br />
PuMHa<br />
MH/2011-09-06<br />
20
From<br />
One person<br />
assembling<br />
one product<br />
at a time<br />
Flow<br />
Telephone assembly<br />
To<br />
Several people<br />
assembling<br />
several products<br />
simultaneously<br />
in a measured flow<br />
Telephone assembly<br />
PuMHa<br />
MH/2011-09-06<br />
21
Production flow<br />
• Customer requirement: 50/day => 400min => 8,0<br />
min/piece<br />
• Manufacturing time = 45 min<br />
• No. of operational steps: 45/8,0 = 5,6 => 6 steps<br />
Customer order<br />
Customer<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
8,0 8,0 8,0 8,0 8,0 5,0<br />
PuMHa<br />
MH/2011-09-06<br />
22
Capability studies<br />
Cp = 1,5<br />
Cpk = 1,5<br />
Quality<br />
12<br />
10<br />
8<br />
6<br />
Cp = 1,0<br />
4<br />
2<br />
Cpk = 1,0<br />
0<br />
Cp = 075 0,75<br />
Cpk = 0,75<br />
Cp = 1,5<br />
Cpk = 0,5<br />
Solder beads<br />
Short-circuit<br />
Orientation fault<br />
Fishbone diagram<br />
Pressure<br />
Pareto analysis<br />
Projection<br />
Via-hole<br />
Incorrect value<br />
Temperature<br />
Solder beads<br />
Cp = Tolerance intervall/ 6*sigma<br />
Fixture<br />
Fluxing agent<br />
Cpk = (Average value-Tolerance limit)/ 3 sigma Component moulding<br />
PuMHa<br />
MH/2011-09-06<br />
23
Flexibility and involvement<br />
Operation 1Operation 2Operation 3Operation 4<br />
X X X<br />
• Keywords for all employees: flexibility and involvement.<br />
• Minimum requirement: to be able to move up and down<br />
the flow by at least one operation.<br />
• All employees involved in making continuous<br />
improvements.<br />
• Remuneration system that encourages flexibility and<br />
participation.<br />
i<br />
• To tear down barriers between departments and<br />
functions.<br />
PuMHa<br />
MH/2011-09-06<br />
24
<strong>JIT</strong>-just In Time<br />
What do we need to do - to bring it<br />
about<br />
Patnership<br />
with supplier<br />
Flow<br />
Quality<br />
Flexibility<br />
Involvement<br />
Understand the<br />
need of the<br />
customer<br />
PuMHa<br />
MH/2011-09-06<br />
25
Supplier strategies – Benefits of<br />
cooperation<br />
• Greater flexibility<br />
• Greater certainty in planning<br />
• Lower stock levels<br />
• Greater certainty of demand<br />
• Improved capacity utilisation<br />
• Improved quality<br />
• Streamlined administration<br />
• Enhanced competitive position<br />
PuMHa<br />
MH/2011-09-06<br />
26
THANK YOU<br />
and<br />
have a nice day<br />
PuMHa<br />
MH/2011-09-06<br />
27
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