《及时化(just in time，JIT)概述》.ppt

及時化生產系統 及時化(just in time，JIT)概述 提出者：豐田汽車副社長，大野耐一(Taiichi Ohno)。 意義 將需要的物品在必須的時間供應必須的品質與數量到需要的地點。 目的 消除混亂 使系統彈性化 降低籌置與前置時間 存量最小化 消除浪費 JIT目標和建築架構的歸納 常見的資源浪費1 超額生產(overproduction) 等候時間(waiting time) 不必要的運送(unnecessary transporting) 存貨(inventory) 加工浪費(processing waste) 不必要的生產步驟 產出瑕疵品 常見的資源浪費2 無效的工作方法(inefficient work method) 不佳的佈置和物料搬運模式，增加在製品存貨 產品不良 再製成本 消費者不滿意造成銷售損失 Waste in Operations Waste in Operations Waste in Operations The Principles of the TOYOTA Production System (TPS)1 All work must be completely specified as to content, sequence, timing, and outcome. Every customer-supplier connection must be direct, unambiguously specifying the people involved, the form and quantity of the services or goods to be provided, the way the requests are made by each customer, and the expected time in which the requests will be met. The Principles of the TOYOTA Production System (TPS)2 The pathway for every service and product must be simple and direct. Any improvement to the system must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible organizational level. Basic Elements of JIT1 標準的零件(產品設計) 模組化設計(產品設計) 高產能的系統(產品設計) 可同時生產(產品設計) 將員工視為資產(人員/組織的要素) 訓練員工，使其變成多能工(人員/組織的要素) 持續改善(人員/組織的要素) 成本會計(人員/組織的要素) 領導與專案管理(人員/組織的要素) Basic Elements of JIT2 Cellular layouts (製程設計 Pull production system(製造規劃與控制) Flexible resources (製程設計) Kanban production control(製造規劃與控制) Small-lot production(製程設計) Quick setups (製程設計) Uniform production levels (製造規劃與控制) Quality at the source(製程設計) Total productive maintenance (製造規劃與控制) Supplier networks(製造規劃與控制) Flexible Resources Cellular Layouts Manufacturing Cell with Worker Routes Worker Routes Lengthened as Volume Decreases 推式與拉式系統 推式系統(push system)(例如，MPR) 當工作在某工作站完成時，產出就被推往下一站。 拉式系統(pull system)(例如，JIT) 工作移動的控制落於下一站;每一工作站從前一站拉拔所需產出。 Kanban Production Control System(看板生產管制系統) A Sample Kanban The Origin of Kanban Types of Kanbans —Dual kanbans Single-Card Kanban System Single-Card Kanban System Single-Ca