Just-In-Time_and_Lean_Production准时生产方式.ppt

2000 by Prentice-Hall, Inc Chapter 11 Just-In-Time and Lean Production What is JIT ? Basic Elements of JIT Waste in Operations Waste in Operations Waste in Operations Flexible Resources Standard Operating Routine for a Worker Cellular Layouts Manufacturing Cell with Worker Routes Worker Routes Lengthened as Volume Decreases The Pull System Kanban Production Control System A Sample Kanban The Origin of Kanban Types of Kanbans Types of Kanbans Types of Kanbans Types of Kanbans Determining Number of Kanbans Determining the Number of Kanbans Small-Lot Production Inventory Hides Problems Lower Levels of Inventory Expose Problems Components of Lead Time SMED Principles Common Techniques for Reducing Setup Time Common Techniques for Reducing Setup Time Common Techniques for Reducing Setup Time Uniform Production Mixed-Model Sequencing Quality at the Source Visual Control Visual Control Visual Control Kaizen Total Productive Maintenance (TPM) TPM Requires Management to: Supplier Policies Benefits of JIT JIT Implementation JIT In Services Jidoka is authority to stop production line Andon lights signal quality problems Undercapacity scheduling allows for planning, problem solving maintenance Visual control makes problems visible Poka-yoke prevents defects Figure 11.9 Figure 11.9 Figure 11.9 Continuous improvement Requires total employment involvement Essence of JIT is willingness of workers to Spot quality problems Halt production when necessary Generate ideas for improvement Analyze problems Perform different functions Breakdown maintenance Repairs to make failed machine operational Preventive maintenance System of periodic inspection maintenance to keep machines operating TPM combines preventive maintenance total quality concepts Design products that can be easily produced on existing machines Design machines for easier operation, changeover, maintenance Train retrain workers to operate machines Purchase machines that maximize productive potential Design preventive mai