TEÓRICOS JIT

Manufactura Moderna

Presentado por los estudiantes:

Cubides Lesmes Héctor Andrés 2903111
Franco Malaver Alejandra María 2903115
Garzón López Diana Paola 2903240

Presentado a:
Pedro José Sánchez Caimán

Programa:
Ingeniería Industrial

UNIVERSIDAD MILITAR NUEVA GRANADA

Bogotá, 2020
Manufactura Moderna, Informe Teórico JIT, Pág. 1

Tabla de contenido

1. What are the seven zero goals of JIT? Of these, which are actually achievable? ......... 2
2. Define JIT .................................................................................................................... 3
3. Why is zero setup time desirable?, Why is zero lead time? .......................................... 3
- Why is zero setup time desirable?................................................................................ 3
- Why is zero lead time? ................................................................................................. 4
4. Under the JIT philosophy, why is inventory often said to be evil? ................................. 4
5. Define the ten commandments of JIT: .......................................................................... 4
6. What is meant by the common analogy of a stream, where WIP is represented by
water and problems by rocks? What difficulties might arise from the perspective this
analogy suggests? .............................................................................................................. 5
7. What does Ohno mean by the "five whys"? .................................................................. 5
8. In what way does Ohno describe an American-style supermarket as an inspiration for
JIT? What potential problems exist with using a supermarket as an analogy for a
manufacturing system? ....................................................................................................... 6
9. What role does total quality management (TQM) play in JIT? Does JIT depend on
TQM, promote TQM, or both? ............................................................................................. 6
10. Describe autonomation. ............................................................................................ 7
11. Why is flexible labor important in a JIT system? ....................................................... 7
12. What are manufacturing cells? What role do they play in a JIT system? ................... 8
13. What are the advantages of mixed model production? ............................................. 8
14. In a serial production line, at which station (first, last, middle, etc.) would it be best to
have the bottleneck in a push system? Where in a pull system? Explain your reasoning. ... 9
Referencias ......................................................................................................................... 9
Manufactura Moderna, Informe Teórico JIT, Pág. 2

PREGUNTAS

1. What are the seven zero goals of JIT? Of these, which are actually
achievable?

1.1 Zero defects.

Make it correctly the first time.

1.2 Zero (excess) lot size.

In order to be responsive to downstream demand, parts must be produced as quickly

as possible. Making things in large batches hinders this responsiveness. This is more
commonly stated as “a lot size of one.”

1.3 Zero setups.

This goes hand in hand with lot size. Manufacturing a variety of parts quickly means
we have to be able to configure workstations to produce the parts quickly. This is
better known as Single Minute Exchange of Die (SMED), Shigeo Shingo’s setup goal.

1.4 Zero breakdowns.

Preventative maintenance keeps the line running smoothly, which is required since a
buffer of inventory is unavailable.

1.5 Zero handling.

Downstream workstations require parts exactly when needed. If parts are being
handled, we will have to raise our WIP levels in order to ensure the downstream
process doesn’t starve.
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1.6 Zero lead time.

Parts are available as soon as they are requested.

1.7 Zero surging.

The process can flow as long as the production plan is smooth. Keeping demand
level is key to reducing delays.

Note: The only one that probably literally achievable in all environments is zero
excess lot siza, but may be a very bad target indeed. Zero handing and zero setups
ma be approachable in some sytems, but depending on the cost of doing son, may
not always be desiable either. Zero lead time is truly impossible in a make-to-order
environment because of the lawsa of physics.

2. Define JIT

The Just in Time is an inventory management system that was analyzed in Japan in
the 1980s within the Toyota automotive company, as the star method of this
production process. This system is oriented to the omission of all kinds of activities
that do not agree on value, and to the achievement of an agile and flexible production
system that accommodates fluctuations in customer orders.

3. Why is zero setup time desirable?, Why is zero lead time?

- Why is zero setup time desirable?

Because quality improvements must always be sought, while and acceptable

quality level implies that complacency is all right. The idea is that time is better
Manufactura Moderna, Informe Teórico JIT, Pág. 4

spent looking for ways to permanently avoid quality problems than to continually
fix them

- Why is zero lead time?

Zero setup time allows flexiblity in batching (i.e., lot sizes of one), which enables the
plant to match production to demand without maintaining large stores of finished
goods inventory. Zero lead time implies that stations can get needed parts without
delay (i.e., just like at a supermarket) and hence can respond quickly to demands.

4. Under the JIT philosophy, why is inventory often said to be evil?

Many of the benefits of JIT (e.g., smooth predictable flow, lower production costs,
improved quality, better customer responsiveness) are directly attributable to lower
WIP levels. Using an adage like “inventory is evil” serves to focus attention on finding
ways to reduce WIP.

5. Define the ten commandments of JIT:

1. Reduce production time. Increase productivity.

2. Reduce the cost of quality.
3. Reduce the prices of purchased material.
4. Reduce inventories (purchased materials, work in progress, finished
products).
5. Reduces setup time.
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6. Reduction of spaces.
7. Reduce product path between manufacturer, warehouse, and customer.
8. It can be applied to any type of company that needs or dispatches
merchandise.
9. It is based on the principle that the ideal level of inventory is the minimum
that is feasible.
10. It is a methodology rather than a technology that has gained wide
acceptance, yet few companies have created the discipline and systems
necessary to apply it effectively.

6. What is meant by the common analogy of a stream, where WIP is

represented by water and problems by rocks? What difficulties might arise
from the perspective this analogy suggests?

High levels of WIP cover up

problems (e.g., disruptiveness of an
unreliable machine) much in the
same way water covers rocks in a
stream. When WIP is reduced, the
problems become more apparent
(e.g., production shuts down when
the unreliable machine breaks
down), just as rocks appear when the
water level falls in a stream. A potential problem with this analogy is that it suggests
finding problems (rocks) by lowering WIP (water), which could damage our plant
(ship). An improvement would be to include an analogy to sonar for locating the rocks
before the water is lowered.

7. What does Ohno mean by the "five whys"?

Asking “why?” five times simply means pursuing the cause of a problem beyond the
obvious answer. Because a production environment places pressure on everyone to
“get product out the door” it is often difficult to find time to analyze the cause of
Manufactura Moderna, Informe Teórico JIT, Pág. 6

breakdowns, quality problems, scheduling errors, etc. Ohno was urging us to make
time to do just this.

8. In what way does Ohno describe an American-style supermarket as an

inspiration for JIT? What potential problems exist with using a supermarket
as an analogy for a manufacturing system?

Ohno saw workstations as acting like customers in a supermarket, getting just what
they need when they need it. A possible problem with this analogy is that
supermarkets generally have a storeroom in which inventory is held to meet
customer needs a high fraction of the time. Ohno intended a JIT system to operate
without an analog to the storeroom.

9. What role does total quality management (TQM) play in JIT? Does JIT
depend on TQM, promote TQM, or both?

Quality is important to JIT because low WIP operation is not possible if quality
problems frequently disrupt work. At the same time, low WIP operation supports
improving quality because shorter queues mean that quality problems will be
detected closer to their source and (hopefully) traced to their causes.
Manufactura Moderna, Informe Teórico JIT, Pág. 7

10. Describe autonomation.

Autonomation means automation “with a human touch” (i.e., some form of

foolproofing to prevent quality problems and help the automated equipment operate
in an environment run by humans).

11. Why is flexible labor important in a JIT system?

Flexible labor is important in JIT

because the emphasis is on the
flow of material. Therefore, if
additional help is needed at a
particular point in the line to keep
the flow moving smoothly, a
cross-trained workforce is
necessary to allow the needed
switching.
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12. What are manufacturing cells? What role do they play in a JIT system?

Manufacturing cells are clusters of workstations located close to one another and
dedicated to a restricted set of products. By reducing the need for equipment setups,
cells support the smaller lot sizes encouraged by JIT.

By reducing handling, facilitating floating work, and making the overall flow of material
highly visible to all workers, cells also support the flow-oriented focus of JIT.

13. What are the advantages of mixed model production?

Mixed model production, by allowing production of multiple finished products in small

batches, enables management to match production more closely to demand than is
possible with batch production.
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14. In a serial production line, at which station (first, last, middle, etc.) would it
be best to have the bottleneck in a push system? Where in a pull system?
Explain your reasoning.

In a push system, the best place for the bottleneck is at

the front of the line, since this would tend to prevent “WIP
explosions” because the rest of the line would be able to
clear out whatever it received from the bottleneck. In a
pull system, the location of the bottleneck is less
important, since releases will be tied to the amount of
WIP in the system (and hence in front of the bottleneck)
regardless of where it is located.

Referencias

Chegg Study. (s.f.). Obtenido de https://www.chegg.com/homework-help/questions-and-

answers/zero-setup-time-enables-plant-match-production-demand-without-
maintaining-large-stores-fin-q25745544
Course Hero. (s.f.). EIND 458 Homework 7 Solutions. Obtenido de
https://www.coursehero.com/file/40438880/Homework-7-Solutionspdf/
Kailean Consultores. (5 de Abril de 2019). El Sistema de Producción Justo a Tiempo (Just
in Time – JIT). Obtenido de http://kailean.es/el-sistema-de-produccion-justo-a-
tiempo-just-in-time-jit/
The Seven Zeros of JIT Applied to Product Development. (16 de Agosto de 2016). Obtenido
de https://cms5109.github.io/posts/2016/08/16/the-seven-zeros-of-jit/
University of cambridge. (s.f.). JIT Just-in-Time manufacturing. Obtenido de
https://www.ifm.eng.cam.ac.uk/research/dstools/jit-just-in-time-manufacturing/