ions management ii

8/2/2019 ions Management II

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OPERATIONS MANAGEMENT-II

PRESENTED BY:-


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LEAN SYSTEM

Eliminate waste

Solve problems

Continuously improve operations


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LEAN PRODUCTION

Doing more with ---

Less inventory

Fewer workers

Less space


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PRODUCT

BUILT & SHIPPED

CUSTOMER

ORDER

Time

Waste

PRODUCT

BUILT & SHIPPED

CUSTOMER

ORDER

Time (Shorter)

Waste


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JUST IN TIME

Minimizing inventory

Smoothing the flow of material


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LEAN PRINCIPLES

Define Value

Customer Defined

Identify Value Stream

Follow the Product

Flow the Product

Eliminate Waste

Pull the Product

Produce Just in Time for Demand

Strive for Perfection

Continuous Improvement


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ELEMENTS OF LEAN

PRODUCTION

The main objective of lean productioneliminate waste

ELIMINATE WASTE

Increase flexibility

Flexible resources

Cellular layouts

SMOOTH THE FLOW

PULL SYSTEM

KANBANSSMALL LOTS

QUICK SETUPS

UNINFORM PRODUCTION

CONTINOUSLY IMPROVE

QUALITY AT THE SOURCESUPPLIER NETWORKS


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FLEXIBLE RESOURCES

Perform more than one job.

TOYOTA-

Eliminate waste concentrated on workerproductivity.

What The Effect was?

Reduce time to movement to other machinesReduce setup times for other machines


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U-SHAPED DESIGN


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PULL SYSTEM

Material is pulled through the systemwhen neededReversal of traditional push systemwhere material is pushed according to a

scheduleForces cooperationPrevent over and underproductionWhile push systems rely on a

predetermined schedule, pull systems relyon customer requests


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Push System

Raw

material

Parts

ManufactureAssembly Product


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KANBANS

A card that corresponds to a standard quantity of

production.

The Toyota Production System (TPS) wasestablished based on two concepts:

The first is called "jidoka"(which can be loosely

translated as "automation with a human touch")which means that when a problem occurs, theequipment stops immediately, preventing defectiveproducts from being produced;

The second is the concept of "Just-in-Time," inwhich each process produces only what is neededby the next process in a continuous flow


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UNIFORM PRODUCTION LEVELS

Result from smoothing production

requirements on final assembly line

Reduce variability with more accurate

forecasts

Smooth demand across planning horizon

Mixed-model assembly steadiescomponent production


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Uniform Production Levels-- TOYOTA

Several different vehicles models on eachassembly line.

Limited space and resources and lack ofsufficient volume

Daily production is arranged in the same ratioas monthly demand.

Some quantity of even item is produced daily

Always have some quantity of item available torespond to variations in demand


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MARUTI PLANT


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TATA PLANT


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KAIZEN

Means continuous

improvement.

Eliminating all waste.

Observation.

Understand the problem.

Commitment of the

management.

Poka-yoke or errorproofing.


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Pre-requisites for kaizen

Discard conventional fixed ideas.

Dont make excuses.

Correct it right away , if you make

a mistake.

Seek the wisdom of ten people

rather than that of one.

Think of how to do it , not why it

cannot be done.

Ask Why? five times.


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JIDOKA

Andon cord

Training & development

Physical fitness

Preference to engineers.


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Ohnos Seven Wastes

Defects

Over Production

Waiting

Transporting Movement

Inappropriate Processing

Inventory


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TOTAL PRODUCTIVE MAINTENANCE .

GOAL

1. Increase production while,at the same time, increasing

employee morale and jobsatisfaction.

2. Hold emergency &unscheduled maintenance to

a minimum..


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TOTAL PRODUCTIVE MAINTENANCE .

Why we need TPM ?

The major objectives of the TPM are listed as under :

1. Avoid wastage in quickly changing environment.

2. Reduce Cost of Manufacturing.3. Produce a low batch quantity at the earliest possible time.

4. Goods send to Customers must be non defective


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Why Get Lean?

Productivity improvements of 20-50%

Set-up time reductions of 60-80%

Inventory reductions of 40-75%

Floor space reductions of 30-50%Reduced quality defects by 50-100%

Improved safety performance of 30-60%

More efficient office procedures

Survival in the marketplace


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The Toyota Production System(TPS)

Collaborative effort of Ohno , Sakichi, Kiichiro and Eiji.

Focus was on Reduction of costthrough elimination of the waste.

TPS consists of two parts :

the hard or the technical partand

the soft or people related part


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Just In Time (JIT)

JIT was the foundation ofthe TPS.

Underlying Principle :

Produce only thenecessary products, at thenecessary time and in thenecessary quantity.

JIT governed Toyotas buystrategy.


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The concept of JIT was based on the

Reverse Reasoning

Based on the PULL system of manufacturing

and not on PUSH system.

Complexity of the process gave birth to theKanban System.

DEMAND ASSEMBLYDELIVERY OF

PARTS

SUPPLY BY

SUPPLIER

Benefits of JIT


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Benefits of JIT

Reduction of direct and direct labor by eliminating non-valueadded activitiesReduction of floor space and warehouse space per unit ofoutputReduction of setup time and schedule delays as the factory

becomes a continuous production process.Reduction is waste, rejects, and rework by detecting errors atthe source.Reduction of lead time due to small lot sizes, so thatdownstream work centers provide feedback on quality problems.Better utilization of machines and facilities.

Better relations with suppliers.Better integration of and communication between functionssuch as marketing, purchasing, design, and production.Quality control built into the process.


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Toyota Production System

Process A

Process C

Process B

Just-in-Case (JIC) Involves the use of buffer or safety stock

Buffer

or

Safety Stock

Buffer

or

Safety Stock


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Process A

Process C

Process B


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Process A

Process C

Process B


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Process A

Process C

Process B


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Process A

Process C

Process B


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Process A

Process C

Process B

Defect detected at

Process B that actually

occurred atProcess A


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Process A Process B Process C

Smooth Flow Processing


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