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ABSTRACT. T h e effects of process unreliab{,l,~ty on the p e r f o r m a n c e of a simulation m o d e ~ of a Just-in-Time Production and M a n u f a c t u r i n g System (J!TMPS) is investigated. In a m u l t i - c o m p o n e n t - f a b r i c a t i o n and product-assembly environment, a relatively lowe~ ]~e~e~ of fabrication process unreliability results in a pronou~ced level of lowered s y ~ e ~ utilization. Work-in-Process inventory-induced gains in p~o.d~tion rates in ~he: J I ~ P S a~re ~ t a s si~mi~_~a~ a~ ma~ee~~.is-io~ed i~ ~r~dit/uD~al p r o d ~ c t i ~ s y s t e m s that e s ~ e m ~ - ~ e ~ r a ~ e ~ d e r ~ "~as~
INTRODUCTION The o~erational objective of the Just-in-Time M ~ a c ~ [ i ~ System [3~T~P~] ! ~s to pr~d~c~ the k ~ d a~ Pr~l~ction [i.e.
Kooted' i~ Western concepts of quality improvement t e c h n i q u e ~ ~ r a ~ n and in systems-based (Group TechnoIogy) (most notably:
Denning - USA)
rat~o.al~zation of batch
~he ~ITMPS employs the "PuIl System" of p r o d ~ c t i o m contr~I that ~as i~%egzated ~mporta~ functions of the production control system with that of the Quality control, inventory control and s h o r t - % ~ r ~ producF~K the J[TMP$, these are
manufacturing system.
tion control have traditionally been staff functio,s. new line functions. The p n e d ~ t ~
worker's ~ob is enlarged to include responThe line foreman's ~ob ~s emIar~ed to a~ c~erol. The
JITMPS management approach and the cellular structure of ~ts manufacturing systems haue generated new forms of worker organization, such as "Quality Circles" q~sality im-
AnnualSimulation Symposinm/~
2'3T
238
LULU In the "Pull System" of production control, the final assembly goes to the for a (i.e.,
preceding process to obtain the necessary parts, at the necessary time, specific product assembly. to replace) these parts,
the preceding process obtains the necessary parts from the process it. The Kanban system is a manual (nonautomated) implementa-
further preceding
tion of the "pul ! system" of production control. A Kanban is a card usually put in a rectangular vinyl sack and attached to a part container Kanban" (cart). The two primary kinds of Kanbans are the "Conveyance
ing process, and the "Production Kanban" that is utilized to order production of the portion withdrawn by the succeeding process. detailed explanation of the Kanban system. See references [3,5,7] for
processes links the activities of the final process to the remaining preceding processes. This chain-linking is the m e c h a n i s m for synchronizing JIT production. fluctuation at
the final production stage does not induce amplification tory levels in preceding production stages.
the preceding n-i production stages equals that of the last stage.
Kim
analyzed an operating policy for JIT production called Periodic Pull System (PPS). The essence of PPS is to review the status of material intervals. Consequently, flow at all
that has been consumed at a succeeding stage since the last review time PPS reduces production lead time by replacing manual information processing.
PROBLEM DESCRIPTION In a Kanban-linked JITMPS, when a breakdown occurs at a preceding cell (process), cell the conveyance of work parts to the input stock point of a succeeding As a consequence, the succeeding cell
Furthermore,
Similarly,
ing stage delays movement of conveyance Kanbans to the output stock point of a preceding cell. ing cell. This, in turn, delays production Kanban movement in the preced-
JUST-IN-TIME
PRODUCTION
AND
PROCESS
UNRELIABILITY
239
cell.
absence
of
the upstream
processes Hence,
induce a cor-
of production
from further
managers
buffer that
stocks
between
stages
to protect [6].
against While
is caused by of
unreliability production
their
rates,
Instead managers
of adding
buffer expose
at points
of irregularity,
deliberately
irregularity. managers
correct
are never
into a
or rather, process.
becomes
one of
perfecting inventory
The
focuses
on investigating stage)
(production
performance.
cycle
as measures
of system
SIMULATION Structure
MODEL DESCRIPTION
(see Figure
i) constitutes cells
and an (ISP)
fabrication (OSP).
Stock
Point
Point
part
inventories part
in the cell.
inventories Kanbans
to be conveyed
Production
(PKs)
the movement
Conveyance
Kanbans
(CKs)
and
inventories
The model
of the fabrication
processes
more
the three-stage
JITMPS.
are directly
240
LULU
RMSP
ISPI
~fiP2'
OSP2
A~'A
PRODUCT
,~.....
' i I
t
~
I
-LISP
:
. I
-I
{....................................................
CONVEYANCE KANBANS PRODUCTION KANBANS WORKPIECE FLOW SUBASSEMBLY FLOW RAW MATERIAL STOCK POINT I~IPUT ZTQCK POINT OUTP.U~STOCK ~OINT Figure i. Schematic of the Simulation Model
The component 2.
system types,
produces
one
product as A, one A is B
that and of C,
from
three
identified
fabricated A, two of at
in C e l l
A product of
is a s s e m b l e d Component Type
from C.
Component at
added
SI~ ~
added
is a d d e d
is
the
case is
with
"pull is
the
only
prod~uction
that is for an
scheduled at S3,
Once
a production control
received the
the
Kanhas
ca{xies
the
production
entire
assembly be met.
operation
must I) 2)
subassembly be available,
must
be at
a preceding
assembly
stage. ready to be
in a s s e m b l y from
requirement stage.
quantity~
to a s u b a s s e m b l y are met,
a precedi,g
When
these
two
conditions
assembly
operation
commences
at
a succeedLng
stage. Since tially, aa a product assembly rate The times Component requires rate of one of the three of two part types per of B, is that unit and set are fabricated mnst units the sequen&o
one
unit of A,
product units
time four to b e
a fabrication
unit
unit t i m e .
fabriction units of
assembly of
cycle A,
time two
Component
units
of Component inventory
ar~/] ~ a u r
study,
Work-in-Process
(WIP)
is m e a s u r e d
JUST-IN-TIME
PRODUCTION
AND
PROOE~iUNREL~A~ILIT~
241
i~ A s s e m b l y unit
Units
(AU) . i.e.,
One
(i) AU c o r r e p o n d s
to p a r t
requirements
'for one
(i)
of p r ~ . u c t ;
.one unit
of p r o d u c t . upstream inventory is p u l l e d
of p r o d u c t i o n processes
control,
the m a n u f a c t u r i n g JITMPS
by d o w n s t r e a m
inventory.
requires product
of a m i n i m u m
In a s i n g l e
corresponding
of p r o d u c t
constitute
the m i n i m u m inventory
level.
The K a n b a n
not f u n c t i o n
without WIP
at e a c h s t o c k p o i n t .
is an e l e m e n t
U I T M P S ~structure. statement
with
te the h y p o t h e t i c a l JITMPS
the f o l l o w i n g component
is a p p r o p r i a t e . to one (I)
A Kanhan-linked unit of p r o d u c t
inventories
corresponding
at each
stock point
is a ~ z e r o - i n v e n t o r y Dr m i n i m u m
inventory
production
for c o m p o n e n t of A,
a capacity of C,
invenat
of one unit
two u n i t s "Zero
of B and
inventory
stock
point.
inventory"
is s y n o n y m o u s
production"
[5].
of M o d e l ~a~ramete~s probability parameters For for P r o c e s s Process 1 and a s s e m b l y ~ t a g e s probabilities with Si, S2 and
i) are set
2, f a i l u r e (Td)
c:ell d o w n t i m e time).
associated
is 36 m i n u t e s
It is a s s u m e d
dbat ~ r o c e s
fa:~lure o c c u r s
of a c o m p o n e n t . per per
Specifically, unit
0.2,
15,
30)
AU
~A t ~ t a l
failures
of P r o c e s s
the J I T M P S
of
representing were
specific
combinations
reliability
inventory
used
was run
500Z simulated, m i n u t e s
yielded
an a v e r a g e
of 7 2 <Observations. design.
the e x p e r i m e n t a l factor
a two-factor
factorial
The ~WIP i n v e n t o r y
is at s e v e n
242
LULU
levels levels
(0, 5, 10, 15, 20, 25, (0.9, a) b) c) 0.8, Cell Cell 0.7)
30 AOs)
per 36-minute
(pl), (p3), (Tc). on the analysis Model adequacy of variance checks (fixed ef-
Product
analyses
are based
(normal p r o b a b i l i t y
tributed
variance.
EXPERIMENTAL
RESULTS
AND ANALYSES
INVENTORY
PRODUCT CYCLE
1 reveals of WIP
that,
inventory. level
Consider
for R = 0.8
inventory
is lowered
from 72.65
to 78.95
inventory
levels beyond
30),
the value of T
c the
at 72.65 minutes.
The jumps
with
inventory
reliability
by WIP
Table
0 36 60.94 84.70
5 36 57.14 78.95
57.14 57.14 72.65 72.65 87.48 87.48 as R is lowered below, with an exthe 2,
I[05.59 I00.~i
The large
increase
from 1.0 to 0.8 may surprise amination stochastic justified of the component processes
However,
requirement
for assembly
in conjunction
probability
the corresponding
in product
cycle
JUST-IN-TIME
PRODUCTION
AND PROCESS
UNRELIABILITY
243
105.59
I00.01
L
Rffi0.8
%
78.95
E
72.65
Ideal T
R=
1.0
36.0 O. 0---[0
WIP Inventory in A s s e m b l y Units Figure 2 . Effect of Process Reliability and WIP Inventory on Product Cycle Time
244
LULU
To a s s e m b l e fabricate
one-.uni~t of "product
must B
1 un~.t off Chmpor~ent ~A., 2 ~units of~ Cbmpen'ent .If R r o c e s ~ cy~clie~ t i m e 2_ 9aiil, o n c e s
component
fab~rica~i~n;, ~the a c ~ u a ~
is len~the%ne~ ,13,y.
36 m/ilnu~s~ (~T[d))., Two,, ~t~ree,, etc..., ~process seven tion components cyc'le ~t~mes w o u l d .result
in a co~Tre.sponding
Basedi on t h e
assumption
of o n e
process
failu.r~e~dhring and
off a component~,
(7-x)
~ne'nfailures d u r i n g
can be cacula~ed,
P ,(off e.xaCtly~ x m a c h i n e
Table of pzocess
act~a-l" f~br!i~e~tion
Table Eail.uKe D i s t r i b u t i o n
and Corresponding
X P'(N = x)
-4
!5
-6
__
TF
36 1
76
256 I 292 ,
The
resul~ting avemage E [ T F]
the c l o s e n e s s : of t h e
88.84-minu,d~
theoretical
fabr:i~ation _Z,~ ~R =
cycle
time =
,t;/Tme (:see T a b l e
0.8, W I P
Besi~]es_ verii~yi!~ ~ h e
seeming~l,~ , ~n~Idina~ce
fahr;ication ,cycle ~t:ime .fox ~Pzseess [~)~ i:l~ik~s~t.r~a~es~a, ~e~y~ ~i~mportant K a n b a n function. free, can Cell 1 (fabrication under the cell) and Cell cycle 3 (assembly ce'll)~, b e i n s per w~de, AU. as
operate
theoretical
,time o ~
3~ m i n u t e s
.s~st.~m i m p o s e s
aspects are:
JITMPS
PRODUCTION
AND P R O C E S S
UNRELIABILITY
the W I P inventory decreases
245
R, i n c r e a s i n g
a certain
not result
in c o r r e s p o n d i n g
levels
of process cycle
the g a p b e t w e e n be c l o s e d by in-
average
product
inventory
system characteristics
This phenomenon
is f u r t h e r a n a l y z e d
in t h e n e x t s e c t i o n .
EFFECTS OF PROCESS
RELIABILITY factors
AND WIP
INVENTORY 3 reflect
in T a b l e
l e v e l s of p r o c e s s
reliability
(Process Table 3.
3 is
corresponding
p l o t of the d a t a
i.
0
1.0
R=
1.0
Cell
I.Q
.60 .60 .42
.62 .42
.62 .42
.42
.42
.34
.34
.45
.34 .35
.45
.34 .38
.47
34
.40
'
.50
.34
.40
40
The
following
are r e v e a l e d :
I.
Cell
utilization
decreases
rapidly
as the r e l i a b i l i t y
level d e c r e a s e s . -- r e f e r to
A 10% d e c r e a s e
in R c a u s e s
in u t i l i z a t i o n
R = I.@ and R = 0.9 a n d ~ A ~ 2. Utilization system. 3. Utilization increases. increasing (Table 3). factors A 23.5% WIP for C e l l increase of C e l l
I is i n d e p e n d e n t
of the W I F
inventory
level
in the
3 improve
somewhat
as W I P
inventory is o b t a i n e d by 3
in u t i l i z a t i o n (0 to 30)
{34 to 42) -- r e f e r
inventory
by 600%
to R = 0.7,
Cell
246
LULU
1.0
R=I.0
o
Iq -4 -,~
R=0.9
0;60
R_ = 0_.9_
0.50
0.47 0.45 0.42 0.40 0.38
R = 0.8~
r
R=0.8
----_
R=0.71
[
J
1"0 15
0.34 0.0 0
R=
0.7
g
3.
20
2'5
30
Figure
J U S T - I N - T I M E P R O D U C T I O N AND P R O C E S S U N R E L I A B I L I T Y
247
Item 1 is a general verification of the effect of decreased process reliability on system downtime. As process reliability decreases, total cell
downtime increases, thus causing lower cell utilization. Item 2, however, illustrates a corollary of the central essence of "pull Process 2 failure and downtime (Td) delay conveyance In turn, the corthus, preventing Cell
Kanban movement to the output stock point of Cell 1 (OSPi). responding production Kanban movement to Cell 1 is delayed, 1 from further production. Cell 1 utilization factors
subject to random failures, the production rate in a preceding cell depends on production Kanban availability, not on input WIP inventory availability. Item 3 points out that WIP inventory has a different effect on the utilization of Cell 3. Upon arrival of a conveyance Kanban at the output stock point of
Cell 2 (OSP2), components are moved to the input stock point of the assembly cell (ISPA). Simultaneously, a corresponding production Kanban is dispatched Process 2. to
If Process 2 is down, subsequent production Kanbans are queued at the Thus, as long as components are available at Therefore, the observed WIP de-
ISPA, the assembly cell production continues. pendent decreases in product cycle time
(Section 3.1, Figure I) are due to Based on that empirical the following inference is
increases in the production rate of the assembly cell. observation of WIP inventory and process reliability, presented.
Given a process subject to random failures, WIP inventory does not effect production rate increases in preceding cells. does effect production rate increases On the other hand, WIP inventory
in succeeding cells.
A 0.2 unreliability value for Process 2 (see Figure 2, R = 0.8, WIP = 0 AU) results in a 0.42 system utilization. This implies a 0.42 probability of producHence, a 0.2
ing an assembled product within the specified 36-minute cycle time. process unreliability However,
is attributable to the component requirements of the assembly fabrication and subsequent product assembly
in a multicomponent
environment.
LULU reported
and analyzed
in this chapter
con-
has minimal
impact on system
improvements.
the m i n i m i z a t i o n
and process
downtime
andsignificant
system utilization.
CONCLUSION If an individual inventory process effect process is subject to random rates. failure, increases in WIP level of in WIP
increases
in production
However, beyond
unreliability,
a practical
threshold
exists
in corresponding gains
increases
in production (decreases
in production
rates
cycle MPS
operate
system"
control.
automatically that
prevents
production
in upstream
processes
preceding
produc-
in downstream
if these processes
Observed inventory in
increases
production
the d o w n s t r e a m
fabrication
and product
assembly
environment,
a rela-
of fabrication
process
unreliability
results
system
utilization.
The principal
factors
enhancing
process downtime
and preventive
maintenance,
the injection
inventory.
249
International Journal of Production Research, Vol. 23, No.3, March 1985, pp.
553-562. 2. Kimora, O., and Terada, H., "Design and Analysis of Pull System," International Journal of Production Research, Vol. pp. 241-253. 3. Monden, Y., "Adoptive Kanban System Helps Toyota Maintain Just-in-Time Production," Industrial En@ineerin@, Vol. 4. 13, No. 5 (Hay 1981), pp. 29-46. State 19, No. 3 (March 1981),
Pegden, C. D., Introduction to SIMAN, Systems Modeling Corporation, College, PA, 1982.
5.
6.
Schonberger, R. J., "Integration of Cellular Manufacturing and Just-in-Time Production, N Industrial En@ineering, Vol. 15, No. ii (Nov. 1983), pp. 66-71.
7.
Sugimori, Y., "Toyota Production System and Kanban System," Proceedings of the Fourth International Conference on Production Research, August 1977, pp. 185-196.