9) Just in Time

Departemen Teknik Industri FTI-ITB
TI-3122
Perencanaan dan Pengendalian Produksi
Just In Time
Laboratorium Sistem Produksi

www.lspitb.org
©2003
Hasil Pembelajaran
• Umum
Mahasiswa mampu menerapkan model matematik,
heuristik dan teknik statistik untuk menganalisis dan
merancang suatu sistem perencanaan dan pengendalian
produksi
• Khusus
Memahami konsep dan teknik dalam sistem produksi
just in time
TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 2
1
Relative Performance in Auto Industry
Toyota Japan USA Europe

(average) (average) (average)
Deliveries (percent late)

1st-tier suppliers 0.04 0.2 0.6 1.9
2nd-tier suppliers 0.5 2.6 13.4 5.4
Stocks (1 -tier suppliers)
st
Hours Na 37 135 138

Stock turns (per year) 248 81 69 45
1993-94, from Womack and Jones, Lean Thinking
Relative Performance in Auto Industry
Toyota Japan USA Europe

(average) (average) (average)
Productivity
Assembly 100 83 65 54
1st-tier suppliers 100 85 71 62
Quality (delivered defects)
Assembly (per 100 cars) 30 55 61 61
1st-tier suppliers (PPM) 5 193 263 1373
2nd-tier suppliers (PPM) 400 900 6100 4723
1993-94, from Womack and Jones, Lean Thinking
2
Hewlett Packard’s Cupertino

California plant
1982 1986
(before JIT) (after JIT)
lead time 15 days 11.3 hours
work in process $670,000 $20,000
no. of back 200 2

orders
The Cost Subtraction Formula

• Cost + Profit = Selling Price
there is no need for improvement
there is no competing procedure
consumer may have no choice
• Profit = Selling Price – Cost

the price is determined by the market
profit is what remains after subtracting cost from price
maximizing profit means that cost is to be minimized
3
The Cost Subtraction Formula

• Cost = Price – Profit
setting a target cost

the price is determined by the market
profit required is determined by the company
United States of America Japan

Market Research Market Research
Product Characteristics Product Characteristic
Design Planned selling price – desired profit
Engineering Target Cost
Supplier pricing Design Engineering Supplier pricing
Cost
Manufacturing Manufacturing
Periodic cost reduction Continuous cost reduction
4
Is JIT a Culture-based System?

• Schonberger, 1982, Japanese manufacturing
techniques: Nine hidden Lessons in simplicity,
Free Press, New York
The forth lesson: Culture is no obstacle
• Yoshiki Yamasaki (President of Toyo Kogyo)

I would ask you never to be self-satisfied, but always to
aim for a higher objective. No matter how hard you try,
there is no victory if your competitors work harder. I
would ask you to continue striving, not only to best the
competition but also to keep on improving yourself
ジャストインタイム
Just in time
Maintenance &
Jidoka
safety
標準保全・
自働化
安全
作業
Visual management
Change- Stand. oper. Quality

Manpower reduction
over assurance
目で見る管理
段取り平準化品質保

少人化
替え level prod 証
Multiprocess
Kanban
handling
多工程流産業かん
持ち Flow mfg ばん
現場改善の基礎
Workplace improvement, 5 S
意義改革
Introduction Awareness
procedure revolution
5
The 5S’s Principle

• Seiri (整理) =Organization (Proper arrangement)
• Seiton(整頓) =Neatness (Orderliness)
• Seiso(清掃) =Cleanliness
• Seiketsu(清潔) =Standardization
• Shitsuke(仕付け) =Discipline

• Seiri
putting things in order
distinguishing between the necessary and the
unnecessary
getting rid of the unnecessary
stratification management
6

• Seiton
having things in the right places/layout (eliminating
searches)
functional management
• Seiso
cleaning (is a form of inspection)
eliminating waste
• Seiketsu
continually and repeatedly maintaining the above 3Ss
visual management

• Shitsuke
doing the right thing as a matter of course
practicing good habit and discipline
7
Flow Production
• Goods and material should flow in the factory
much as water flows in a river
• But the river (the flow of in process inventory)
tends to flood
• High water volume conceals the rocks/problems.
Low water volume reveals the rocks /problems
• A factory needs to have a smooth flow of
inventory and operations
• Japanese management tends to view inventory
as the root of all evil and the likely cause of poor
performance in any business activity
Inventory Hides Problems
Bad
Design
Lengthy Poor
Setups Quality
Machine
Inefficient Unreliable
Breakdown
Layout Supplier
8
Lower Levels of Inventory to Expose Problems
Bad
Design
Lengthy Poor
Setups Quality
Machine
Inefficient Unreliable
Breakdown
Layout Supplier
Multi-process Operations
• Productivity is important indeed but not as
important as respecting the humanity of our
workers. Productivity and humanity must coexist
in the factory. The factory must find a way to
satisfy both productivity and humanity
• People must be trained in the multiple skills to
handle several processes
• The assignment where one worker handles 5
different machines/processes is better than the
assignment where one worker handles 4 similar
machines
9
Multi-process Operations
• Key points:
Establish U shape manufacturing cells
Abolish processing islands
Make the equipment smaller
Standing while working
Multiple skills training
Separate human work from machine work
Human automation (jidoka, 自働化）and pokayoke
Safety first
Push and Pull Systems

• Push system
10
Push and Pull Systems

• Pull system
Kanban System
• Kanban
Card, label, signboard or visible representation
The information system controlling the number of parts
Synchronizing production lines and assembly lines
• Types of Kanban:
Production Kanban
Withdrawal Kanban
11
Samples Kanban
12
Part no.: 7412

Description: Slip rings
Box capacity 25
From : Box Type A To:

Machining Assembly
M-2 Issue No. 3/5 A-4
Kanban System
• Production Kanban
13
Kanban System
• Withdrawal Kanban
Dual Kanban Systems

• Upstream and downstream operations
14
Dual Kanbans
P W P
X
X
X X
X
W Container with withdrawal kanban Flow of work

P Container with production kanban Flow of kanban
Kanban Squares
X X X
X
X X
Flow of work
Flow of information
15
Kanban Golden Rule

• Do not move nonconforming parts to a
downstream process
• Ensure that downstream processes withdraw
parts from upstream processes in the correct
quantity at the right time
• Do not let upstream processes produce more
than the quantity of parts withdrawn by
downstream processes
• Ensure that production is leveled
• Do not attempt to transmit large demand
variation with the Kanban system
• Balance cycle times for smooth production, and
constantly improve cells and workstations
Determining Number Of Kanbans
average demand during lead time + safety stock

No. of kanbans =
container size
dL + S
N=
C
where
N = number of kanbans or containers
d = average demand over some time period
L = lead time to produce parts
S = safety stock
C = container size
16
Kanban Calculation Example

Problem statement:
d = 150 bottles per hour L = 30 minutes = 0.5 hours
dL = (150)(0.5) = 75 S = 10% dL = 10% x 75 = 7.5
C = 25 bottles
Solution:
dL + S (150 x0.5) + 7.5
N= =
C 25
75 + 7.5
= = 3.3 kanbans or containers
25
Round up to 4 (allow some slack) or down to 3 (force improvement)
Level Production
• Making production of various product model and
volume completely even
• Production scheduling methods: once a month
production, once a week production, once a day
production, and level production
• Suppose a factory should process the following
products
– Product X: 1000 units per month
– Product Y: 600 units per month
– Product Z: 400 units per month
17
Once a Month Production
Product Week 1 Week 2 Week 3 Week 4

X (1000)
Y(600)
Z(400)
Once a Week Production

X 250 250 250 250
Y 150 150 150 150
Z 100 100 100 100
18
Once a Day Production

X 50 units a day
Y 30 units a day
Z 20 units a day
Leveling Production
• Working minutes in day: 8 hours x 60 minutes = 480
minutes
• Product X: 480 minutes/50 units = 9.8 minutes per unit
• Product Y: 480 minutes/30 units = 16 minutes per unit
• Product Z: 480 minutes/20 units = 24 minutes per unit
• The number of products to be processed in day:

(50+30+20) units
• Tact time (the time it takes to produce one piece of
product): 480 minutes/100 units = 4.8 minutes
• X: 5 units; Y: 3 units; Z: 2 units ===== 10 units every 48

minutes
• Schedule: X-Y-X-Z-X-Y-X-Z-X-Y (repeated this sequence

10 times)
19
Quality Assurance
• Quality assurance is the starting point in building

products
• Elements where defects most often occur：
Operator, material, machine, method, and
information
• Overall plan for achieving zero defects
– Operator: Basic training and multiple skills training
– Material: Preventive inspection
– Machine: Pokayoke and preventive maintenance
– Method: Flow production and standard operations
– Information: Visual control
– Basic strategy for zero defects: The 5S’s
•
Pokayoke (Mistake-proofing)
• The pokayoke system possesses two functions: it can carry
out 100% inspections and, if abnormalities occurs, it can
carry out immediate feed back and action:
When there is a working mistake, the material will not fit the
tool
If there is irregularity in the material, the machine will not
start
If there is a working mistake, the machine will not start the
machining process
When there are working mistakes or steps left out, corrections
are made automatically and machining continues
Irregularities in the earlier processes are checked in the later
process to stop the defective products
When a step is forgotten, the next process will not start
20
Setup
• Shortening setup time could minimize lot sizes,
therefore reduce the stock of intermediate and
finished products
• Through small lot sizes, the manufacturing lead
times (MLT) of various kinds of products (mixed
scheduling) can be shortened
• Through short MLT, the company can adapt to
customer orders and demand changes very
promptly
• SMED (single minute exchange of dies) is not
only a technique but also a concept. It was
developed by Shigeo Shingo
• Single minute means that the setup should be
performed within 9 minutes 59 seconds
The Concept of SMED

• In order to shorten the setup time using SMED,
there are 4 major concepts, and 6 techniques for
applying the concepts
• These concepts are:

Separate the internal setup (requires that the machine
be stopped) from the external setup (while the machine
is operating)
Convert as much as possible of the internal setup to the
external setup
Eliminate adjustment process
Abolish the setup itself
21
The Techniques of SMED

• The techniques are:
Standardize the external setup actions: made into
routines and standardize
Standardize only the necessary portions of the machine:
since it is very expensive
Use a quick fastener: sliding guide block
Use a supplementary tool: revolving table
Use parallel operations
Use a mechanical setup system: air or oil pressure
Standard Operations
• Standard operations is an effective combination
of workers, materials and machines for the sake
of making high quality products cheaply, quickly,
and safely
• Basic elements of standard operations:
– Cycle time
– Work sequence
– Standard in process inventory
• The principles of motion economy and 3Ms are
very useful tools for establishing improving
standard operations
• 3M: Muda ( 無駄) or waste, Mura (斑) or
inconsistency, and Muri (無理) or irrationality
22
JIDOKA
• Jidoka (自動化) means automation, i.e., a
mechanism where the machine operates by itself
once the switch is thrown but has no feedback
control for detecting errors and no device for
stopping the process if a malfunction occurs.
• Jidoka (自働化) means autonomation, i.e., a
mechanism to detect abnormalities or defects
and to stop the line or machine when
abnormalities or defects occur
Maintenance and Safety

• Total productive maintenance (TPM) treating the
causes of breakdowns before the breakdowns
actually happen is the key to achieving zero
breakdowns
• Accidents happen because of deterioration
• Stages on the path to breakdown: latent minor
defects, apparent minor defects, performing
below expectations, stops intermittently, and
completely stop (breaks down)
23
Maintenance
• Four basic maintenance activity:
– Maintenance prevention (MP)
– Preventive maintenance (PM)
– Corrective Maintenance (CM)
– Independent maintenance and improvement
• The maintenance cycle: MP-PM-CM
• The CCO (cleanliness, checking and oiling) habit
must be an integral part of the routine tasks
Reasons for the accident occurrence

• The worker was not adequately trained
• The safety saying was put into the book but not
into the mind of the worker
• Safety has not been built into the operational
procedure
• The equipment lacked an accident-prevention
device
24
Shojinka(少人化)
• Shojinka means to alter (decrease or increase)
the number of workers at a shop when the
production demand has changed (decrease or
increase)
• The prerequisite for realizing shojinka:
– Proper design of machinery layout (U-shaped layout)
– Well-trained and multifunctional workers
– Continuous evaluation and revision of the standard
operations
Visual Control
• What is being managed and where should people
look? ---- What are the important points
• What constitutes an abnormality ----- What are

the standards?
• It is discernible? ----- What are the tools used for

inspection, and is the inspections easy to do
(including easy of evaluation)?
• What should be done? ----- What are the

emergency procedures and what are long term
remedies?
25
Visual Control Tools

• Make them easy to see from a distance
• Put the displays on the things they are for
• Make them so that anyone can tell what is right
and what is wrong
• Make them so that anybody can use them easily
and conveniently
• Make them so that anybody can follow them and
make them the necessary correction easily
• Make them so that using them makes the
workplace brighter and more orderly
• Example: kanban/label, display, marks, andon,

color
Visual Control
Tool board Visual kanbans
Work station Library shelf

How
to
sensor
30-50 Machine controls
Good Better Best
26

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Departemen Teknik Industri FTI-ITB

Laboratorium Sistem Produksi

Departemen Teknik Industri FTI-ITB

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 2

Relative Performance in Auto Industry

Toyota Japan USA Europe

Deliveries (percent late)

Hours Na 37 135 138

1993-94, from Womack and Jones, Lean Thinking

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 3

Departemen Teknik Industri FTI-ITB

Relative Performance in Auto Industry

Toyota Japan USA Europe

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 4

Hewlett Packard’s Cupertino

lead time 15 days 11.3 hours

work in process $670,000 $20,000

no. of back 200 2

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 5

Departemen Teknik Industri FTI-ITB

The Cost Subtraction Formula

• Profit = Selling Price – Cost

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 6

The Cost Subtraction Formula

 setting a target cost

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 7

Departemen Teknik Industri FTI-ITB

United States of America Japan

Product Characteristics Product Characteristic

Design Planned selling price – desired profit

Engineering Target Cost

Supplier pricing Design Engineering Supplier pricing

Periodic cost reduction Continuous cost reduction

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 8

Is JIT a Culture-based System?

• Yoshiki Yamasaki (President of Toyo Kogyo)

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 9

Departemen Teknik Industri FTI-ITB

Change- Stand. oper. Quality

段取り 平準化 品質保

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 10

The 5S’s Principle

• Seiton(整頓) =Neatness (Orderliness)

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 11

Departemen Teknik Industri FTI-ITB

The 5S’s Principle

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 12

The 5S’s Principle

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 13

Departemen Teknik Industri FTI-ITB

The 5S’s Principle

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 14

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 15

Departemen Teknik Industri FTI-ITB

Inventory Hides Problems

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 16

Lower Levels of Inventory to Expose Problems

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 17

Departemen Teknik Industri FTI-ITB

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 18

TI3122-Perencanaan dan Pengendalian Produksi - Minggu 9 19

Departemen Teknik Industri FTI-ITB

Push and Pull Systems

setting a target cost

段取り平準化品質保