Transcript
Page 1: JIT Scheduling + Kanban + JIT Services

JIT Scheduling,

KANBAN,

JIT Services

Przemyslaw Nawrot, Louis Schmidt

Page 2: JIT Scheduling + Kanban + JIT Services

JIT Scheduling

● Schedules have to be

communicated

inside and outside of

a company

● Inventory is low

● Reduction of work

● Ordering big amount makes your costs lower

Page 3: JIT Scheduling + Kanban + JIT Services

Lower Setup costs → Lower Total costs

Page 4: JIT Scheduling + Kanban + JIT Services
Page 5: JIT Scheduling + Kanban + JIT Services

● JIT exists only when a

supplier and purchaser

work together

● prefer small batches than a large batch

Page 6: JIT Scheduling + Kanban + JIT Services

“Jelly bean” scheduling

● exactly schedule can improve performance

Page 7: JIT Scheduling + Kanban + JIT Services

KANBAN

● Japanese word = Card

● authorization for next container of material

● small lot sizes → move inventory only as needed

● rather than pushing it whether the next workstation is

ready for it or not

Page 8: JIT Scheduling + Kanban + JIT Services

● Different sorts of signals are used, but the system is still

called Kanban (CARD)

cards

flags

empty positions on the floor

● important = authorization of the card → pulled from the

producing department/ supplier

Page 9: JIT Scheduling + Kanban + JIT Services

KANBAN - no visual contact / visual contact

signal marker

Part numbersmark collection

no visual contact visual contact

- cards

- electronic signals (computer, lights,

internet)

- empty positions on the floor

- flags

Page 10: JIT Scheduling + Kanban + JIT Services

● move when it’s needed = PULL-SYSTEM

Page 11: JIT Scheduling + Kanban + JIT Services

● arrivals in work center to match processing time

● reduce inventory → pull only when needed

Page 12: JIT Scheduling + Kanban + JIT Services

how kanban works, pulling units as needed from production.

e.g. similar to the resupply that occurs in your neighborhood supermarket

Page 13: JIT Scheduling + Kanban + JIT Services

Kanban - more information

● each card = responsible specific parts or

quantity

● possible that a multiple card system is used

● Kanban system limit on the amount of work-

in-process between cells

● Kanban doesn’t has to be FORMAL.

Page 14: JIT Scheduling + Kanban + JIT Services

Example of KANBAN + JIT(fast-food restaurant)

1. KANBAN:

6 cars in line

→ informal kanban signal is

5 will order french fries and

3 Big Mac

→ chef should start cooking

Page 15: JIT Scheduling + Kanban + JIT Services

2. JIT

Cooking french fries and BigMac’s in a JIT -

way!

Example of JIT McD's

Page 16: JIT Scheduling + Kanban + JIT Services

Number of Kanban Containers

- information needed:- lead time to produce a container of parts

- amount of safety stock needed

Page 17: JIT Scheduling + Kanban + JIT Services

Number of Kanbans

Daily demand

Production lead time

(Wait time + Material

handling time +

Processing time)

Safety stock

Container size

= 500 cakes

= 2 days

aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa

aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa

aaa

= ½ day demand

= 250 cakes

Demand during lead time = 2 days x 500 cakes = 1.000

Number of Kanbans = (1.000 + 250)/250 = 5

Page 18: JIT Scheduling + Kanban + JIT Services

Advantages of Kanban

● Reduced amount of faulty or delayed

material

● problems are immediately evident

● Puts downward pressure on bad aspects of

inventory

● standardized containers reduce weight,

disposal costs, wasted space + labor

Page 19: JIT Scheduling + Kanban + JIT Services

Kanban final statement

→ MRP system JIT schedule as a ‘build’

authorization and the kanban as a type of

‘pull’ system that initiatives the actual

production

Page 20: JIT Scheduling + Kanban + JIT Services

JIT in services

JIT techniques used in services:

● suppliers

● layout

● inventory

● scheduling

Page 21: JIT Scheduling + Kanban + JIT Services

Suppliers

● restaurant deals

with supplier on

JIT basis

● otherwise

problems with

customers occur

Page 22: JIT Scheduling + Kanban + JIT Services

Layout

● conditions must be adapted

to needs - e.g. McDrive

● new selling channels

and faster process

Page 23: JIT Scheduling + Kanban + JIT Services

Inventory

● stockbrokers driving

down inventory =

occurs at

McDonald’s

● preparing only the

food, which is

already ordered

Page 24: JIT Scheduling + Kanban + JIT Services

Scheduling

● based on forecasted demand

different Examples:

- Airline ticket Counter

(consider flights)

- McDonald (5 min)

- Salon (elaborate,

seasonal, weekly)

Page 25: JIT Scheduling + Kanban + JIT Services

Exercise

Company SuperCar is trying to reduce

inventory and wants to install a kanban system

for compressors on one of its assembly lines.

Determine the number of kanbans (containers)

needed.

Page 26: JIT Scheduling + Kanban + JIT Services

Given

Setup cost = $10

Annual holding cost per compressor = $100

Annual usage = 25.000 (50 weeks x 5 days each x

daily usage of 100 compressors)

Size of one Container = 100

Lead time = 3 days

Safety stock = ½ day’s production of compressors

Page 27: JIT Scheduling + Kanban + JIT Services

Determination the number of kanbans

Demand during lead time = 300 ( =3 days x daily

usage 100)

Safety stock = 100 (= ½ x daily production of 200)

Page 28: JIT Scheduling + Kanban + JIT Services
Page 29: JIT Scheduling + Kanban + JIT Services

Quiz 1

What are the positive aspects of JIT-

Scheduling ?

a) The ability to meet customer orders

b) Drives down inventory by allowing smaller lot sizes

c) Reduces work-in-process

d) All of them above

Page 30: JIT Scheduling + Kanban + JIT Services

Quiz 2

What kind of System is the KANBAN - System?

a) Push-System

b) Pull-System

c) Horizontal - System

d) Vertical - System

Page 31: JIT Scheduling + Kanban + JIT Services

Quiz 3

Where does the Kanban come from?

a) Germany

b) China

c) Japan

d) US

Page 32: JIT Scheduling + Kanban + JIT Services

True or False?

Inventory has only one positive aspect, which is

availability; inventory has several negatives,

including increased material handling, obsolescence,

and damage.


Recommended