Jit implementation manual the complete guideto justin time manufacturing second edition vol 6

387 Multi-Process Operations: A Wellspring for Humanity on the Job ...387 The Difference between Horizontal Multi-Unit Operations and Vertical Multi-Process Operations ...388 Questions a

Tai Lieu Chat Luong

The Complete Guide to Just-in-Time Manufacturing

Second Edition

Volume 6

JIT Implementation Forms and Charts

The Complete Guide to Just-in-Time Manufacturing

Second Edition Volume 6

HIROYUKI HIRANO

CRC Press

Taylor & Francis Group

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Volume 1

1 Production Management and JIT Production Management 1

Approach to Production Management 3

Overview of the JIT Production System 7

Introduction of the JIT Production System 12

2 Destroying Factory Myths: A Revolutionary Approach 35

Relations among Sales Price, Cost, and Profit 35

Ten Arguments against the JIT Production Revolution 40

Approach to Production as a Whole 44

Volume 2 3 “Wastology”: The Total Elimination of Waste 145

Why Does Waste Occur? 146

Types of Waste 151

How to Discover Waste 179

How to Remove Waste 198

Secrets for Not Creating Waste 226

4 The “5S” Approach 237

What Are the 5s’s? 237

Red Tags and Signboards: Proper Arrangement and Orderliness Made Visible 265

The Red Tag Strategy for Visual Control 268

The Signboard Strategy: Visual Orderliness 293

Orderliness Applied to Jigs and Tools 307

Volume 3

5 Flow Production 321

Why Inventory Is Bad 321

What Is Flow Production? 328

Flow Production within and between Factories 332

6 Multi-Process Operations 387

Multi-Process Operations: A Wellspring for Humanity on the Job 387

The Difference between Horizontal Multi-Unit Operations and Vertical Multi-Process Operations 388

Questions and Key Points about Multi-Process Operations 393

Precautions and Procedures for Developing Multi-Process Operations 404

7 Labor Cost Reduction 415

What Is Labor Cost Reduction? 415

Labor Cost Reduction Steps 419

Points for Achieving Labor Cost Reduction 422

Visible Labor Cost Reduction 432

8 Kanban 435

Differences between the Kanban System and Conventional Systems 435

Functions and Rules of Kanban 440

How to Determine the Variety and Quantity of Kanban 442

Administration of Kanban 447

9 Visual Control 453

What Is Visual Control? 453

Case Study: Visual Orderliness (Seiton) 459

Standing Signboards 462

Andon: Illuminating Problems in the Factory 464

Production Management Boards: At-a-Glance Supervision 470

Relationship between Visual Control and Kaizen 471

Volume 4 10 Leveling 475

What Is Level Production? 475

Various Ways to Create Production Schedules 477

Differences between Shish-Kabob Production and Level Production 482

Leveling Techniques 485

Realizing Production Leveling 492

11 Changeover 497

Why Is Changeover Improvement (Kaizen) Necessary? 497

What Is Changeover? 498

Procedure for Changeover Improvement 500

Seven Rules for Improving Changeover 532

12 Quality Assurance 541

Quality Assurance: The Starting Point in Building Products 541

Structures that Help Identify Defects 546

Overall Plan for Achieving Zero Defects 561

The Poka-Yoke System 566

Poka-Yoke Case Studies for Various Defects 586

How to Use Poka-Yoke and Zero Defects Checklists 616

Volume 5 13 Standard Operations 623

Overview of Standard Operations 623

How to Establish Standard Operations 628

How to Make Combination Charts and Standard Operations Charts 630

Standard Operations and Operation Improvements 638

How to Preserve Standard Operations 650

14 Jidoka: Human Automation 655

Steps toward Jidoka 655

The Difference between Automation and Jidoka 657

The Three Functions of Jidoka 658

Separating Workers: Separating Human Work from Machine Work 660

Ways to Prevent Defects 672

Extension of Jidoka to the Assembly Line 676

15 Maintenance and Safety 683

Existing Maintenance Conditions on the Factory Floor 683

What Is Maintenance? 684

CCO: Three Lessons in Maintenance 689

Preventing Breakdowns 683

Why Do Injuries Occur? 685

What Is Safety? 688

Strategies for Zero Injuries and Zero Accidents 689

Volume 6 16 JIT Forms 711

Overall Management 715

Waste-Related Forms 730

5S-Related Forms 747

Engineering-Related Forms 777

JIT Introduction-Related Forms 834

Index I-1 About the Author I-31

JIT Forms

This chapter represents a comprehensive collection of JIT

forms and other tools that will come in handy for promoting

the JIT factory revolution These forms are divided into five

categories: overall management, waste-related forms, 5S-related

forms, engineering-related forms, and JIT introduction-related

forms The forms are provided both as filled-in examples and

as blank forms that can be removed from the binder and

photo-copied for use in the factory.

The table in Figures 16.1 and 16.2 list titles and brief

descrip-tions of the JIT forms contained in the chapter.

Use this form to enter diagnostic data and describe current conditions,goals, and other data relevant to management that supports the JITfactory revolution.

Description Title

These two lists, one for workshops and the other for processes, help

us discover where waste has been hidden

This analysis sheet helps us find the true causes of problems thatoccur in the workshops

Used for checking how well the 5S’s are enforced throughout thefactory Can also be used to check on 5S conditions at outsidesupplier companies

These signboards show where certain items are to be placedtemporarily

This checklist has five levels of “cleaned-up” status for each ofthree “S” categories

This provides a tabular form for entering check point descriptionswhen inspecting cleanliness conditions

Working from red tag campaign results, this list is for entering thetypes of unneeded inventory and the disposal method for each type

The results of red tag campaigns are entered on this form

These are the red tags used in the “red tag strategy.”

These include 5S maps and other means of indicating 5S conditions

Data from these separate 5S checklists for manufacturing workshopsand clerical or administrative offices can be used to draw radarcharts showing relative strengths and weaknesses, which are useful

as score-keeping tools for 5S contests

5S Checklist (forworkshops andoffices), with radarchart supplement

5S Checklist (forfactories)5W1H Sheet

Waste-finding lists (workshop-specificand process-specific)

Check-Operations AnalysisTable

Summary Chart ofFlow AnalysisArrow Diagrams

5-Level List of JITManufacturingFunctions, with radarchart supplement

Diagnostic List forJIT Management

5S MemosRed TagsRed Tag StrategyReport FormUnneeded InventoryItems List and Un-needed Equipment ListCleanliness

Inspection Checklist5-Point Cleaned-UpChecklist

Display Boards16

Clarifies the relationship between the flow of goods and the use of equipment.

Used to estimate output quantities of products and components.

Table for analyzing balance in assembly line operations.

Table for confirming cooperative operations on assembly lines, etc.

Charts for comprehensive analysis of delivery methods used for purchases and subcontracted goods.

Lists for evaluating delivery efficiency of purchased and subcontracted goods.

Easy-to-read report of conditions and progress in multiple skills training.

Easy-to-read description of conditions and progress in multiple skills training.

Tool for comparing estimated production schedule with actual production on an hour-to-hour basis.

Chart for confirming changeover-related needs.

Presents an overview of changeover operations.

For in-depth study of improvement items and confirmation of progress

in making improvements.

Elucidates minor operations and points toward improvements.

Promotes better understanding of current changeover operations.

For use in checking on 5S maintenance as it relates to changeover.

For flushing out causes of defects and setting improvements into the proper sequence.

Shows the basic times and other performance-related data for processing of each part.

Helps us find the most efficient combination of human work and machine work.

Summarizes key points and critical factors in standard operations.

Model and Operating

Rate Trend Charts

Description Title

Used for giving advice or training to equipment operators

Shows correct operations, within the cycle time

Presents the ten most basic concepts and precepts of JIT production

Provides a handy form for memos regarding JIT improvementactivities

Lists improvement items and keeps track of progress

For checking on the progress of large or long-term improvementthemes

Enables easy, visual “before” and “after” comparison of improvements

Form for JIT leaders to use in giving advice

Form for weekly reports from affiliated companies or factories.Weekly Report on

JIT Improvements

Improvement ResultCharts

Improvement CampaignPlanning Sheet

List of JITImprovement ItemsImprovement Memos

JIT’s TenCommandments

Standard OperationForms

Work Methods Table

JIT Leader’s Report44

Overall Management

JIT Management Diagnostic List

Application

As an aide to promoting the JIT factory revolution, this list

helps describe the overall company organization and

pro-vides a form for setting and listing JIT improvement goals As

such, this list (see Figures 16.3 to 16.5) can also be useful for

managing outside orders.

Main sections of form

1 Total value added This is the remainder obtained by

sub-tracting total expenditures from the total value of output.

2 Inventory assets These assets are divided into three

cate-gories: products, in-process inventory, and materials and

purchased parts.

a Products: The value of product inventory indicates

the company’s overall strength in sales,

manufactur-ing, and distribution The lower the product inventory

value, the better.

b In-process inventory: This indicates how strong the

company is in terms of maintaining a streamlined

flow of goods The smaller the in-process inventory

value, the better.

c Materials and purchased parts: This value figure

shows how efficient the company is in purchasing

Again, the smaller the value, the better.

3 Production techniques This section is for entering which

kind of production method is being used (lot

produc-tion or flow producproduc-tion), along with a short descripproduc-tion

and comments.

3 No of employees

Operating profit

(1) (2) Ratio (3) Per employee

($) ($) ($) (%) Value of sales (annual)

Description Current condition

JIT Management Diagnostic List

Capitalization:

Telephone:

Date:

Goals, comments, etc.

Figure 16.3 Example of a JIT Management Diagnostic List.

(1) Factory (m2) (2) Warehouse (m2) (3) Office (m2) (4) Other (m2) (1) No of outside contractors

or vendors (2) Value of outside orders ($)

($)

($) ($)

($)

($) ($)

(%)

Value of sales (annual)

Description Current condition

JIT Management Diagnostic List

Factory Item

Total overtime per person

(1) Product 1: (No of days) (1) Product 2:

(1) Purchasing lead-time (No of days) (2) Subcontracting lead-time (No of days)

(3) Processing lead-time (No of days) (4) Assembly lead-time (No of days) (1) Job shop or flow shop?

(2) Multi-machine operations or multi-process operations?

(3) Lot production or one-piece flow production?

(4) Sitting while working or standing while working?

(5) Downstream inspection or independent inspection?

(6) Single skills or multiple skills?

(7) Process-specific pitch or product-specific pitch?

(8) Lots of waste or not much waste?

(9) Lots of inventory or not much inventory?

(10) Lots of defects or not many defects?

Have the 5S’s been established?

Five Stages of JIT Production and

JIT Radar Charts

Application

Use this to evaluate how well the factory is doing in terms of

JIT’s 13 main functions The radar chart enables us to gain

an immediate grasp of the company’s relative strengths and

weaknesses in these 13 functions.

Main sections of form:

1 First Level (Little League) This level is typical of the

strug-gling, money-losing company whose survival is in doubt.

2 Second Level (Junior Varsity) Companies at this level are

managing to survive, for the time being at least.

3 Third Level (Varsity) Companies at this level are doing just

well enough to not be ashamed to host factory tours.

4 Fourth Level (Minor League Pro) At this level, companies

are doing well enough to take pride in being able to

teach other companies a thing or two.

5 Fifth Level (Major League Pro) These top-ranking companies

truly have what it takes to survive into the 21st century.

The structure of the JIT production system is illustrated in

the following diagram (see Figures 16.6 to 16.11).

Visual control Just-In-Time

Awareness Revolution

Kanban

Leveled production

Flow production

Quality assurance Maintenance

and safety

Jidoka

Standard operations Changeover

Multi-process operations

5S

Labor cost reduction

Figure 16.6 Structure of the JIT Production System.

Almost everyone in the factory thinks we are still in the era of large-lot production and that the

current way of making things is about as good as it can be.

1 Awareness Revolution

To almost everyone in the factory, putting customer service first is a foreign concept Instead, the

emphasis is on facilitating production.

Some of the people have at least an intellectual understanding of the need to put the customer first.

However, this new thinking is not reflected in the factory, which clings to its old ways.

Almost everyone knows how important it is to put the customer first, and the factory itself is

gradually beginning to reflect this.

The “customer first” concept has penetrated to every corner of the factory Whenever a problem

or abnormality occurs, people get to work at once to make a corrective improvement.

Everything in the factory is lying around in disorganized heaps In fact, even the people who habitually

use certain things often have no idea where the things are or how many of them are in stock.

Everything appears to be a mess, but somehow the people using the things usually know where to

find them.

White lines demarcate work areas and paths; and tools, in-process inventory, and machines appear

to be put into some kind of logical order.

Tools, in-process inventory, and machines are marked with location indicators, and the floor and

machines are kept clean The causal observer would believe that everything is clean and well-organized.

Things are marked so that anyone can tell what goes where and in what amount, everything is kept

clean, and devices have been developed to help prevent things from getting dirty in the first place.

Equipment is laid out job-shop style, large lots accumulate near various machines and operators, and

each process moves at its own pitch.

Operators are trying to handle smaller lots, but since the equipment layout is still in the job-shop

style, production relies heavily on the conveyance system.

The equipment has been rearranged for in-line layout, but production flow is limited to the

single-process small-lot method.

Production has switched to one-piece flow based on hand-conveyance, single-process

operations, and in-line equipment layout.

Operators are standing while working and carrying out multi-process operations based on one-piece

Workers do not want to change They insist that they are only able (or willing) to do the job they are currently doing.

Operators do not move efficiently and there are clearly more workers in the factory than necessary.

Overstaffing is not so evident Everyone in the production line always does the same tasks, and the balance of operations is poor.

Job duties differ only from product to product and the balance of operations is basically OK Job duties are adaptable to changes in required output.

Operators are trained flexibly and can work anywhere on the line The number of workers is kept

to the minimum needed to produce the required output.

Workpieces are pushed downstream and processes are arranged in no apparent order.

Push production still prevails, but things are generally organized into specified temporary storage areas.

Things are kept in specified places and specified amounts, and ways are being found to switch from push production to pull production.

Downstream processes are withdrawing kanban from upstream processes.

Withdrawal of kanban from downstream processes is being combined with ongoing

No one can tell when an abnormality occurs, so the production line keeps on going.

7 Visual Control

No one can tell when an abnormality occurs, but they are eventually discovered and corrected.

The people directly involved can tell when things are normal and when they are abnormal, and they

respond (sooner or later) to abnormalities.

Everyone can tell when things are normal and when they are abnormal, and they respond (sooner

or later) to abnormalities.

Everyone can tell when things are normal and when they are abnormal, and they respond at

once to abnormalities.

Each product model has only one run per month, and each process moves at its own pitch.

Each product model has only two runs per month, and each process moves at its own pitch.

Each product model has four runs per month (one per week), and some synchronization of processes

has been achieved.

Monthly production schedules are divided into daily production runs, and in-line production has

been established with specific cycle times.

Fully-leveled production has been established, and the cycle time sets the rhythm for the

entire factory.

Only one or two changeovers per month regardless of customer needs Changeover times

can be as long as half a day.

People are conscious of the need to orient changeovers toward serving customer needs.

Changeover teams have been formed to improve external changeover, etc.

Changeover times have been shortened significantly.

No changeover operation takes more than three minutes and all are done within the cycle time.

Lots of defective products get shipped, resulting in lots of customer complaints.

10 Quality Assurance

Defects occur, but a strict final inspection process keeps customer complaints low.

Improvement teams have been formed and use inspection data in responding to defects.

Defects are detected before being passed to the next process by operators who perform independent inspection and improvements.

Jidoka and poka-yoke devices have been developed to build in quality at each process and to

detect defects at their source to prevent occurrence or recurrence.

Operation methods are left up to the operators, who depend on their experience and

“instincts” to do the job correctly.

Operators tend to perform their tasks in similar ways, but there is no attempt at improving standardization.

Process-specific standards have been established and are generally followed.

Systematic production standards are followed at each process, but there is no attempt to improve them.

Standard operations are well-defined, followed completely, and constantly improved upon.

All operations are done either manually or by expensive large-lot processing equipment Operations are done by machines but always with human assistance.

Workers have been separated from the machines Machines producing defective goods must be turned off manually.

Workers have been separated from the machines that start turning out defective products.

Separation of workers and jidoka have been successfully extended to the assembly line.

Machines break down frequently Accidents are common.

13 Maintenance and Safety

Fixing machine breakdowns is always left to the maintenance staff Accidents occur occasionally.

Thorough maintenance and repairs are done after breakdowns occur Major accidents rarely occur.

Thorough preventive maintenance is practiced Major or minor accidents rarely occur.

Company-wide maintenance activities are practiced No machine breakdowns or accidents occur.

are usually resolved in some way Twice

shipped Operation procedures are vaguely standardized in roughly the same order Some automation, but operators are always present while machines wor

Clean, neatly organized with mess-prevention measures in f

Automation

Maintenance and Safety

Awareness Revolution

Major League Pro Minor League Pro Varsity Junior Varsity Little League

Kanban

Labor Cost Reduction

Multi-Process Operations

Flow Production The 5S’s

Figure 16.9 Example of a JIT Production Radar Chart.

are usually resolved in some way Twice

shipped Operation procedures are vaguely standardized in roughly the same order Some automation, but operators are always present while machines wor

Clean, neatly organized with mess-prevention measures in

Automation

Maintenance and Safety

Awareness Revolution

Major League Pro Minor League Pro Varsity Junior Varsity Little League

Kanban

Labor Cost Reduction

Multi-Process Operations

Flow Production The 5S’s

Figure 16.11 JIT Production Radar Chart.

Main sections of form and procedure for filling out form:

1 First select the product model to be analyzed Use a P-Q analysis sheet to help select the product model.

2 Draw a map of the entire factory or the workshop that manufactures the selected product Indicate the current equipment layout.

3 Use the following process analysis symbols and indicate the sequence in which goods flow through the factory or workshop.

a Processing: large circle

b Inspection: diamond

c Conveyance: small circle

d Retention: triangle Example: An “F” inside a large circle can indicate forklift conveyance.

4 At all conveyance points, indicate the conveyance tance and the type of conveyance device used At all retention points, indicate the usual amount of in-process inventory being retained.

5 Show totals for the number of retention points, ance points, processes, and inspections Also show the total amount of retained goods and the total convey- ance distance.

6 Devise and implement means of removing major forms of waste, such as conveyance waste and retention waste.

Shelving Tester

Second dip First dip

Work table Work table Shelving

Shelving Shelving

Shelving Shelving

150 meters Staff: 49

CREATED BY:

ARROW DIAGRAM PRODUCT

NO:

DIAGRAM CREATION DATE:

Shelving Shelving Shelving Shelving

Shelving Shelving Shelving Shelving

General Flow Analysis Charts

Application

General flow analysis charts (see Figures 16.14 and 16.15) are

useful for describing and comparing the production flow for

a particular product before and after improvement.

Main sections of the form:

1 Before improvement Analysis results describing retention,

conveyance, processes, and inspection before

improve-ment.

2 After improvement Analysis results describing retention,

conveyance, processes, and inspection after improvement.

Summary Chart of Flow Analysis

20 20 20 20

20 20 20 20

400 400 350 400

400 400 350 400

400 220 200 240

12 11 10 12

40 40 40 40

40 40 40 40

6 6 6 6

1200 1200 1000 16

3 3 3 3

3 3 3 3

24 22 20 24

960 880 800 960

1 1 1 1

1 1 1 1

6 6 6 6

8 7 6 8

Summary Chart of Flow Analysis

Operations Analysis Charts

Application

Use these charts (see Figures 16.16 and 16.17) to analyze the

series of operations that go into manufacturing a particular

product to help clarify and remove inherent waste, such as

idle time waste, transfer waste, and unnecessary movement.

Main sections of form:

1 Work Indicate each operation (processing) that directly

adds value to the product, and thereby generates profit.

2 Motion Indicate as motion anything that does not add

value to the product, but supports processing that does

add value No matter how much of this type of “motion”

we use, we are not generating any profit.

3 Idle time Indicate idle time during manufacturing

opera-tions.

4 Time Enter time measurements for operations (both

work and motion), transfer, idle time, and inspection.

5 Distance Enter all transfer distances.

Load castings onto cart

Description of operation Description of operation

Develop small shotblaster and install in U-shaped cell Transfer to press (via cart)

Before Improvement (date: 10/28/88)

10' 2

Description of

Before Improvement (date: )

After Improvement (date: )

Waste-Finding Checklist

(Workshop-Specific and Process-Specific)

Application

This list helps us be thorough in finding how the seven major

types of waste exist in each process or workshop Making

such a list is also an effective preparatory step before making

improvements to establish flow production (see Figures 16.18

to 16.23).

Main sections of form:

1 Waste-finding Checklist (workshop-specific)

a Process name Name of the process where waste is

being found.

b Major waste Enter the magnitude of waste (on a scale

of 0 to 4) under each column.

i 0: No waste

ii 1: A little waste

iii 2: Some obvious waste

iv 3: Considerable waste

v 4: Lots of waste

c Total waste magnitude Add up the magnitude points

for all seven major types of waste.

d Order of improvements Begin making improvements at

the processes having the greatest magnitude of waste.

2 Waste-finding Checklist (process-specific)

a Respond YES or NO to the statements in the form

Example: “No production schedule or control boards.”

i Answer YES if there are none.

ii Answer NO if there are some.

b Magnitude of waste (1–3).

i 1: A little waste

ii 2: Moderate waste

iii 3: A lot of waste

Process name

Improvement ideas and comments

Waste-finding Checklist (workshop-specific)

4 Pile-up during conveyance

5 Change of conveyance devices in mid-transfer

6 Previous and/ or next process is an another floor

7 Conveyance requires manual assistance

8 Conveyance distance too long

9.

10.

1 Complaints from nex

2 Defect within process

3 Human errors

4 Defective due to mis

5 Defective due to wro

6 Omission in process

7 Defect in processing

8 No human automoti

10 No inspection with

11 Defects not address

1 Process is not require

2 Process includes unn

3 Process can be repl

less wasteful

4 Part of process can

detracting from prod

1 No production schedule or control boards

2 No leveling of production schedule

3 Production not in sync with production schedule

4 Items missing

5 Defective goods produc

6 Equipment breakdowns

7 Too much manual assist

8 Too much capacity

9 Lots grouped into batch

10 Using push production

11 Caravan-style operatio

12 Not balanced with nex

1 Lots of inventory on she

2 Shelves and floor storag

3 Inventory stacks block v

4 In-process inventory acc operations

5 In-process inventory is s operators

6 In-process inventory is s processes

7 Impossible to visually d in-process inventory 8.

9.

10.

11.

Process name

Waste-finding Checklist (process-specific)

Waste-finding Checklist (process-specific)

Description of waste Confirmation Mag-YES NO nitude

Date:

Causes and improvement plans

Date:

Causes and improvement plans YES NO

Confirmation

Mag-nitude

Description of waste

Process Name Waste-finding Checklist (process-specific)

Overall improvement points:

Total

6 Wrist movements

7 Left or right hand is idle

8 Idle time used for observation

9 Workpiece setup/removal

10 No standardized repetition of operations

11 Worker operates using different motions each time

12 Operations divided up into little segments 13.

14.

15.

1 Idle time due to workpiece delay from previous piece

2 Idle time due to machine busy status

3 Idle time due to missing item(s)

4 Idle time due to lack of balance with previous process

5 Idle time due to lack of planning

6 Idle time due to lack of standard operations

7 Idle time due to worker absence

8 Idle time due to too many workers (more than two)

Workshop name:

Date:

Waste-finding Checklist (workshop-specific)

Process nameNo

1 No production schedule or control boards

2 No leveling of production schedule

3 Production not in sync with production schedule

4 Items missing

5 Defective goods produced

6 Equipment breakdowns

7 Too much manual assistance

8 Too much capacity

9 Lots grouped into batches

10 Using ”push production“

11 Caravan-style operations

12 Not balanced with next process

1 Lots of inventory on shelves and floors

2 Shelves and floor storage take up lots of space

3 Inventory stacks block walkways

4 In-process inventory accumulates within

Waste-finding Checklist (process-specific)

Description of waste Confirmation Mag-YES

nitude

NO

Date:

Causes and improvement plans

Figure 16.21 Waste-Finding Checklist (Process-Specific) (1).