Bài giảng Operations Management - Chapter 14 JIT and Lean Operations

JIT and Lean OperationsChapter 14Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.You should be able to:LO 14.1 Explain the terms lean operations and JITLO 14.2 Describe the main characteristics of lean systemsLO 14.3 List the five principles of the way lean system functionLO 14.4 List some of the benefits and some of the risks of lean operationsLO 14.5 Describe the Toyota Production System (TPS)LO 14.6 List the three goals of a lean system and explain its importance of eachLO 14.7 List the eight wastes according to lean philosophyLO 14.8 Identify and briefly discuss the four building blocks of a lean production systemLO 14.9 Describe key lean improvement toolsLO 14.10 Outline considerations for successful conversion from a traditional system to a lean systemLO 14.11 Describe some of the obstacles to lean successChapter 14: Learning ObjectivesLean operationA flexible system of operation that uses considerably less resources than a traditional systemTend to achieveGreater productivityLower costsShorter cycle timesHigher qualityJust-in-TimeA highly coordinated processing system in which goods move through the system, and services are performed, just as they are neededLean OperationsLO 14.1A number of characteristics are commonly found in lean systems:Waste reductionContinuous improvementUse of teamsWork cellsVisual controlsHigh qualityMinimal inventoryOutput only to match demandQuick changeoversSmall lot sizesLean cultureLean System CharacteristicsLO 14.2Five principles embody the way lean systems function:Identify customer valuesFocus on processes that create valueEliminate waste to create “flow”Produce only according to customer demandStrive for perfectionLean System PrinciplesLO 14.3Key BenefitsReduced wasteLower costsIncreased qualityReduced cycle timeIncreased flexibilityIncreased productivityCritical RisksIncreased stress on workersFewer resources available if problems occurSupply chain disruptions can halt operationsBenefits & Risks of Lean SystemsLO 14.4Lean operations began as lean manufacturing, also known as JIT in the mid-1900sDeveloped by Taiichi Ohno and Shigeo Ohno of ToyotaFocus was on eliminating all waste from every aspect of the processWaste is viewed as anything that interferes with, or does not add value to, the process of producing automobilesLean Operations: The BeginningLO 14.5Lean: Supporting GoalsThe degree to which lean’s ultimate goal is achieved depends upon how well its supporting goals are achieved:Eliminate disruptionsMake the system flexibleEliminate waste, especially excess inventoryLO 14.6WasteRepresents unproductive resourcesEight sources of waste in lean systems:Excess inventoryOverproductionWaiting timeUnnecessary transportingProcessing wasteInefficient work methodsProduct defectsUnderused peopleWasteLO 14.7Four elements of product design important for lean systems:Standard partsModular designHighly capable systems with quality built inConcurrent engineeringBuilding Blocks: Product DesignLO 14.8Building Blocks: Personnel/OrganizationalFive personnel/organizational elements that are important for lean systems:Workers as assetsCross-trained workersContinuous improvementCost accountingLeadership/project managementLO 14.8Seven elements of manufacturing planning and control (MPC) are particularly important for lean system:Level loadingPull systemsVisual systemsLimited work-in-process (WIP)Close vendor relationshipsReduced transaction processingPreventive maintenance and housekeepingBuilding Blocks: MPCLO 14.8Value stream mappingA visual tool to systematically examine the flows of materials and informationIts purpose is to help identify waste and opportunities for improvementData collected:TimesDistances traveledMistakesInefficient work methodsWaiting timesInformation flowsLean Tools: Value Stream MappingLO 14.9Make sure top management is committed and that they know what will be requiredDecide which parts will need the most effort to convertObtain support and cooperation of workersBegin by trying to reduce setup times while maintaining the current systemGradually convert operations, begin at the end and work backwardsConvert suppliers to JITPrepare for obstaclesTransitioning to Lean SystemsLO 14.10Management may not be fully committed or willing to devote the necessary resources to conversionWorkers/management may not be cooperativeIt can be difficult to change the organizational culture to one consistent with the lean philosophySuppliers may resist Obstacles to ConversionLO 14.11