Just-in-Time and Kanban Chapter 11 LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban • ‘The next process is the customer.’ Kaoru Ishikawa LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban A JIT system means that incoming goods arrive, proceed directly to equipment for processing, become work-in-process, and through value-added activities become finished goods just-in-time for the customer to pick up Lean Six Sigma: Process Improvement Tools and Techniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban Just-in-time requires three basic components: • A Pull system • Continuous flow processing • Adherence to Takt times Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. • All Rights Reserved Just-in-Time and Kanban • Pull systems – Pull systems are manufacturing systems that require that products to be produced only when needed by a customer LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban • Continuous flow processing – Continuous flow processing focuses on onepiece-at-a-time production – Stagnation of work-in-process inventory in and between processes must be eliminated LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban • Takt time – the rate a process must produce an item in order to meet customer demand – Takt time is defined as: Available working time per day • Takt time = -Customer demand rate per day LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban Seven sources of waste were identified by Taiichi Ohno, also of Toyota Motor Company: – – – – – – – Waste from overproduction waste from inventory waste in unnecessary transportation waste from producing defects waste in processes waste in waiting time waste in motions • Some people have modified this list to include intellect waste LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban • Kanban – display card in Japanese – a sign, card, or label, that communicates what is needed and when LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban Kanban (Pull Inventory Management) – Kanban improves process management by focusing on visual control of the process – Kanban cards tell the worker what must be produced as well as what has been produced – Workers can not more than the Kanban cards tell them to Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. • All Rights Reserved Just-in-Time and Kanban • Jidoka – the Japanese word for autonomation – Jidoka is one of the two main pillars of the Toyota Production system – When a Jidoka system is present, machines and equipment are designed to stop automatically when a problem is detected Any operator on the line also has the power to stop production Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. • All Rights Reserved Just-in-Time and Kanban • Jidoka – Jidoka systems alert the worker to when a defective item is produced or a machine malfunction has occurred • This allows the problem to be dealt with immediately, preventing the production and passing of defects • Problems and the defects they cause can be more quickly localized, isolated, and corrected Lean Six Sigma: Process Improvement Tools and Techniques DonnaC.Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved  ... production and passing of defects • Problems and the defects they cause can be more quickly localized, isolated, and corrected LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC .Summers â2011PearsonHigherEducation,... flow processing Adherence to Takt times LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC .Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and. .. only when needed by a customer LeanSixSigma:ProcessImprovementToolsandTechniques DonnaC .Summers â2011PearsonHigherEducation, UpperSaddleRiver,NJ07458.AllRightsReserved Just-in-Time and Kanban •