JUST IN TIME

CHNG 3 NG DUNG JIT

Noi dung

ng dung cua JIT trong kiem soat nguyen vat lieu ng dung cua JIT trong san xuat/ che tao ng dung JIT trong thiet ke ieu kien ap dung JIT
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Gii thieu

JIT hng en s hoan hao ch khong tap trung vao nhng khau yeu kem cai tien eu an, lien tuc JIT khong ch ap dung vao san xuat, ma con cac hoat ong: Kiem soat nguyen vat lieu Kiem soat san xuat Kiem soat hoat ong Viec ng dung JIT cung oi hoi mot so thay oi oi vi moi trng hien tai: Cac qui nh hanh chnh truyen thong

Cac quan iem quan ly truyen thong

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JIT trong kiem soat nguyen vat lieu

e ng dung JIT trong kiem soat NVL, ta can thc hien mot so cong viec sau:

San xuat cac lo c nho Hng en san xuat khong phe pham Loai bo viec kiem tra khau tiep nhan Cung cap linh hoat a nguyen lieu trc tiep en day chuyen san xuat
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San xuat cac lo c nho

Lo c nho c ap dung oi vi san pham: Mua ngoai hoac t san xuat Gia tr cao hoac gia tr thap n gian hay phc tap Ln hay nho Xac nh c lo Phong oan: can c tren kinh nghiem Tnh toan: da vao cac mo hnh ton kho MRP cho biet thong tin cap nhat ve nhu cau NVL c lo c xac nh chnh xac hn Chi ph ton tr: 36% tong chi ph, chi ph ton tr qua nho se lam tang c lo Chi ph chuan b (at hang): c lo nho chi ph at hang tang. JIT giup giam chi ph nay bang cach tao lap moi quan he vi nha cung cap
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San xuat khong phe pham

San xuat hang loat tap trung vao KSC e loai bo/ sa cha phe pham chat lng la trach nhiem cua KCS San xuat linh hoat:

Kiem soat qua trnh tranh tao ra phe pham Vai tro KCS am bao qui trnh trong dung sai cho phep Thiet b: hoat ong trong dung sai cho phep Cong nhan: chu trach nhiem ve san pham
Chu trach nhiem Giam sat san xuat c huan luyen c trao quyen ieu chnh hoac dng san xuat

Loai bo kiem tra NVL

Nha cung cap cung cap san pham hoan hao Nha cung cap co qui trnh am bao khong can kiem tra

Cung cap linh hoat

Chon c lo trong JIT theo nguyen tac lot for lot Hoach nh thng xuyen (hang ngay) nha cung cap da vao o e cap hang Cac phan mem quan ly cho phep hoach nh theo tng ca hay tng gi nguyen tac lot for lot co the ap dung theo ca hay theo gi

a NVL trc tiep vao day chuyen

Cung cap linh hoat khong can nha kho NVL a trc tiep vao cac tram lam viec, ni can NVL o Xay dng cac ca tiep nhan quanh nha may Ngi chuyen ch (tai xe) ghi nhan viec cung cap vao he thong MRP la can c e thanh toan

JIT trong kiem soat san xuat

Cac van e can quan tam khi ng dung JIT e kiem soat san xuat

Giam thi gian san xuat chnh Rut ngan thi gian hieu chnh S dung cong cu thong ke kiem soat Hoach nh vi s ho tr cua may tnh

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Giam thi gian san xuat

Li ch

San xuat theo n hang trong thi gian ngan, ke ca n hang ac biet Thch ng nhanh vi s thay oi nhu cau Giam ton kho trong qua trnh Ton kho chet thap khi thay oi mau ma

Thi gian san xuat chnh gom:

Giam thi gian san xuat chnh giam ca 3 thanh phan tren

Thi gian ch = thi gian xep hang trc khi gia cong + thi gian ch sau khi gia cong Thi gian gia cong = thi gian hieu chnh + thi gian van hanh Thi gian van chuyen

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Giam thi gian san xuat (tt)

Rut ngan thi gian gia cong San xuat & van chuyen n chiec
Can bang toi a thi gian san xuat va van chuyen gia cac qui trnh dong n chiec Cong nhan a nang, kiem soat a qui trnh s o co the thay oi e cong nhan kiem soat nhieu may cung luc

San xuat lo nho

Lo nho thi gian gia cong ngan

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Giam thi gian san xuat (tt)

Rut ngan thi gian ch va van chuyen

San xuat khong can oi

Qua trnh trc b tr hoan San xuat khong Qua trnh sau b tr hoan can oi Can bang san xuat Giam khac biet trong nang lc cua cong nhan chuan hoa thao tac

C lo cua qua trnh trc qua ln

Toi thieu thi gian ch van chuyen, san pham a en qua trnh sau theo tng lo nho

Thi gian van chuyen

Bo tr may theo dong san xuat Dung phng tien van chuyen nhanh
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Rut ngan thi gian hieu chnh

Toyota thi gian hieu chnh may 3 phut (single setup) >< My: > 2 gi (trc 1981) Giam thi gian hieu chnh cai tien hoat ong cua cong nhan va quan oc Ky thuat giup cai tien Quay phim cai tien thao tac Dung cu hieu chnh + thiet b khac luon san sang Hieu chnh ngoai khi may van ang van hanh
Quay phim (videotape) Nghien cu cac c ong, rang buoc ve thi gian Thc hien cac hoat ong cai tien

Xac nh cac van e cua qua trnh

Kiem tra bang van hanh chuan cho moi qua trnh

Sa cha bang van hanh chuan thong thng

Ghi nhan cac tac ong

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Kiem soat qua trnh bang thong ke

Muc tieu: Khong phe pham Kiem soat qua trnh bang thong ke

Bc 1: Phan tch qui trnh hien tai Bc 2: Khac phuc cac nhc iem Xay dng bieu o kiem soat vi d lieu o lng hoac tnh toan
Bieu o kiem soat qua trnh co on nh hay khong?; xu hng thay oi la g?

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Kiem soat qua trnh bang thong ke V du

1.600

. 0005

Measurements 1.5993 1.5995 1.5997 1.5999 1.6001 1.6003 1.6005

Tally /// //// //// //// //// //// //// /// //// //// //// //// //// //// //// / //// //// //// // //// //// //

Freq. 3 9 23 36 17 10 2 100

M*F 4.7982 14.3955 36.7954 57.6000 27.2034 16.0030 3.2012 159.9967

Xtb = 1.6
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V du (tt)
FREQ. 40 35 30 25 20 15 10 5 0 1.5993 1.5995 1.5997 1.5999 1.6001 1.6003 1.6005 1.6007

FREQ.

40 35 30 25 20 15 10 5 0 1.5993 1.5995 1.5997 1.5999 1.6001 1.6003 MEASUREMENTS 1.6005 1.6007

x
69.3% 95.5% 99.7%

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V du

o lng 16 mau, 7 nhom Tnh Xtb va o lech r tng mau tnh Xtb va r cua 16 mau Xtb = 1.6000; r = 0.0008 Xac nh gii han tren va di:
UCL( X ) X ( A2 * r ) 1.60004 LCL( X ) X ( A2 * r ) 1.5996 UCL(r ) D4 * r 0.01603
_ _ _ _ _

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_
Diameter 1.6004 1.6003 1.6002 1.6001 1.6000 1.5999 1.5998 1.5997 1.5996 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 0 1 2 3 4 5 6 7 8 9 0

X
. . . . . . . . . . . . . . . .

.0018
UCL

R
UCL

.0016 .0014 .0012 .0010 .0008 .0006 .0004 .0002

LCL

. . .

. .

. . . . .

. . . . .

.0000 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 0 1 2 3 4 5 6 7 8 9 0

Bieu o kiem soat the hien cac bat thng: S thay oi Tnh xu hng Tnh tuan hoan
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Tnh gan chat Nam ngoai gii han

S thay oi
r Chart
8.070

x Chart
W e i g h t i n O u n c e s

0.080 0.075 0.070 0.065 0.060 0.055 0.050 0.045 0.040 0.035 0.030 0.025 0.020 0.015 0.010 0.005 1 2 3 4 5 6 7 8 9 1 1 1 0 1 1 1 1 1 1 1 1 1 0 8 9 0

UCLR

W e i g h t i n O u n c e s

8.065 8.060 8.055 8.050 8.045 8.040 8.035 8.030 8.025 8.020 8.015 8.010 8.005 1 2 3 4 5 6 7 8 9 2 0 1 2 3 4 5 6 7 8 9 0

. .

. .

. . .
r

. . . . . . .

. .

. . .

UCLx

. . . . . .
X

. . . . . .

. .

.
LCLx

LCLR

2 3 4 5

6 7

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Xu hng
8.070

x Chart
0.080 0.075 0.070 0.065 0.060 0.055 0.050 0.045 0.040 0.035 0.030 0.025 0.020 0.015 0.010 0.005

r Chart
UCLR

W e i g h t i n O u n c e s

8.065 8.060 8.055 8.050 8.045 8.040 8.035 8.030 8.025 8.020 8.015 8.010 8.005 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 1

. . . . . . .

. .

. . .

UCLx

. . . . . .
X

.
LCLx

W e i g h t i n O u n c e s

. .

. . . .
r

. . . . . .

. .

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 1 0 0 1 2 3 4 5 6 7 8 9 0

LCLR

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Tnh chu ky
8.070

x Chart
0.080 0.075 0.070 0.065 0.060 0.055 0.050 0.045 0.040 0.035 0.030 0.025 0.020 0.015 0.010 0.005

r Chart
UCLR

W e i g h t i n O u n c e s

8.065 8.060 8.055 8.050 8.045 8.040 8.035 8.030 8.025 8.020 8.015 8.010 8.005 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 1 0 1 2 3 4 5 6 7 8 9 0
W e UCLx i g h t i n X O u n c LCLx e s

. .

. .

. . .

. . . .

. . . .

. . . .

. . . . . .

. .

. .

. .

. .
0 0

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 0 1 2 3 4 5 6 7 8 9

LCLR

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Tnh gan chat

8.070

x Chart

r Chart
0.080 0.075 0.070 0.065 0.060 0.055 0.050 0.045 0.040 0.035 0.030 0.025 0.020 0.015 0.010 0.005 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 0 1 2 3 4 5 6 7 8 9 0 0 LCLR UCLR

W e i g h t i n O u n c e s

8.065 8.060 8.055 8.050 8.045 8.040 8.035 8.030 8.025 8.020 8.015 8.010 8.005 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 1 0 1 2 3 4 5 6 7 8 9 0 LCLx UCLx

. . .

. . . .

. .

. .

. . . . . . . . .

W e i g h t i n O u n c e s

. .

. .

. . . . . .

. .

. .

. .

. .

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Nam ngoai gii han

r Chart
0.080

8.070

W e i g h t i n O u n c e s

0.075

UCLR

8.065 8.060 8.055 8.050 8.045 8.040 8.035 8.030 8.025 8.020 8.015 8.010 8.005

x Chart
W e i g h t i n O u n c e s

0.070 0.065 0.060 0.055 0.050 0.045 0.040 0.035 0.030 0.025 0.020 0.015 0.010 0.005 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 0 0 1 2 3 4 5 6 7 8 9 0 LCLR

. .

. .

. . . . . . . .

. .

. . .

UCLx

. . .
X

. . . . . .

. .

. .

LCLx

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 1 0 1 2 3 4 5 6 7 8 9 0

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Hoach nh vi s ho tr cua may tnh

Cong nghe hien ai: CAD, CAM, NC, MRPII Tch hp ng dung cac cong nghe nay:

Thiet ke vi CAD Nhap d lieu vao MRP at hang khi ong qua trnh san xuat

Lap trnh tren NC van hanh tren cac chuan anh dau hoan tat cac lo hang nho

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JIT trong che tao

Thiet ke san xuat Lap nhom thiet ke gom: bo phan van hanh san xuat, ban hang, tiep th, che tao, kho, cung ng Muc tieu: San xuat san pham phu hp nhu cau, co the san xuat vi chi ph cho phep, cac chi tiet co the mua de dang Lam ung ngay t au

Van e: ban thiet ke khong c xem xet ung mc do thieu thi gian nhieu thay oi khi trien khai san xuat
Tong thi gian cho thiet ke u can phan bo hp ly Nhat: chu yeu thay oi xay ra giai oan thiet ke va tien san xuat trc khi en khach hang My: chu yeu thay oi dien ra giai oan bat au s dung nh phan hoi cua khach hang
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JIT trong che tao (tt)

Bo tr mat bang theo cong nghe nhom

Bo tr theo qui trnh san xuat HO SAN PHAM JIT oi hoi chuan hoa thi gian: may va cong nhan Tnh toan thi gian chuan cho Cong nhan
Hoi ngi giam sat Trung bnh trong qua kh Da vao mot san pham tng t Quan sat bang Bam gi Bang chuan thi gian MTM (Motion Time Measurement)

S dung thi gian chuan

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ieu kien ap dung JIT

Thiet ke dong qua trnh Kiem soat chat lng toan dien On nh hoa lch trnh cong tac He thong Keo vi Kanban Lam viec vi nha cung cap Giam ton kho nhieu hn Cai tien thiet ke san pham Giai quyet ong thi cac van e o lng viec thc hien

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Thiet ke Dong qua trnh

Lien ket cac hoat ong Can bang cong suat cua cac tram cong tac Tai thiet ke mat bang e tao ra dong (cong viec) toi u Chu trong vao Bao tr ngan nga Giam kch c lo

Giam thi gian cai at/ chuyen oi

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Kiem soat chat lng toan dien

Trach nhiem cua nhan vien Kiem soat chat lng bang cac cong cu thong ke (SQC) Tuan thu menh lenh Phng phap ngan nga khi gap sai hong (pokayokes)

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On nh hoa Lch trnh

Cap o cua lch trnh cong tac (Level schedule)

Tan dung di mc cong suat (Underutilize capacity)

Freeze Window: Co nh Lch trnh cong tac, khong cho phep bat c mot thay oi nao

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He thong Kanban Keo (Kanban-Pull)

Nhu cau Keo Backflush (s dung BOM Bill Of Materials nh ky e xac nh nhng hang muc nao a vao san pham) Giam c lo

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Lam viec vi nha cung cap

Giam thi gian giao hang Giao hang thng xuyen Xac nh ro cac yeu cau s dung Lam ro mong i ve chat lng

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Tiep tuc giam ton kho

Tm kiem cac ni khac e giam lng vat t Toi thieu hoa ton tr Toi thieu hoa trung chuyen (Minimize Transit)

Xe ay
Bang tai

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Cai tien thiet ke san pham

Chuan hoa cau hnh san pham

Chuan hoa va giam cac chi tiet

Thiet ke san pham song song vi thiet ke qui trnh Cac mong muon ve chat lng

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Giai quyet ong thi cac van e

Nguyen nhan cot loi Giai quyet van e mot cach thng xuyen Tiep can theo Nhom Chu trach nhiem theo day chuyen va ca nhan

Giao duc lien tuc

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o lng viec thc hien

Nhan manh vao cai tien Theo doi cac khuynh hng (Track trends)

37

JIT in Services (Examples)

To chc giai quyet Nhom van e Nang cap viec quan ly ieu hanh Nang cap chat lng Lam ro cac dong qua trnh Sa cha thiet b va qui trnh cong nghe

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JIT in Services (Examples)

Mc chu tai cua thiet b Loai bo cac hoat ong khong can thiet Tai cau truc cau hnh vat ly Gii thieu lch trnh cong tac theo Cau Keo

Phat trien mang li nha cung cap

39

Question Bowl
Just-In-Time seeks to achieve high volume production using what three approaches: a) b) c) Minimal inventory of r-- m-------Minimal inventory of w--- i- p-----Minimal inventory of f------- g----

Answer: raw materials, work in process, finished goods.

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Question Bowl
Lean Management is closely associated with which of the following? a) b) c) Big JIT Little JIT Honda Motor Company

d)
e)

McDonalds low carb menu item

The Atkins Diet

Answer: a. Big JIT

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Question Bowl
In the Toyota Production System, the elimination of waste involves: a) b) O------------W------ T---

c)

T-------------

Answer: overproduction, wasting time, transportation

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Question Bowl
In the JIT Pull System the partner that begins the process of pulling is which of the following? a) Customers

b)
c) d)

Vendors
Fabrication personnel CEO

e)

All of the above

Answer: a. Customer
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Question Bowl
A JIT Production program requires:
a) b) c) d) E------- P---------T----- Q------ C----S----- l s---C--------- i----------

Answer: Employee participation, Total Quality Control, Small lot sizes, continuous improvement
44

Question Bowl
Inventory has been known to hide the following production problems? S---V----- d-----------D------- b--------

a) b) c)

Answer: Scrap, Vendor delinquencies, decision backlogs

45

Question Bowl
You want to determine how many kanban card sets you need for an operation. You find that average number of units demanded is 1,000 per hour, the lead time to replenish the order for this item is 10 hours, the container size is 10 units, and the safety stock is estimated to be 5% of the expected demand. Which of the following is the desired number of kanban card sets? 1050 1000 605 500 None of the above

a) b) c) d) e)

Answer: a. 1050 ([1000x10](1+0.05)/10=1050)

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Question Bowl
When trying to implement JIT a stabilized schedule includes which of the following?

a)
b) c)

Demand pull
Backflush Fail-safe methods

d)
e)

All of the above

None of the above

Answer: e. None of the above (These include: level schedule, underutilization capacity, and establish freeze windows.)
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