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JIT Implementation Manual

The Complete Guide to

Just-in-Time Manufacturing

Second Edition

Volume 4

JIT Implementation Manual

Leveling –

Changeover and Quality Assurance

The Complete Guide to

Just-in-Time Manufacturing

Second Edition

Volume 4

HIROYUKI HIRANO

Japan.

CRC Press

Taylor & Francis Group

6000 Broken Sound Parkway NW, Suite 300

Boca Raton, FL 33487-2742

CRC Press is an imprint of Taylor & Francis Group, an Informa business

No claim to original U.S. Government works

Printed in the United States of America on acid-free paper

10 9 8 7 6 5 4 3 2 1

International Standard Book Number-13: 978-1-4200-9028-4 (Softcover)

This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and

information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and

publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission

to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any

future reprint.

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out intent to infringe.

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and the CRC Press Web site at

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Contents

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

vi ◾ Contents

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

Contents ◾ vii

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

Index ............................................................................................. I-1

About the Author ......................................................................... I-31

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

viii ◾ Contents

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

475

10Chapter

Leveling

What Is Level Production?

Differences in Reducing Patterns of

Product and Parts Inventories

Usually, factories can effectively use a statistical inventory

control method, such as the reorder point method, for han-

dling products and replacement parts. Such methods are not

suitable for inventories of assembly parts and other parts and

materials being used in the factory. One reason for this is the

different kinds of demand for these two kinds of inventory.

As shown in Figure 10.1, demand for products is more or less

constant, which means that product inventory levels can be

Reorder point

Parts inventory

Product inventory

Reorder point

Figure 10.1 Demand Trends for Product and Parts Inventories.

476 ◾ JIT Implementation Manual: Volume 4

expected to decline smoothly. By contrast, demand for parts is

subject to sudden large orders that immediately deplete parts

inventory, which is therefore more difﬁcult to manage.

The kind of statistical inventory control that works well for

“steady-demand” inventories, such as product and replace-

ment parts inventories, does not work as well for “sudden-

demand” inventories, such as assembly parts and materials.

Approach to Leveling

Customers buy just what they want, just when they want it,

and in just the amount they want. Overall, this tends to result

in a steady demand for products, as reﬂected in steady ship-

ments from product warehouses.

If the factory can restock the warehouse just as steadily

by manufacturing only what the warehouse needs, when

it needs it, and in just the amount needed, we would see

the same smooth trend reﬂected in the factory’s demand for

parts and materials. However, most production schedules are

drafted on the premise of lot production or, as we in JIT

disparagingly call it, “shish-kabob production.”

Shish-kabob production may help raise production efﬁ-

ciency in assembly lines, but there is more to a company than

assembly lines. We also have to consider shish-kabob produc-

tion’s impact on other corporate activities, such as sales, dis-

tribution, and purchasing. Most factories also include various

preassembly processes and parts processing lines. Therefore,

just because shish-kabob production may suit assembly line

operations does not mean it is a good approach from the

perspective of the entire factory or company.

Let us suppose, for example, that the managers of a factory’s

ﬁnal assembly line decide to boost the line’s output perfor-

mance by assembling only product X this week and only

product Z next week. This means that all preassembly pro-

cesses that specialize in product X will be too busy this week

Leveling ◾ 477

and will sit idle all next week. Conversely, the processes ded-

icated to product Z will be idle this week and overworked

next week.

Obviously, these preassembly processes need to be

scheduled more evenly to enable them to keep up with the

assembly line’s demand, even though this means that many

of the pre assembly products will have to sit as inventory

until the assembly line is ready to use them. Naturally, such

scheduling creates various kinds of waste, such as surplus

production waste, idle time waste, conveyance waste, and

inventory waste.

It should be obvious enough by now that it does no

good to seek improved efﬁciency and productivity for

one section of the factory at the expense of other sec-

tions. Instead, we must center our operations on customer

needs and try to achieve an even level of high productivity

throughout the factory, with low costs and Just-In-Time

scheduling. The JIT technique for doing precisely that is

called production leveling.

Various Ways to Create

Production Schedules

How do factories go about creating production schedules?

Actually, each factory’s method seems to be different, and

one can gain a sense of the factory’s history by examining

the particular method it uses. Broadly speaking, there are four

main production scheduling methods, each based primarily

on the number of production opportunities per month:

Once-a-month production ◾

Once-a-week production ◾

Once-a-day production ◾

Level production ◾

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JITImplementationManualTheCompleteGuidetoJust-in-TimeManufacturingSecondEditionVolume4JITImplementationManualLeveling–ChangeoverandQualityAssuranceTheCompleteGuidetoJust-in-TimeManufacturingSecondEditionVolume4HIROYUKIHIRANOOriginallypublishedasJyasutointaimuseisankakumeishidomanyuarucopyright©1989b...

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