chapter12S

chapter12S - Operations Operations Management Management...

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S12-1 Operations Operations Management Management Just-in-Time Systems Just-in-Time Systems Supplement 12 Supplement 12
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S12-2 Just-In-Time Philosophy. Role of inventory. Suppliers. Layout. Scheduling. Quality. Lean Production. Outline Outline
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S12-3 Management philosophy of continuous and forced problem solving. Supplies and components are ‘pulled’ through system to arrive where they are needed when they are needed. Originated in Japan; developed over 40 years. Popularized by Toyota; now used globally. What is Just-in-Time? What is Just-in-Time?
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S12-4 Demand is uncertain and variable. Same equipment and people are used to make a variety of products. Switching products takes time. Things go wrong: Materials are defective. Deliveries are variable (late). Equipment fails, people make mistakes, etc. Why is Production Difficult? Why is Production Difficult?
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S12-5 Use inventory to: Match supply with varying demand. Allow production of a variety of products on the same equipment. Overcome defective materials, late deliveries, equipment failures, mistakes, etc. One Solution: Inventory One Solution: Inventory
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S12-6 Forecast demand. Produce in large lots (to reduce expensive setups). PUSH product to customer. Large lot sizes mean: Large work-in-process inventories. Large final product inventories. Slow response to changes and defects. Traditional” Production Traditional” Production
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S12-7 Use just-in-time to identify and solve problems that create inventory. Reduce setup costs to switch products. Eliminate defective materials, late deliveries, equipment failures, mistakes, etc. Another Solution: Just-In-Time Another Solution: Just-In-Time
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S12-8 Produce in small lots to replenish stock actually sold. Sales PULL product (and parts) through plant.
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This note was uploaded on 02/15/2012 for the course BA 252 taught by Professor Jamescampbell during the Winter '03 term at UMSL.

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chapter12S - Operations Operations Management Management...

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