Just in Time Considerations in Autoliv’s Manufacturing Environment

Just-in-Time Activities in Autoliv’s Manufacturing Environment

Q2. Describe the JIT considerations presented in the chapter as they relate to Autoliv’s manufacturing environment? (Don’t paraphrase the question). Regarding to this question you have paraphrased it as points. I want it as paragraph. ID number 574451.
The following are types of Just in Time (JIT) activities according to the Tokyo Production System (TPS): Eliminate waste or muda: by cutting excess capacity or inventory and removing non-value-added activities. Kaizen: the understanding that excess capacity or inventory hides underlying problems with the processors that produce a service or a product. Jidoka: automatically stopping the process when something is wrong and then fixing the problems on the line itself as they occur. Poka-yoke: mistake-proofing methods aimed at designing fail-safe systems that minimize human error.
Takt time: cycle time needed to match the rate of production to the rate of sales or consumption. Heijunka: the leveling of production load by both volume and product mix.

Q2.Which method of workflow is embodied in Autoliv’s system? Why is this approach most suitable to its learn environment? (Don’t paraphrase the question)
The Kanban System a card is attached to each container of items produced. The container holds a given percent of the daily production requirements for an item. When the user of the parts empties a container, the card s removed from the container and put on a receiving post.
The empty container is then taken to the storage area; the card signals the need to produce another container of the part. When the container has been refilled, the card is put back on the container, which is then returned to a storage area. The cycle begins again when the use of the part retrieves the container with the card attached.
Q3.When Autoliv started its learn journey, a number of operational benefits and implementation issues had to be addressed. What were they, and how were they addressed? (Don’t paraphrase the question
Autoliv was not able to meet customer demands by fulfilling the needs of its automakers; they were pressured to change operations.
They adopted the Autoliv Production System (APS), which was modeled after the Toyota Production System (TPS). In order to resolve visible problems, Autoliv performed daily audits, monthly training, and more in-depth education to help focus attention on where changes needed to be made. If there as an abnormal condition during the work execution that slowed down the work of the cell or stopped altogether, a “stop and fix” model was put into place. This allowed Autoliv to stop the production line immediately and be able to correct the problem before operations got worse.
Next, to help focus efforts daily, Autoliv had a blue “communication wall” that everyone sees as they head to their work site. The wall contains the company’s “policy department,” which consists of company-wide goals for customer satisfaction, shareholder/financial performance, and safety and quality. Consequentially, all aisles and walkways surrounding cells are to be clear of materials debris, or other items. If anything appears in those areas, everyone can quickly see the abnormality and be able to keep the areas surrounding the cells clear of debris.

Autoliv was unable to meet client demands by satisfying the needs of its automakers; they were They embraced forced to change operations.the Autoliv Production System (APS), which was designed according to the Toyota Production System (TPS). So as to determine obvious issues, Autoliv performed every day reviews, month to month training, and more top to bottom education to help in concentrating where changes should have been made. In the event of an irregular condition amid the work execution backing off the work of the cell or stopping altogether, a "stop and fix" model was established. This enabled Autoliv to stop the production line quickly and redress the issue before operations deteriorated.

Next, to help focus efforts day by day, Autoliv had a blue "communication wall" that is visible to everyone while moving towards their work site. The wall holds the organization's "policy department," which comprises of broad objectives for customer satisfaction, shareholder/financial execution, security and quality. Importantly, all paths and walkways encompassing cells are to be clear of materials debris, or other things. In the event that anything shows up in those areas, everybody can rapidly observe the abnormality and be able to keep the areas encompassing the cells free of debris.