Q1. Describe the JIT considerations presented in the chapter as they relate to Autoliv’s manufacturing environment?
Q2. Which method of workflow is embodied in Autoliv’s system? Why is this approach most suitable to its learn environment?
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?
1. As indicated by the Tokyo Production Systems (TPS) there can be six Just In Time (JIT) activities. First one is muda where waste is eliminated by slashing abundance limit or stock and expelling non-value-added activities. Kaizen, where the awareness about excess limit or stock conceals underlying issues with the processors that deliver a service or an item. Then comes Jidoka that automatically stops the procedure when something isn't right and after that settles the issues on the line itself as they happen. Poka-yoke are the mistake-proofing strategies that are aimed for outlining fail-safe systems limiting human mistake. After that its Takt time that means process duration expected to coordinate the rate of production to the rate of sales or utilization. At last it’s Heijunka that levels the load of production by volume as well as product mix. ("JIT Just-in-Time manufacturing", 2017)
2. The Kanban System, where a card is joined to every container of items created. The container holds a stated percent of the everyday production prerequisites for an item. At the point when the compartment is emptied by the user, the card is expelled from the container and placed on a receiving post. (D'Atri, Davidson, Kligman, Panchangam, & Sethi, 2012)
The void container is then taken to the storage region; the card flags the need to create another container of the part. At the point when the container has been refilled, the card is returned to the container, which is then reciprocated to a storage region. The cycle starts again when the utilization of the part recovers the container with the card connected.
3. Autoliv was unable to meet client demands by satisfying the needs of its automakers; they were forced to change operations.
They embraced 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.
D'Atri, J., Davidson, K., Kligman, S., Panchangam, R., & Sethi, G. (2012). BIT 551 Consulting Analysis: Autoliv’s PCB Development IS Transition (1st ed.). University of Michigan. Retrieved from https://seelio.com/w/2mc/information-system-analyst-
JIT Just-in-Time manufacturing. (2017). Ifm.eng.cam.ac.uk. Retrieved 21 May 2017, from https://www.ifm.eng.cam.ac.uk/research/dstools/jit-just-in-time-manufacturing/
Krajewski, L., Ritzman, L., & Malhotra, M. (2007). Operations management (1st ed.). Upper Saddle River, N.J.: Pearson Prentice Hall.