• Just in Time (JIT) is a methodology in manufacturing and supply chain management that focuses on producing and delivering products or services just in time when they are needed, without building up inventory. JIT is important because it helps organizations reduce waste, improve efficiency, and increase responsiveness to customer demand.

• The JIT methodology works by synchronizing production processes with customer demand, enabling organizations to produce goods or services only when they are needed. This helps organizations avoid overproduction, excess inventory, and waste, which can lead to increased costs and decreased profitability.

• To implement JIT, organizations need to focus on the following key areas:

  • Production Flow: Organize production processes to minimize waiting times, inventory, and transportation, resulting in shorter lead times and faster delivery times.

  • Pull System: Use customer demand to drive production, enabling organizations to produce only what is needed when it is needed.

  • Quality Management: Focus on continuous improvement of product quality, which can reduce defects and rework, improving efficiency and reducing costs.

  • Supplier Relationships: Build strong relationships with suppliers to ensure timely and reliable delivery of high-quality materials, enabling organizations to meet customer demand just in time.

• To get to a JIT system, organizations need to undergo a transformational process that involves identifying areas of waste, reorganizing production processes, and training employees in new methodologies. The process involves analyzing the current production process, identifying areas of waste and inefficiency, designing a new process that focuses on JIT, and implementing the new process in a phased manner. It also requires ongoing monitoring and continuous improvement to maintain efficiency and responsiveness to customer demand.

• Total Productive Maintenance (TPM) is a lean manufacturing strategy that aims to maximize the productivity of equipment by reducing downtime, improving maintenance processes, and empowering operators to take a more active role in maintaining equipment.

• The goal of TPM is to create a culture of continuous improvement and problem-solving that involves all employees, from operators to maintenance personnel to management. TPM is important because it helps to reduce downtime, increase equipment reliability, and improve Overall Equipment Effectiveness (OEE), which in turn can lead to increased productivity, improved quality, and reduced costs.

• Practically implementing and maintaining TPM can involve several steps, including:

  • Developing a TPM plan: The first step in implementing TPM is to develop a plan that outlines the goals, objectives, and strategies for implementing TPM. This may involve conducting a TPM audit to identify areas for improvement, developing a roadmap for implementing TPM, and setting clear goals and metrics for success.

  • Educating employees: TPM requires a culture of continuous improvement and problem-solving that involves all employees. To achieve this, it's important to educate employees on the principles and benefits of TPM, and to provide training on TPM tools and techniques.

  • Empowering operators: TPM involves empowering operators to take a more active role in maintaining equipment and identifying problems. This may involve providing training on basic maintenance tasks, such as cleaning, lubrication, and inspection, and involving operators in problem-solving activities.

  • Implementing preventive maintenance: TPM involves implementing a preventive maintenance program that is designed to proactively identify and address potential problems before they become major issues. This may involve developing a maintenance schedule, using condition monitoring tools to detect potential problems, and conducting regular inspections and maintenance tasks.

  • Continuous improvement: TPM is a continuous improvement process that requires ongoing monitoring and improvement. This may involve using metrics such as OEE to measure the effectiveness of TPM, conducting regular audits and reviews to identify areas for improvement, and involving all employees in the process of continuous improvement.

• Overall, implementing and maintaining TPM requires a commitment to continuous improvement and problem-solving, and a willingness to involve all employees in the process. By implementing TPM, manufacturers can reduce downtime, increase equipment reliability, and improve overall equipment effectiveness, which in turn can lead to increased productivity, improved quality, and reduced costs.

• Single Minute Exchange of Dies (SMED) is a lean manufacturing technique that aims to reduce the time required to changeover or switch between different production processes or products. The goal of SMED is to minimize downtime and improve efficiency, while also reducing the costs associated with inventory and waste.

• SMED is important because it helps to increase flexibility and responsiveness in the manufacturing process, allowing manufacturers to quickly adapt to changes in customer demand or production requirements. By reducing the time required to changeover or switch between different production processes or products, SMED also helps to reduce costs and improve overall equipment effectiveness (OEE).

• Achieving SMED can involve several tools and methods, including:

  • Creating a detailed process map: The first step in achieving SMED is to create a detailed process map that identifies all of the steps involved in changing over or switching between different production processes or products. This can help to identify opportunities for improvement and streamline the process.

  • Separating internal and external activities: SMED involves separating internal activities, which can only be done when the equipment is stopped, from external activities, which can be done while the equipment is running. By separating these activities, SMED helps to minimize downtime and improve efficiency.

  • Standardizing processes and procedures: SMED involves standardizing processes and procedures for changing over or switching between different production processes or products. This can help to ensure that the process is consistent and repeatable, and that all employees are following the same procedures.

  • Implementing visual management tools: SMED involves implementing visual management tools, such as color-coded toolkits, to help operators quickly identify the tools and materials required for a changeover or switch. This can help to minimize the time required to locate and set up the necessary equipment and materials.

  • Involving operators in the process: SMED involves involving operators in the process of continuous improvement and problem-solving. By empowering operators to identify opportunities for improvement and make changes to the process, manufacturers can create a culture of continuous improvement and drive greater efficiency and productivity.

2.4✔ CHECKPOINT

Airplane Boarding - Future State