TAILIEUCHUNG - Lecture Fundamentals of operations management (4/e): Chapter 14 - Davis, Aquilano, Chase

Chapter 14 "Just-in-time systems", after studying this chapter you will be able to: Introduce the underlying concepts of JIT and there Japanese approach to improving productivity; identify the differences between Japanese and . companies with respect to implementing JIT, and explore why these differences exist; identify the various elements that need to be included to successfully implement JIT within an organization;. | F O U R T H E D I T I O N Just-in-Time Systems © The McGraw-Hill Companies, Inc., 2003 chapter 14 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie Cook Chapter Objectives Introduce the underlying concepts of JIT and there Japanese approach to improving productivity. Identify the differences between Japanese and . companies with respect to implementing JIT, and explore why these differences exist. Identify the various elements that need to be included to successfully implement JIT within an organization. Illustrate how many JIT concepts have been implemented in services. © The McGraw-Hill Companies, Inc., 2003 14– Managerial Issues Using JIT as a tool for controlling the flow of materials, identifying sources of error, and minimizing inventories. Developing the strong supplier relationships on which successful implementation of JIT depends. Achieving production linearity in manufacturing and service operations. © The McGraw-Hill Companies, Inc., 2003 14– JIT Logic JIT (just-in-time) A coordinated approach that continuously reduces inventory while also improving quality. Seeks to achieve high volume production using minimal inventories of raw material, work in process, and finished goods. “Big” JIT (lean production) Seeks to eliminate all forms of waste in production activities. “Little” JIT Focuses on scheduling goods inventories and providing service resources. © The McGraw-Hill Companies, Inc., 2003 14– Pull System Exhibit © The McGraw-Hill Companies, Inc., 2003 14– The Japanese Approach To Productivity Fundamental National Goal Full employment through industrialization Target Industries for Market Dominance Electronics, vehicles, shipbuilding Competitive tactics: Imported technology rather than take R&D risks. Focused engineering on the shop floor to achieve high productivity and low cost. Improved quality beyond that of competitors. Eliminated waste in all forms. Have great respect for people. © The McGraw-Hill Companies, Inc.,

• Quản trị kinh doanh
• Operations management
• Fundamentals of operations management
• Operations strategy
• Quản lý vận hành
• Just in time systems
• Design flow process
• Lecture Operations management
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Process design
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production