工业工程专业英语
防灾科技学院分数线-土木工程认识实习报告
Lesson 8 Classification of JIT Techniques
This is an endeavor to understand JIT from the
inside by analyzing its techniques, classifying
them
and examining their possible relations.
More than 6 years of research devoted to the ill
system has
led to tentatively distinguish
among its elements two main categories: JIT’s
industrial engineering
techniques and Japanese
management-related features of JIT. The
interconnections among the
elements are shown
in Figure 8.1.
Figure 8.1
Interconnection among the groups
It is a
question of JIT techniques that can be seen as
belonging or related to the field of industrial
engineering. They can be divided into two
groups. There are pure industrial engineering
methods
and there are industrial engineering
elements that are closely associated with the
worker’s actions.
JIT’s pure engineering
elements
In this category, one has to find
techniques that are universally valid like laws of
physics or
mathematics. They have no close
relationship with the social, cultural, economic
or managerial
environment in which they appear
or are discovered for the first time. Those
elements can
therefore be applied anywhere and
yield the same results. The following are elements
of the TIT
production system identified as
belonging to that group:
• Quick set-up (QSU);
• Automation (ASD) (poka yoke or automatic
stopping device, full-work system)
•
Breaking of physical barriers (BPB) between
processes, sections or departments : Shop floor
reduction (SFR)
• Flow-of-products-
oriented layout of processes and machines (FPL)
• U-formed processing line (UPL)
• Mass
production of mixed models (MMP) -on the same
line;
• Total preventive maintenance (TPM)
• Kanban (KBN).
Those engineering
elements constitute the “technical side” of JIT or
“technical JIT”. Applying
them anywhere would
unavoidably contribute to the reduction of cost,
production lead time,
defective parts (work),
overproduction of work-in-process inventories and
workforce.
Worker’s operationsactivities as
JIT elements
The worker’s operations can and
do constitute some JIT elements. In other words,
you have JIT
techniques that are part of the
worker’s activities and that interact with the
human being. Their
application and realization
or success depend also on the human factor. If
they are accepted by the
work force, then they
can work, otherwise they cannot. In that group may
be included the
following JIT techniques or
methods:
• Multi-machine manning working
system (MMM)
• Standard operations (SO)
• Quality control circles (QCC)
•
Suggestions system (SS)
• Continuous
improvement (CI) .
Japanese management-related
elements of JIT
Japanese management-related
elements of JIT are JIT methods that are either
imported directly
from or highly conditioned
by Japanese management. Included in that category
are the following
techniques:
•
Breaking of administrative barriers (BAB) between
processes from the point of view of the
paper
work and work function definition;
•
Autonomation (ADW) (decision by worker to stop the
line)
• Job rotation (JR)
• On-the-job
training (OJT).
BAB means eliminating the
paper work that has to be completed before the
move of products
from one station or process
to another or from one section to another takes
place. ADW refers to
an “autonomous” worker
capable of stopping, based on his own judgment,
the production line in
case of trouble
occurrence.
It is worth pointing out that
autonomation and the breaking of barriers each
have two assets: a
technical and a managerial
aspect. Therefore, they have been mentioned as JIT
elements
pertaining to industrial engineering
as well as to Japanese management.
Is the
classification justifiable?
One may wonder why
the human-related elements have not been dealt
with as a sub-group in the
group of management
features of JIT. The multi-machine handling seems
to be too technical to be
classified in the
category of management-related features of JIT. It
has been thought of as a set of
technical
actions, motions and operations requiring
technical skills that do not have much in
common with the pure management features.
There is a strong influence from the Japanese
management system on the multi-machine working
system. This occurs because of similarities of
situations one finds in both the Japanese
management and JIT systems. But MMM remains a
technique of industrial engineering.
The same question may be also raised about
QCC, SS and CI. Are they not Japanese
management-related elements of JIT? QCC, SS
and CI are now so wide-spread in almost all kinds
of Japanese companies, regardless of their
respective industry, that they may be thought of
as
management features that JIT has adopted.
That would be an error of perception. One should
remember that QCC, for example, did not
proceed or develop from the well-known small
groups
that are recognized as being specific
to Japanese management. They have their origins in
the
quality control ideas introduced in Japan
by Dr. Deming, and in the famous zero defects of
NASA.
The notions of zero defects and quality
control evoke the shop floor environment and at
the same
time suggest the idea of CI.
Suggestions for CI are closely related to QCC, and
can even be seen
as an emanation of QCC. The
main difference between the two elements is that
SS may involve
either an individual or a group
while QCC is always a matter of a group or a team.
This article attempts to put into the
category of management-related techniques of JIT
only the
“raw” features of Japanese
management. Raw referring to the management
characteristics that
are found unchanged in
JIT (e. g. JR). Those elements are found not only
in the factory
management but in any kind of
Japanese company regardless of the type of
industry.
There are reasons the other
side of autonomation among management features of
JIT are included.
At first, it is sure that
autonomation, as a whole, may sound too technical.
This is true when it
refers only to
machines and processes. But when applied to the
person of the worker, it loses its
technical
resonance. An autonomous worker refers only to an
officially recognized responsible and
trusted
worker. Such a worker is not the only one confined
in the production shop floor and who
deals
primarily with machines. The Japanese office
worker is also very autonomous because he is
given the powers to perform many duties that
in other countries are in the sphere of the
management authorities. Take, for example, the
simple case of student’s academic record
transcripts. Both in Zaire and in Japan, they
bear the stamp and I or signature of the dean. The
main difference is that in Zaire the dean
signs it himself while in Japan the dean’s name is
stamped by a clerk.
Summary
JIT’s pure
industrial elements seem to make up the core of
that production system. However
workers’
operations and management features that have
become JIT elements also play an
important
role. JIT is a complex reality whose effectiveness
depends upon a wide range of
parameters.
Should one want to have the full JIT
successfully carried out, he has a much harder
task, since
there are more steps to go through
methodically and maybe simultaneously or
sequentially. A
partial implementation of JIT,
say the “technical” JIT, is less demanding and it
has more chance
of being fruitful because
there are fewer steps to undertake. It would,
however, have only limited
results.
In either case, it should be emphasized that
skipping a conditioning step may have destructive
effects. Switching to the mass production of
mixed models would never work and would be costly
if there is no quick setup and no defect-free
production.
From the practical point of
view, the figures can fulfill the role of either
instruments for evaluating
JIT or instructions
for JIT implementation. Why did you succeed or
fall, partially or completely, in
implementing
JIT at your company? The Figures can provide some
answers to this question. By
showing causal
links between JIT elements, the Figures suggest
some necessary steps to follow
while switching
to the JIT production and can prevent or minimize
the risk of inadvertently
skipping important
steps.
课8 JIT技术分类
这是一个从内部努力理解JIT通过分析其技术,分类
并分析其可能的关系。超过6年的研究致
力于疾病系统导致了初步区分其元素两大类:JIT的工业工程
技术和日本的JIT管理相关的特
性。元素之间的相互连接,如图8.1所示。
图8.1各组之间互连
JIT技术的问题,可以被视为属于或相关工业工程领域。他们可以分
为两组。有纯工业工程方
法和工业工程的元素与工人的行为密切相关。
JIT的纯工程元素
在这一类中,一个必须找到技术是普适的物理定律或数学。他们没有密切关系的社会、文
化、
经济或管理环境中出现或首次被发现。因此这些元素可以被应用在任何地方并产生相同的结
果。以下是多元素的生产系统识别为属于这个群体:
•快速设置(QSU);
自动化(ASD)(poka轭或自动停止装置,full-work系统);
•打破之间的物理障碍(BPB)的过程中,部分或部门:减少车间(SFR);
•Flow-of-products-oriented布局的进程和机器国家贫困线以下;
•U-formed生产线(占有);
•大规模生产的混合模型(MMP)在同一条线上;
•全面预防性维护(TPM);
•看板(KBN)。
这些工程元素构成了JIT的
“技术层面”或“技术JIT”。应用将不可避免地导致降低成本,
生产交货期,有缺陷的零件(工作)
,在制品库存和生产过剩的劳动力。
工人的操作活动JIT元素
工人的操作可以构成一些J
IT的元素。换句话说,你有JIT技术工人的活动的一部分,与人类
交互。他们的应用程序和实现或成
功还取决于人的因素。如果他们接受,然后他们可以工作,
否则他们不能。在这个群体可能包括以下JI
T技术或方法:
•曼宁考查工作系统(嗯);
•标准操作(所以);
•质量控制圈(手法);
•建议系统(SS);
•持续改进(CI)。
日本的JIT管理相关的元素
日本管理相关的元素的JIT
JIT方法直接从进口或高度受制于日本管理。包括在这一类以下
技术:
•打破行政壁垒(巴布)进程之间的观点的论文工作和工作函数定义;
•Autonomation(ADW)(工人决定停止线);
•工作轮换(小);
•在职培训(在职培训)。
巴布意味着消除纸工作之前,必须
完成从一个站的产品或流程转移到另一个或一个部分转移
到另一个。ADW指的是一种“自治”工人能够
停止,根据自己的判断,生产线出现的麻烦。
值得指出的是,autonomation和打破壁垒都
有两种资产:一个技术和管理方面。因此,他们已
经提到作为JIT元素有关工业工程以及日本管理。
分类的吗?
你可能想知道为什么跟元素没有被处理的子群JIT的群管理功能。多机器的处理
似乎太技术
分类类别的JIT管理相关的特性。它被认为是一组技术动作,动作和操作需要技术技能,没
有
太多共同点与纯粹的管理功能。有一个强大的影响力从日本管理系统在多机电力系统工作。
这
是因为相似的情况在日本发现管理和JIT系统。但是嗯仍然是工业工程的技术。
同样的问题可能还筹
集了手法,SS和CI。他们不是日本的JIT管理相关的元素吗?手法、SS
和CI目前广泛在几乎所
有种类的日本公司,不管他们各自的行业,他们可能被认为是管理功
能,JIT采用了。这将是一个错误
的观念。应该记住,手法,例如,没有进行或开发的著名的小群
体,被公认为特定于日本管理。他们起源
的质量控制思想引入日本戴明博士和著名的美国国
家航空航天局零缺陷。零缺陷的概念和质量控制唤起车
间环境,同时建议CI的想法。建议
CI手法密切相关,甚至可以被视为一个射气的手法。两个元素之间
的主要区别是,党卫军可能
涉及单个或一组虽然手法总是一组或一个团队。
本文试图把属于J
IT管理相关的技术只有日本管理的“原始”的特性。生指的是管理特征,
发现不变在JIT(e .
g . JR)。这些元素被发现不仅在工厂管理,但在任何类型的日本公司无论
哪一类型的行业。
有理由的另一面autonomation JIT包含的管理功能。起初,它是确保autonoma
tion,作为一
个整体,听起来太技术了。这是真的的时候只指机器和过程。但当应用于工作的人,失
去了它
的技术共振。一个自治工人仅指一个正式承认和信任的工人负责。这样一个工人不是唯一一
个在生产车间,主要处理机器。日本上班族也非常独立,因为他有权力执行许多任务,在其他国
家是球
体的管理当局。例如,学生的学习成绩记录的简单例子。在扎伊尔和日本,他们承担的
邮票,我或院长签
名。主要的区别是,在扎伊尔院长迹象,他自己在日本院长的名字是由工作人
员盖章。
总结
JIT的纯工业元素似乎组成,生产系统的核心。不过工人的操作和管理功能,已成为J
IT元素
中也发挥着重要的作用。JIT是一个复杂的现实,其有效性取决于各种参数。
应该
要有完整的JIT成功了,他有一个更加困难的任务,因为有更多的步骤通过有条不紊,也许
同时或顺序
。JIT的部分实现,说,“技术”JIT,要求少,有更多的机会被富有成效,因为有更少
的步骤进行
。然而,仅有有限的结果。
在这两种情况下,它应该是强调,跳过第一步可能有破坏性的影响。切换到
混合模型的大规模
生产不会工作,成本将是非常高的,如果没有快速设置和没有生产完美。
从
实用的角度来看,数据可以实现角色的工具来评估JIT或指示JIT的实现。你为什么成功
或下降,部
分或全部,在实施JIT在你的公司吗?这些数据可以提供一些这个问题的答案。通过
展示JIT元素之
间的因果关系,数据显示一些必要的切换到JIT生产时应该遵循的步骤,可以
防止或者减少的风险,无
意中跳过重要的步骤。