• International Commerce and Information Review
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• v.7 no.2
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• pp.75-94
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• 2005

This study is focused on evaluating the computer-integrated just-in-time (CI-JIT) production system of a semi-conductor manufacturing firm in Korea. Approaching the mid-1980s, the emphasis was on low price, low-cost operations, and quality, especially in USA. American companies have shifted output to low-wage countries like the Philippines, Korea, Japan, Malaysia and allied countries that can make quality products at low prices. Korea and other Asian countries forego short-term profits to gain a solid foothold in a product market, recognizing that larger market share leads to lower cost and higher profit in the long run. They bring manufacturers and suppliers together to improve material management and operation management, using project teams that investigate topics, such as Just-In-Time(JIT)manufacturing, among others. The "Kanban" word means "card" in Japanese, and is used to indicate the desired final delivery schedule. The operation for a particular item produced is scheduled for a specific time. The same process is extended to the external suppliers. More recently, the cards are gradually being replaced by electronic procedures that follow the same concept. Its capacity must be capable of handling the various transactions required by the JIT coverage as well as some allowances for expanded applications.

• Journal of the Korea Safety Management & Science
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• v.6 no.3
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• pp.141-152
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• 2004

Supply chains for agricultural commodities with their various constraints such as production lead time, seasonal production, and methods of storage are limited in the extent to which techniques like Just-in-Time (JIT) inventory management can be applied. It is beyond the ability of producers to control harvest time and many agricultural products are perishable so that they can incur exceptional losses in storage if they are not handled correctly. This is a source of additional costs and inefficiency in supply chain management. The purpose of this study is to reduce or eliminate such sources of loss and inefficiency and to identify success factors for the JIT inventory management system where it can be applied for agricultural products. Where JIT techniques can be applied in supply chain management for agricultural products, costs such as transportation, inventory, and storage losses can be reduced with concurrent increases in efficiency. In the paper, some of the problems associated with applying JIT inventory control methods in supply chain management for agricultural commodities will be reported through a series of case studies.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.15 no.25
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• pp.63-74
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• 1992

This study proposes D- shortage control system which is a convenient tool for cooperative companies to reduce shortages which frequently break out between the manufacturing companies and the cooperative companies. On the ground of theoretical analysis of MRP and JIT system, D- shortage control system sets up a schedule that secures the delivery date by precedent scheduling( D-) comparing with MRP It also syncronizes business, production and release, and builds the pull system comparing with JIT. The factors causing shotages are the scheduling absurdity and the controlling absurdity. The scheduling absurdity can be settled by the calculating required quantity method of MRP and the controlling absurdity can be settled by daily control of business, production and pruchasing fuctions by the pull system of JIT. And the inventory and the WIP can be reduced by the operating of PULL system and by the settlement of D- shortage control practices. The Application of D- shortage control system, therefore, enables the rationalization of logistics and reduces the inventory And it leads to the reinforced competitiveness and the security of subsistence of manufacturer by the cost ruduction, the reduction of financial difficulty, and the insurance of the delivery date.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.18 no.34
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• pp.115-121
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• 1995

The objective of this study is to develope an effectiveness measurement technique for U-shaped JIT production line by computer simulation. A small and medium sized automobile brake master cylinder manufacturing plant is studied for productivity improvement The production line is analysed and improved by applying Low Cost Automation, special jigs and fixtures, and facilities layout changes. An experimental simulation model is built using SIMAN(SIMulation ANalysis) simulation software for the production system analysis.

• IE interfaces
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• v.5 no.2
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• pp.29-37
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• 1992

An approach to Just-In-Time for small job-shop-type manufacturers is presented. This is aimed at those who understand the pull production system, however, cannot afford either swift changeover in workcenters or frequent delivery to customers. First, as a production planning technique, a lot-sizing model entitled Multilevel Least Total Cost Model(MLTCM) is developed; The production order quantities of each components be those requiremensts of the end item production lot. The contribution of MLTCM is shown via simulation. Then, a framework of the Kanban operations is designed; A Production Control Kanban is introduced as a communication tool with Production Kanban in a job-shop.

• Journal of Korean Institute of Industrial Engineers
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• v.34 no.1
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• pp.1-12
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• 2008

The Kanban system in Just-In-Time (JIT) production is very effective in reducing the inventories when consumption rate of the final product is relatively stable. When large fluctuations exist in the consumption rate, a new production ordering policy in which the production order quantity is determined by smoothing the demands exponentially is more suitable. This new ordering policy has not been investigated sufficiently. In this research, a multi-stage production and inventory system with stock points for materials and finished items located at each stage is considered. Approximations of average inventories at each stage in the system are derived theoretically. Numerical simulations are carried out to assess the accuracy of approximations and to evaluate the effectiveness of the new ordering policy as compared with the Kanban system. As a result, it is shown that the new ordering policy can achieve significantly lower inventory costs than the original Kanban system. The new ordering policy thus emerges as a key concept for an effective supply chain management.

• IE interfaces
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• v.12 no.3
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• pp.468-479
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• 1999

Lean production system can be defined as customer(product)-oriented production system with small lot size and flow-shop layout based on the JIT(Just-in-time) principles. In this paper, we introduce a case example of implementation of the Lean product ion system for manufacturing line of electronic component which has both machine processes and manual jobs. We also investigate the issues of implementing the Lean production system with the viewpoints of layout design scheme and JIT management rules. In the layout design, we propose the cell-line which has flow-shop layout with small lot size. In the management rules, the superior cell rule is applied in order to boost the needs of kaisen up. As the results of implementing the Lean production system, production lead time is decreased from 5 days to 1.5 days and also productivity and quality level arc surprisingly increased.

• Journal of the Korean Society of Industry Convergence
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• v.7 no.4
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• pp.425-432
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• 2004

This study for Customer Satisfaction(Customer Focus) by Profit security' in the field Process improvement activity and man-power upgrade in the learning of organization activity or upgrading ability of each peoples. This thesis study on the focus of KAPEC which introduce Toyota system can apply to VM, 3jeong, Right Box and Right Position), 5S, JIT(Just In Time), KAlZEN, KANBAN System, CIM, ERP, DAS an output of Factory. For strategic changes to take place in industry 3 key important factors need to be included ; integration of tasks functions and process, decentralization of information and responsibility and finally simplification of products and product structures. These describes how CIM can be implemented using these factors. This study for (1)System Integration, (2) Help Logistic Problems, (3) Partly facilitated growth. (4) Improved production planning (5) Real-time management. (6) Fast reporting (7) Productivity. Quality. Delivery Up, Cost reduction and Autonomy management, FMS in the Plant etc.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.21 no.48
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• pp.241-251
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• 1998

The purpose of this study is to evaluate the relative importance of seven JIT operational techniques in Domestic industries. These techniques are used to improve manufacturing effectiveness and efficiency such as : Setup time reduction, Kanban, Multi-functional worker, U type layout, Andon(line stop), Atonomation, and Smoothing production. The new analytic hierarchy process(AHP) model is used in order to evaluate the relative importance of the seven JIT operational techniques which are used to increase the manufacturing effectiveness and efficiency. To aggregate the multi-divisions priorities, in this paper, we suggest a way which decision maker can exclude outlier matrix from group by using the concept of the compatibility in AHP.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.23 no.59
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• pp.21-36
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• 2000

The drum-buffer-rope(DBR) system is a finite scheduling mechanism that balances the flow of the production system. DBR controls the flow of materials through the plant in order to produce products in accordance with market demand, with a minimum of manufacturing lead time, inventory, and operating expenses. This paper integrates the best of MRP push system and JIT pull system with DBR system, efficiently adapts these logics to capacity constraint resources, and contributes to the evolution of synchronous manufacturing. The purpose of this paper is, thus, threefold. The first objective is to identify the frame of theory of constraints(TOC) and the logic of DBR scheduling. The second objective is to formulate the DBR constraint scheduling problems(DBRCSP) in a job shop environments. Finally, the paper is to suggest the solution procedure of DBRCSP for embedding TOC into MRP/JIT along with an numerical expression. In addition, illustrative numerical example is given.