JUST IN TIME SYNONYMS

IBM-CONTINUOUS FLOW MANUFACTURING

Continuous Flow Manufacturing (CFM) is a methodology created and practiced by IBM to meet this need. CFM combines the elements of total quality control, total people involvement and the elimination of waste to insure continuous attention to enhancements of manufacturing efficiency. This paper provides an overview of CFM and suggests six generic areas of every manufacturing line where the CFM approach can be used. The CFM methodology has been applied to an IBM internal business unit that manufactures photomasks used for semiconductor production. In 1984, serviceability and quality measurements in ths business unit were unacceptably low; and business measurements were nonexistent. CFM provided the framework for dramatic operational improvements in this business unit. Today, serviceability in the 90% to 100% range is routinely achieved. Delivery times have been more that cut in half, while superlative quality mesruements have been attained. Finally, cost reductions have been realized in an environment of everincreasing technological challenge. Plans for future improvements using the CFM method are in place. The goal of all manufacturing endeavors has always been, and still is, ongoing operation improvement. CFM offers a structured methodology for pursuing this goal.

HP-STOCKLESS PRODUCTION
This exercise is adapted from the Hewlett-Packard (1983) stockless production traveling road show training tape, and the Cellulose Aircraft, Inc. exercise in Heineke and Meile (1995), which provides the basis of paper airplane folding. The HP tape is an excellent presentation of push and pull, however, the exercise in this paper engages the students in a hands-on production line that focuses specifically on the push vs. pull aspect of lean manufacturing.

The goals of this exercise are to illustrate the significant reduction in WIP and throughput time using the pull system, to explain and illustrate the concepts of push, pull, kanban,

bottleneck, cycle time, idle time, line balance, and to illustrate worker behavior in an operational setting.

This exercise utilizes four students in an assembly line to build a paper airplane. The work center tasks are assigned in such a way as to place the bottleneck at the third workstation. The students first work in a standard push approach: each student works at their own comfortable pace as long as inventory is available, and they do not worry about inventory buildup. The second run requires a pull of 3 units at a time, and the third run requires a pull of one unit at a time. The reduction in inventory and throughput time is readily evident to all, providing a powerful learning experience. In addition, student discussion of a multitude of lean concepts and behavioral issues is easily elicited.

MOTOROLA - SHORT CYCLE MANUFACTURING

The concept of short cycle manufacturing (SCM) focuses on structured flow paths, people leverage, continuous flow, linear operations, and dependable sources of supply. Short cycle manufacturing is applicable to most of Motorola GEG projects. For example, the APACHE project has shown production improvements due to SCM. Since December 1985 through the projection for December 1988, the total cycle time has been reduced 73%. For the same time frame, material inventory has been reduced 67%. In fact, about 10% of the material as received is moved directly from the dock to the manufacturing line. The appropriate operator then accepts the material. The advantages of SCM include inventory reduction, reduced cost and waste, and forcing the timely correction of problem areas. However, smart prese!ection of components ib necessary and changing the production schedule may be difficult. A public address system is ised frequently to communicate with those on the floor, thus avoiding the rumor mill. The KAN-BAN card system is a factory cell approach to request or pull just enough product up to the next process. This greatly reduces the continued production of defective product to only a few units because large quantities are not produced and then left to sit on a staging shelf, awaiting the next process. KAN-BAN is one of the essentials in the short cycle time of the just-in-time approach, which has increased throughput so drastically.

BOEING LEAN MANUFACTURING

These days, it isn't enough for a company merely to cut costs.It needs to streamline processes while improving quality, becoming nimble while responding quickly to customer

demand, and empowering employees while increasing profits.Enter Lean, a concept that designs, manufactures, delivers and supports products more efficiently and at lower costs while systematically identifying and eliminating waste all the way through the product life cycle. It uses a "just-in-time" system that gives internal and external customers what they want, when they want it, and at the lowest possible cost. At its root, Lean is about remaining competitive in a rapidly changing global marketplace. In order for Boeing to survive as an aerospace leader, continue winning new business across the enterprise, and create and sustain jobs, it constantly must find ways to make its products cost-competitive. Take commercial airplanes, for example, and Boeing's ongoing competition with Europebased Airbus. While Lean production was first introduced by the automobile industry thanks to Toyota's then-groundbreaking advances half a century ago its principles have more recently spread across multiple industries.

JAPANESE TOYOTA SYSTEM

The Toyota Production System (TPS) is a management philosophy and strategy from the lean production perspective. It is a people oriented system because it respects the fact that it is people who operate the system. Respect for the work team forms the basis of TPS. Effective utilization of a member`s time - employee engagement and encouraging lean process improvement contributions from staff are key elements. Under TPS, every action of a team member should add value to the production process and help increase overall productivity. Communication and visual management are at the core TPS. TPS Objectives

Reduce cost by the elimination of waste- good products that are safer and lower in cost. Make it easier to obtain and guarantee good quality. Based on teamwork and respect for human life, create a workplace where all can fulfill their potential. Build a lean production system capable of responding immediately to changes in the market.

GE MANAGEMENT BY SIGHT
GE Access, is providing a series of programs and services for its GSG members. Those include customized business-development planning and "Campaign Builder" services that help solution providers with marketing, advertising and bid-proposal strategies. In addition to consultative services, GE Access also features financial-assistance services such as assetbased lending through GE Commercial Distribution Finance and Escrow Advantage, which is designed to expand GSG members' credit and cash flow by having government customers pay directly to VARs' escrow accounts. One unique offering within GSG is its Just-In-Time (JIT) Delivery services, which could help some VARs deal with big demands in the fast-paced federal contract business. JIT Delivery services provide fast product shipment on short notice directly to end-user sites with special tracking services. "If the product comes out of my warehouse and looks like it came from the VAR, then it cut costs and time for everyone