• 경영과학
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• 제11권1호
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• pp.91-106
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• 1994

In mixed model assembly lines, products are assembled seqeuntially that have different combination of options specified by customers. In just in time (JIT) environment, production smoothing becomes an important issue for sub-lines which supply the necessary parts to each workstation of the assembly line. Another important issue is to avoid line stopping caused by work overload in workstations. To find a sequence which minimizes the costs associated with line stoppage and the option parts inventory level, a nonlinear mixed integer programming is formulated. Recognizing the limit of the Branch and Bound technique in large sized problems, a heuristic solution procedure is proposed. The performance of the heuristic is compared with the Branch and Bound technique through randomly generated test problems. The computational results indicate that on the average the heuristic solutions deviate approximately 3.6% from the optimal solutions.

• 산업경영시스템학회지
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• 제17권32호
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• pp.121-126
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• 1994

Setup Time Reduction is an important aspect of the Just-in-Time(JIT) and Zero Inventory(Zl) Concepts since it supports reductions in manufacturing lead times and inventories. It also enables small lot sizes and kanban systems implementation for material flow - achieving major improvements in production floor management. One concept fundamental to the pursuit of JIT production in Japan and other countries is adoption of a setup time reduction. This paper looks at the necessities of setup time reduction and the relations to machine utilization. By using an EOQ model for evaluate the effect of setup time reduction, we get the results that over 75 % reduction in setup time is obtain the desired results in the lot size reduction.

• 대한안전경영과학회지
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• 제6권3호
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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.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2004년도 춘계학술대회
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• pp.191-201
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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 ]IT 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 ]IT inventory control methods in supply chain management for agricultural commodities will be reported through a series of case studies.

• 산업공학
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• 제12권3호
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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.

• 산업경영시스템학회지
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• 제24권69호
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• pp.13-22
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• 2001

The efficient quality assurance system to prevent mixed assembly in introduced in this paper, It supports JIT(Just-In-Time) based Kanban and demand pull system. A new system is designed for the synchronized production and quality assurance using barcode and production kanban card, And the performance improvement method for the stable and fast response of the proposed system is suggested in this paper also. As the result of the proposed system, we improved production status visibility and quality traceability.

• 한국정보통신학회:학술대회논문집
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• 한국정보통신학회 2015년도 추계학술대회
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• pp.603-606
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• 2015

The post-production of smart farming defines the stage that the final products are delivered from producer to consumers via market on ICT network. It deals with the process of product packaging and distribution from producer to consumer with marketing strategy. This focus on reference model for post-production service including specialization, centralization of product delivery, and just-in-time delivery, and marketing system on the network. It defines a significant function component on post-production stage. The producer plays a significant role in economy being one of the main contributors to the many customers. This articles suggest the effective product distribution service which requires delivering the right product, in the right quantity, in the right condition, to the right place, at the right time, for the right cost, and encompassing global marketing based on ICT network, will be provided[1].

• 산업경영시스템학회지
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• 제17권31호
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• pp.43-48
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• 1994

In an effort to become more competitive and cost efficient many companies have shifted from traditional job-shop production to production using group technology (GT) and cell manufacturing (CM). Cellular manufacturing is critical to implementing Just-in-Time (JIT) production which pointed out in the previous articles. and adopt the U-shaped cell which allows for entry at one end of the U and exist at the other. This paper looks at the availability of cellular manufacturing, by applying those concepts to the small and medium sized industry.

• 한국건설관리학회논문집
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• 제2권4호
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• pp.127-134
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• 2001

초고층 공사의 다양한 공정들을 정해진 시간내에 효율적으로 관리하기 위해서 최근 자재의 생산에서부터 현장반입, 설치에 이르는 자재 생애주기별 관리를 시스템화하고, 정보화하는 작업들이 많이 이루어지고 있다. 이러한 건설공사에서의 자재 적시생산 개념은 초고층평면의 다양화 및 각종 새로운 설비, 자재들의 적용으로 인해서 앞으로도 건설프로젝트 각 부문별로 다양하게 활용될 것으로 보인다. 이에 본 연구에서는 이러한 적시생산의 기법을 활용한 그동안의 사례들을 살펴보고, 이러한 사례들을 바탕으로 문제점 및 개선방안을 도출하여 자재의 생애주기(Life Cycle)을 고려한 현장 작업 흐름별 관리 포인트를 설정하여 적시생산 개념을 적용하는 연구를 수행하고자 한다. 현장의 활용가능성 및 적용을 통한 검증의 용이성, 또한 현장 내부의 양중 및 소운반에 대한 고려가 상대적으로 낮은 골조공사로 연구범위를 설정하여 콘크리트와 철근자재를 중심으로 연구를 진행하고자 한다. 이러한 골조공사에서의 적시생산(Just-In-Time) 개념 도입은 앞으로 커튼월, 가구공사, 창호공사, 철골 등의 부재로의 확대적용을 위한 방향성 제시를 함과 동시에 자재의 생애주기에 따른 정형화된 관리 운용 모델을 제시함으로서 건설공사의 최종적인 생산성 향상을 위한 도구로서 활용될 수 있음을 목적으로 한다.

• 통상정보연구
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• 제7권2호
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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.