Just in Time at Jimmy’s

CHAPTER 15 c argonn operations and JIT Short case Just-in-time at Jimmys St Jamess Hospital, in Leeds in the north of the UK, in a heartfelt way nominate it offn as Jimmys, is Europes largest teaching hospital. It employs close to 4500 people to support the 90 000 in- unhurried treatments per course of teach and over 450 000 total admissions. Under increase pressure to reduce costs, to contain neckcloth and to improve service, the Supplies Department has undertaken a major(ip)(ip) analysis of its activities, to try and adopt some of the ideas from the JIT advancement.The initial review highlighted that Jimmys had approximately 1500 suppliers of 15 000 incompatible convergences at a total cost of ? 15 million. Tradition all told(a)y, the Supplies Department ordered what the doctors asked for, with many cases of mistakable items supplied by half-dozen or to a greater extent firms. Under a cross-functional task force, comprising twain medical and supply staff, a major programme of supplier and product systematization was undertaken, which as well revealight-emitting diode many sources of waste. For example, the police squad name that wards used as many as 20 different types of gloves, some of which were high-ticket(prenominal) surgeons gloves costing around ? per pair, yet in almost all cases these could be replaced by fewer and cheaper (20 pence) alternatives. Similarly, anaesthetic items which were previously bought from six suppliers, were single-sourced.The savings in purchasing costs, armory costs and general administration were marvelous in themselves, but the higher-order volumes also assistanted the hospital negotiate for lower prices. Suppliers are also much to a greater extent entrusting to give up frequently in smaller quantities when they know that they are the sole supplier. Peter Beeston, the Supplies Manager, tell Weve been driven by suppliers for years hey would swear that we could only purchase in thousands, that we would have to wait weeks, or that they would only forego on W ednesdays Now, our selected suppliers know that if they bring about well, we pass on assure them of a long-term commitment. I prefer to buy 80 per cent of our requirements from 20 or 30 suppliers, whereas previously, it composite over a hundred. The streamlining of the admissions address also proved fertile body politic for progress along JIT principles. For example, in the urology Department, one-third of patients for non-urgent surgery found their appointments were cosmos cancelled.One reason for this was that in the time in the midst of the consultant saying that an operation was demand and the patient arriving at the operating theatre, in that location were 59 changes in responsibility for the member. The hospital re mug upd the process to form a cell of four people who were given over complete responsibility for admissions to Urology. The cell was find next to the ward and made accountable for all re cord keeping, planning all operations, ensuring that beds were available as needed, and telling the patient when to arrive. As a result, the 59 handovers are now down to 13 and the process is faster, cheaper and more reliable.Jimmys also introduced a simple kanban system for some of its topical anesthetic scrutinise. In Ward 9s storeroom, for example, there are just both boxes of 10 mm syringes on the shelf. W hen the first is empty, the other is move forward and the Ward Sister whereforece orders another. The next stage will be to simplify the reordering empty boxes will be posted outside the store, where codes will be periodically read by the Supplies Department, using a mobile data recorder. Chapter 15 Short case drive 1 Copyright 2006 Pearson Education exceptional Slack operations Management, 5th versionThe hospitals management are persuade of the benefits of their changes. Value for money, not cost cutting, is what this is all about. We are standardizing on buying pa rt products and now also have more influence on the buying conclusiveness from being previously functionally lie with a number of buyers, we now sharpen on materials management for complete product ranges. The project has been an unmitigated success and although we are only just starting to inspect the benefits, I would expect savings in cost and in excess fund to spiralThe report on unfertilized Wound Care Packs shows the potential that our team has identified. The old doughnut consisted of four pairs of charge card forceps, cotton wool balls and a elastic pot, which were used with or without additional gloves. This sway cost approximately 60 pence excluding the gloves. The peeled pack consists of a plastic pot, swabs, and so on , and one pair of latex gloves only. This pack costs approximately 33 pence including gloves. marrow target saving is approximately ? 20 000. Chapter 15 Short case carry 2 Copyright 2006 Pearson Education moderateSlack Operations Management , 5th variate Questions 1. List the elements in St Jamess parvenue approach which could be seen as deriving from JIT principles of manufacturing. 2. What foster ideas from JIT manufacturing do you think could be employ in a hospital shot such as St Jamess? Chapter 15 Short case withdraw 3 Copyright 2006 Pearson Education check Slack Operations Management, 5th edition Short case Flexibility helps JIT at LOreal LOreal cosmetics is now the publics largest toiletries and cosmetics group, with a presence in over 140 different countries.In the UK, the 45 000 square metre purpose-built ease in mid-Wales produces 1300 product types in a spotlessly clean environment, which is akin to a pharmaceutical plant in cost of hygiene, safety and quality. The plant has 55 labor lines and 45 different take processes, and the manufacturing systems employ are of a flexibility that allows them to proceed each of the 1300 product types every ii months that means over 150 different products each week. But the plant was not always as flexible as this.It has been forced to enhance its flexibility by the requirement to ship over 80 million items each year. The sheer logistics involved in purchasing, producing, storing and distributing the volume and variety of goods has led to its current focus on introducing JIT principles into the manufacturing process. To help achieve its drive for flexibility and for JIT production, LOreal organized the site into three production centres, each autonomous and focused at heart technical families of products. Their processes and production lines are then further focused within product sub-divisions.Responsible for all the activities within his area, from pre-weighing to dispatch, is the Production warmness Manager, whose role also encompasses staff development, reading and motivation. Within the focused production centres, improvement groups have been working on upward(a) shop-floor flexibility, quality and efficiency. One of the pr ojects reduced the setup times on the line which produces blur colourants from 2. 5 hours to only eight minutes. These new changeover times mean that the high society can now justify stock-still smaller plentitudees, and may give the family the flexibility to meet market ineluctably just-in-time.Prior to the change in setup time, batch size was 30 000 units now batches as small as 2000 3000 units can be produced costeffectively. Chapter 15 Short case rent 4 Copyright 2006 Pearson Education control Slack Operations Management, 5th edition Questions 1. What did LOreal do to help it organize the process of setup reduction? 2. What do you think LOreal gained from doing each of these things? 3. If we could halve all changeover times in the factory, what effect would this have on inventory? Chapter 15 Short case study 5 Copyright 2006 Pearson Education Limited