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    JIT & Lean Production

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    Rana Muhammad Ayyaz Rasul
    This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

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    JIT & Lean Production

    Uploaded by

    Rana Muhammad Ayyaz Rasul
    195 views22 pages
    This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

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    JIT & Lean Production

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    This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    195 views22 pages

    JIT & Lean Production

    Uploaded by

    Rana Muhammad Ayyaz Rasul
    This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

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    Just-in-Time and

    Lean Operations

    Instructed by
    Muhammad Waqas Chughtai
    What Are Toyota’s Secrets of
    Success?
    What Are Toyota’s Secrets of
    Success?
    Just-in-Time and
    Lean Operations
    Developments of JIT and
    Lean Operations

     1960’s: Developed as Toyota Production


    System by Taiichi Ohno and his colleagues
     1970’s: U.S. and European auto makers
    began to apply JIT to improve quality and
    productivity
     1990’s and beyond: Expanded the JIT
    concept to streamline all types of operations
    Definition of JIT

     JIT is set of techniques to increase, productivity,


    improve quality, and reduce cost of an
    operations.
     JIT philosophy means getting the right quantity
    of goods at the right place and the right time
     A management philosophy to promote
    elimination of waste and continuous
    improvement of productivity
    What Could Be the Expected
    Benefits of JIT?
    Main Elements of JIT

     Elimination of waste
     Quality at the source
     Balanced and flexible work flow
     Respect for people
     Continuous improvement (Kaizen)
     Simplification and visual control
     Focus on customer needs
     Partnerships with key suppliers
    What is A “Waste?”
    Why is Inventory Reduction
    Important?
    Quality at the Source

     Jidoka – autonomation (automatic


    detection of defects, e.g., Poka-yoke)
     Employee empowerment
     Statistical process control
     Prevention orientation (elimination of root
    causes through PDSA cycle)
    Balanced and Flexible
    Work Flow
     Yo-i-don (ready, set, go) system
     Stable production schedule
     Set-up time reduction
     Flow-shop and cellular layouts
     Shojinka (flexible & multi-skilled workforce)
     Teamwork
     Total productive maintenance (TPM)
    Respect for People
     Productivity improvement needs employee support
     Demonstrate by
    • providing cross-training opportunities
    • creating a safe and equitable work environment
    • encouraging people to achieve their potential by
    giving them greater responsibility and authority
    • promoting teamwork (formal and informal)
    • developing partnerships with unions
    Continuous Improvement
    (Kaizen)
     Employee suggestion system
     Process improvement
     5S’s
    • Seiri - organization
    • Seiton - tidiness
    • Seiso - purity
    • Seiketsu - cleanliness
    • Shitsuke - discipline
    Simplification and Visual
    Control

     Standard and simple product designs


     Music as signals
     Performance display systems
    Focus on Customer Needs

     Customer needs determine the “value” of


    a product or service
     Be responsive to customers needs
    (present and future)
     Strive to “delight,” not just “satisfy”
    customers
    Partnerships with Suppliers

     Reduce number of suppliers


     Use long-term contracts
     Emphasize price, delivery, and services
     Improve communication
     Share information
     Develop local just-in-time delivery
     Provide technical support to suppliers
    JIT Implementation
     Top management commitment
     Steering committee
     Education program
     Pilot project planning
     Employee training
     Pilot implementation
     Pilot post mortem
     Feedback to steering committee
     Expansion to next project
    Advancements in JIT (JIT II)
     Backwards Integration of staff and line
    functions to suppliers (e.g., purchasing)
     On-site supplier representative(s) with
    transaction processing authority
    How Can JIT Be Applied to Non-
    Manufacturing Operations?
    What Are Toyota’s Secrets of
    Success?
    Thanks

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