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    JIT

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    manojbhatia1220
    - Just-in-Time (JIT) is a philosophy aimed at eliminating waste in manufacturing by receiving materials only as needed and reducing inventory levels. It was developed by Toyota in the 1970s. - The goals of JIT are to minimize waste, continually improve processes, and maintain respect for all workers. It uses small lot sizes and "pull" production controlled by Kanban cards to signal demand. - JIT seeks to reduce costs by exposing problems, streamlining production, and achieving flexibility through employee participation and preventative maintenance rather than excess capacity or inventory buffers.

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    JIT

    Uploaded by

    manojbhatia1220
    182 views31 pages
    - Just-in-Time (JIT) is a philosophy aimed at eliminating waste in manufacturing by receiving materials only as needed and reducing inventory levels. It was developed by Toyota in the 1970s. - The goals of JIT are to minimize waste, continually improve processes, and maintain respect for all workers. It uses small lot sizes and "pull" production controlled by Kanban cards to signal demand. - JIT seeks to reduce costs by exposing problems, streamlining production, and achieving flexibility through employee participation and preventative maintenance rather than excess capacity or inventory buffers.

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    JIT

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    - Just-in-Time (JIT) is a philosophy aimed at eliminating waste in manufacturing by receiving materials only as needed and reducing inventory levels. It was developed by Toyota in the 1970s. - The goals of JIT are to minimize waste, continually improve processes, and maintain respect for all workers. It uses small lot sizes and "pull" production controlled by Kanban cards to signal demand. - JIT seeks to reduce costs by exposing problems, streamlining production, and achieving flexibility through employee participation and preventative maintenance rather than excess capacity or inventory buffers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    182 views31 pages

    JIT

    Uploaded by

    manojbhatia1220
    - Just-in-Time (JIT) is a philosophy aimed at eliminating waste in manufacturing by receiving materials only as needed and reducing inventory levels. It was developed by Toyota in the 1970s. - The goals of JIT are to minimize waste, continually improve processes, and maintain respect for all workers. It uses small lot sizes and "pull" production controlled by Kanban cards to signal demand. - JIT seeks to reduce costs by exposing problems, streamlining production, and achieving flexibility through employee participation and preventative maintenance rather than excess capacity or inventory buffers.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 31
    At a glance
    Powered by AI
    The key takeaways are that Just-In-Time systems aim to minimize waste by having only the necessary materials, parts, and products available at the required time and place. This is done through techniques like reducing inventories, standardizing processes, and improving quality.

    Some of the main characteristics of a Just-In-Time system include a pull method of materials flow, small lot sizes, uniform workstation loads, standardized components/methods, close supplier ties, and preventive maintenance.

    Traditional approaches use large work-in-progress (WIP) buffers to buffer operations, while JIT sees inventory as wasteful and aims for small WIP buffers. This exposes problems for improvement.

    Just-In-Time Systems

    The Name Game


    JIT Short Cycle Mfg. Toyota Production System Synchronous Mfg. Lean Manufacturing Lean Production Common Sense Mfg.

    History and Philosophy of Just-In-Time


    A philosophy that seeks to eliminate all types of waste, including carrying excessive levels of inventory and long lead times. Takes its name from the idea of replenishing material buffers just when they are needed and not before or after. Developed by Toyota Motor Company in mid-1970s Best applied to a production system, such as automobile assembly, that would be considered repetitive, such as a flow shop.

    History and Philosophy of Just-In-Time


    Minimize waste in all forms
    Avoid waste of materials, space, and labor
    Pay significant attention to identifying and correcting problems that could potentially lead to such waste Operation and procedures are constantly being improved and fine-tuned to increase productivity and yield, further eliminating waste (Overproduction, waiting time, unnecessary transportation, processing waste, inefficient work methods, product defects, waste of motion)

    History and Philosophy of Just-In-Time


    Continually improve processes and systems
    JIT is considered not simply a means of converting the transformation system from wasteful form to an efficient, competitive form But also as producing continuing improvements throughout the system to keep the firm competitive and profitable in the future

    Maintain respect for all workers


    Equal respect is paid to all workers, and the trappings of status are minimized so that respect among all can be maintained

    Characteristics of Just-in-Time
    Pull method of materials flow Consistently high quality Small lot sizes Uniform workstation loads Standardized components and work methods Close supplier ties Flexible workforce Line flows Automated production Preventive maintenance

    JIT Means
    Keeping work flows moving Eliminating inventories Reducing travel distances Eliminating defects and scrap Maximizing usage of space

    JUST IN TIME:
    Only what is needed, nothing more... To have only the right materials, parts and products in the right place at the right time.

    THE SEVEN WASTES


    Waste of over production Waste of waiting Waste of transportation Waste of processing itself Waste of stocks Waste of motion Waste of making defective products

    What happens with JIT


    Eliminate non-value added activities
    spent and less money spent...
    less time

    Involve your suppliers and customers


    eliminate duplications, non value addded activ.

    Shorter Set-up time and less WIP


    Faster through-put, less time, higher quality

    Develop the pipeline flow... then work to shorten it!


    Eliminate multiple locations Contract the plant layout Eliminate the "pipeline failures"
    Reliability Quality People

    Reduce "changeover times and lot sizes" significantly Use "mind technology" before applying high technology!

    Just-In-Time Production
    WHAT IT IS Management philosophy Pull system though the plant WHAT IT DOES Attacks waste
    Exposes problems and bottlenecks Achieves streamlined production

    WHAT IT REQUIRES

    WHAT IT ASSUMES Stable environment

    Employee participation
    Industrial engineering/basics Continuing improvement Total quality control Small lot sizes

    Traditional Systems Compared to JIT

    Priorities
    Traditionally
    Accept all customer orders Provide a large number of options from which customers may order

    JIT
    low cost/high quality within limited market

    Capacity
    Traditional excess capacity designed into system just-in-case problem arises highly utilized inflexible JIT minimize waste of having extra capacity flexible capacity moderately utilized

    Transformation System
    Traditional
    job shop materials handling equipment lots of space to store inventory Long lead times

    JIT
    mostly used in repetitive production situations job shops often converted to cellular manufacturing Shorter lead times

    Transformation System continued


    JIT
    Employing Kanban (Toyotas materials management system) Pull system: System for moving work where a workstation pulls output from the preceding station as needed (control-based systems that signals the requirement for parts as they are needed in reality). Push system: System for moving work where output is pushed to the next station as it is completed (planningbased systems that determine when workstations will probably need parts if everything goes according to plan)

    Sequential Production System with Two Machines

    Kanban
    Kanban: Card or other device that communicates demand for work or materials from the preceding station Kanban is the Japanese word meaning signal or visible record Paperless production control system The idea behind this system is to authorize materials for production only if there is a need for them. Through the use of Kanban authorization cards, production is pulled through the system, instead of pushed out before it is needed and then stored.

    Kanban Process

    Layout
    Traditional
    job shop approach of using widely spread-out equipment with space for stockrooms, tool cribs, and work-in-process inventories between the equipment

    JIT
    Equipment is moved as close together as possible so that parts can be actually handed from one worker or machine to the next.

    Workforce
    Traditional
    competitive attitude between workers and managers status symbols and privileges much of the employees time is nonworking time: looking for parts, moving materials, setting up machines, getting instructions, and so on. When actually working, they tend to work fast.

    JIT
    broadly skilled flexible workers who can uncover and solve problems workteams cooperative attitudes

    Inventories
    Traditional
    used to buffer operations large WIP buffers

    JIT
    inventory is seen as an evil small WIP buffers

    Inventory Hides Problems

    Scrap

    Unreliable suppliers

    Capacity imbalance

    Lowering Inventory Investment to Expose Problems

    Suppliers
    Traditional
    suppliers treated as adversaries multiple sourcing

    JIT
    supplier considered part of team single-sourcing agreements supplier certification programs

    Planning and Control


    Traditional
    focus is on planning planning complex and computerized

    JIT
    focus is on control procedures kept simple and visual rather than planning and forecasting for an uncertain future, the firm attempts to respond to what actually happens in real time with flexible, quick operations.

    Quality
    Traditional
    inspect goods at critical points scrap rates tracked

    JIT
    goal is zero defects workers themselves inspect parts

    Maintenance
    Traditional
    corrective maintenance, repairing a machine when it breaks down done by experts who do nothing but repair broken equipment equipment run fast

    JIT
    preventive maintenance, conducting maintenance before the machine is expected to fail, or at regular intervals. done by equipment operators equipment run slow (minimizes their chance of breakdown while maximizing their output)

    Typical Benefits of JIT


    Cost savings: inventory reductions, reduced scrap, fewer defects, fewer changes due to both customers and engineering, less space, decreased labor hours, les rework. Revenue increases: better service and quality to the customer. Investment savings: less space, reduced inventory, increased the volume of work produced in the same facility. Workforce improvements: more satisfied, better trained employees. Uncovering problems: greater visibility to problems that JIT allows, if management is willing to capitalize on the opportunity to fix these problems. Shorter Lead times

    Potential Problems Implementing JIT


    Applicable primarily to repetitive operations Requires discipline Based on cooperation and trust Requires change of philosophy

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