2. JUST IN
TIME
Manufacturing
Timeline
Japan’s adoption of
just-in-time (JTI)
1930’s-1945
JIT spreads in Japan
1973
JIT enters the United
States.
1977-1980s
JIT rebrands to
‘lean
manufacturing’
1988
1996
General Motors publishes
its Global Manufacturing
System
3. Who Created JIT
Manufacturing
The idea of Just in Time originated with Kiichiro Toyoda
(1894–1952), founder of the Toyota Motor Company.
During a trip to England, Toyoda missed a train. The train was
on time, but Toyoda was slightly late. This had him thinking
about analogies for material. Material arriving too late is
obviously bad, as it causes stops and delays. However,
material arriving too early is also bad, as it increases material.
Hence, the material had to arrive just on time. Combined with
a grammatical error, this is now the famous Just in Time (JIT),
first mentioned at Toyota around 1936.
- conceptualize JIT
4. Who Created JIT
Manufacturing
was a Japanese industrial engineer and businessman. He
is considered to be the father of the Toyota Production
System, which inspired Lean Manufacturing in the U.S.He
devised the seven wastes (or muda in Japanese) as part of
this system.
is frequently referred to as the father of JIT
-Implemented JIT
5. Just In Time
(JIT)
•JIT Philosophy means getting the right quantity of goods
at the right place and the right time
•JIT exceeds the concept of inventory reduction
•JIT is an all encompassing philosophy found on
eliminating waste
•Waste is anything that does not add value
6. Just In Time
(JIT)
Only what is needed, nothing more…
To have only the right materials, parts and
place and the right time
7. Origin of JIT
It is a Japanese management philosophy which has been applied in practice since
the early 1970s in many Japanese manufacturing organizations.
It was first developed and perfected within the Toyota manufacturing plants by Taiichi
Ohno as a means of meeting consumer demands with minimum delays
Toyota was able to meet the increasing challenges for survival through an approach
that focused on people, plants and systems.
Toyota realized that JIT would only be successful if every individual within the
organization was involved and committed to it, if the plant and processes were
arranged for maximum output and efficiency, and if quality and production programs
were scheduled to meet demands exactly.
8. JIT
Philosphy
Just in Time Manufacturing is a philosophy rather than a technique
by eliminating all wastes and seeking continuous improvement, it
aims at creating a manufacturing system that is responsive to the
market needs
According to Voss, JIT is viewed as:
“ a production methodology which aims to overall productivity
through elimination of wastes which leas to improved quality”
9. JIT
Philosphy
JIT Philosophy means getting the right quantity of good
at the right place and time
JIT is built on simplicity- the simpler the better
Focuses on improvement of operations
12. Examples of Key
Elements of JIT
Implementation
1. Continuous improvement
2. Eliminating waste
3. Good housekeeping
4. Set-up time reduction
5. Levelled / mixed production
6. Kanbans- (Visual Cues)
7. Jidoka (Autonomation)
8. Andon (trouble lights)
13. JIT Action
Areas
1. Develop people- increase skills and productivity
2. Eliminate waste in all areas
3. Optimize materials handling and production flow
4. Control tooling
5. Increase Quality
6. Improve Continuously
14. Manufacturing Planning
and Controlling
1. Level Loading Production
Level Loading, also referred to
as production leveling, refers
to the balanced throughput
rates of activities within a
process,
15. Manufacturing
Planning and
Controlling
2. Pull System
A method of production control in which
downstream activities signal their needs to
upstream activities. Pull production strives to
eliminate overproduction and is one of the
three major components of a complete just-in-
time production system.
17. Manufacturing Planning
and Controlling
3. Visual System
It is a system of information displays,
visual controls, labels and signs, color
coding and other markings instead of
written instructions.
18. Manufacturing Planning and
Controlling
4. Close Vendor Relationship
is deepening the buyer-supplier relationships to
achieve a mutually beneficial goal and establish trust.
An efficient vendor relationship management process
can deliver a number of key benefits from quality
increments and improved total cost of ownership to
new innovations and a much smoother flow of
operations
20. Preventive Maintenance and
Housekeeping
Housekeeping
Effective housekeeping can help control or eliminate
workplace hazards
Housekeeping is not just cleanliness. It includes keeping
work areas neat and orderly, maintaining halls and floors
free of slip and trip hazards, and removing of waste
materials (e.g., paper, cardboard) and other fire hazards
from work areas
21. Preventive
Maintenance
and
Housekeeping
Poor housekeeping can be a cause of incidents, such as:
•tripping over loose objects on floors, stairs and platforms
•being hit by falling objects
•slipping on greasy, wet or dirty surfaces
•striking against projecting, poorly stacked items or misplaced
material
•cutting, puncturing, or tearing the skin of hands or other parts of the
body on projecting nails, wire or steel strapping
To avoid these hazards, a workplace must "maintain" order
throughout a workday. Although this effort requires a great deal of
management and planning, the benefits are many.