Production & Operation Management

1. CHAPTER 36: Just-in-Time Production
Responses to Questions:
1. Production of the required goods only at the time they are required is
called Just-in-Time production. The aim is to provide the customer with a
product at the time he requires it. The idea is to be highly customer-
responsive by providing him timely and economical service with a variety
of products. Customer service is at the heart of Just-in-Time Production.
2. For the smooth flow of very small batch (sometimes single unit) production
as experienced in JIT, a worker needs to be multi-skilled so as to
help/take-over other jobs, if and when necessary.
3. In India we have multiple trade unions. One job, therefore, may not
overstep into another. This is an industrial relations problem. Also, when
multi-skilling is used, the performance measurements and reward systems
need to be suitably tailored. Much of such changes assume a great
degree of mutual trust and alignment between the management and the
workers/unions; in the Indian context we are yet quite far off from such a
scenario.
4. Without a drastic reduction in set-up times it is not possible to produce a
small batch or single unit production – which is essential for the pull
system of JIT.
Reduction in setup times is achieved by technical means. The setup for
the next operation, for example, can be done while the equipment is in
operation. The equipment need not stop, in order to make a setup for the
next item. The setup, so to say, can be ‘external’ to the machine system.
5. It is flexible to cater to the customer’s order immediately as it arrives. It is
flexible enough to give the customer a certain variety of products on time.
However, the JIT process is lined up only for a predetermined variety of
products. It cannot replace a Job Shop System for the variety (unexpected
variety) to be offered. Also, for reduced inventories it may be necessary to
‘smoothen’ the production by bringing in regularity in the variety.
6. JIT is a ‘pull system’ of production, while MRP is based on a ‘push
system’. So, they are quite different, although they both address the
‘timing’ question with regard to the materials and production. The pull and
push systems make all the difference in the customer orientation and
attitudes towards internal efficiencies in the system.
7. Yes. Machinery and manpower are better utilized than in a conventional
manufacturing setup. Machines do not idle any more for changeovers and

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do not run wastefully in producing unwanted piles of inventory. Manpower
is more aligned to company’s objectives, is responsible, empowered and
flexible (multi-skilled). As a result the machinery, men and materials cost
is significantly reduced in JIT Production.
8. Implementing JIT has less to do with the mechanics of it than the
attitudinal changes that it assumes as a pre-requisite. The management
has to be customer-oriented and committed towards it. The staff/workers
have also to be trained for a transformation in their attitudes/outlook,
orientation to the company’s objectives, skills set and knowledge.
Similarly, the firm’s suppliers have to be prepared for the JIT. Technical
training - in reducing changeover times and in quality inspection on the
production floor by the production worker himself – is another essential
prerequisite.
9. Smoothing production has been explained in the text. It helps in balancing
the work flow through various workshops.
10.One of the important commonalities between Quality Circles (QC) and JIT
is the ‘empowerment’ of the shop floor workers – enabling them to take
decisions about their workplace and work and taking responsibility for the
same.
Another commonality is the alignment of everyone with the firm’s
objectives. Also, QC and JIT can produce results only when the top
management is firmly committed.
11.Yo-i-don is about ‘pacing’ the JIT production line. The work flow has to be
smooth and uninterrupted. Yo-i-don makes workers to commit themselves
to produce right quality the first time. It also puts peer pressure to perform
so as not to be visible as an odd man during the pacing of the line.
12.Automation always helps to some extent. For JIT, automation is welcome,
particularly because of the strict adherence to standard process times.
Also, reduction in changeover times, the delivery of right materials at right
time on the shop floor, etc can be arranged/managed better with help from
automation.
13. Absolutely. It is single unit production on a line layout. It has flexibility
combined with cost reductions in production.
14.Supervisor has to take on the role of a coach – i.e. someone who
delegates responsibility, but is always ready for advice/consultations/help
if required.

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CHAPTER 36: Just-in-Time Production
Objective Questions
1. Just-in-Time system was first successfully implemented at :
a. Matsushita Electric Company
b. Mitsubishi Corporation
√c. Toyota Motor Company
d. Honda Motor Company
2. Just-in-Time is credited to be founded by :
√a. Taiichi Ohno
b. Kenichi Ohmae
c. Genichi Taguchi
d. W.E. Deming
3. The difference between JIT and MRP is :
a. MRP can be used for a dynamic situation, whereas JIT is incapable
of taking large and sudden variations.
b. JIT is single unit production, whereas MRP involves lot sizes at all
levels of the product.
√c. all of the above
d. none of the above
4. In a JIT production system :
a. the production worker assumes responsibility for zero defects.
b. the supplier assumes responsibility for zero defects.
√c. a & b
d. none of the above
5. Kanban is :
a. the even pacing of the line.
√b. a marker card.
c. a committed vendor.
d. a multi-skilled worker.
6. In a JIT production system, lower levels of inventory are possible because
of :
a. short changeover times
b. single unit (small batch) production
√c. all of the above
d. none of the above

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7. In JIT, automation is :
√a. welcome because of its strict adherence to standard process times.
b. welcome because JIT is a hi-tech production system.
c. welcome because a component of it is a flexible manufacturing
system.
d. not particularly welcome because JIT has to be a very simple
system.
8. In the context of JIT, it may be said that :
a. JIT and Quality Circles are incompatible.
b. JIT and TPM are inimical.
c. JIT and automation are incompatible.
√d. none of the above.
9. In JIT, cost reduction is achieved mainly through :
√ a. reduced inventories.
b. multi-skilled workers and saving on labour.
c. short changeover times.
d. none of the above.
10.Short setup times are essential in JIT, because :
√a. small lot production is economically feasible only if setup times are
small.
b. otherwise the production is delayed.
c. JIT uses a simple information system.
d. none of the above.
11.In JIT production, it is preferable that the vendors :
a. be from another country, in order to have better control over them.
b. be distributed worldwide in order to minimize risk.
√c. be near the company for quick deliveries
d. none of the above.
12.The flexibility in JIT and Flexible Manufacturing System (FMS) production
environments is obtained through :
a. CNC technology with computerized overall control.
√ b. very short - almost zero - changeover times.
c. Pull system.
d. none of the above.
13.Group Technology is an integral part of:
a. JIT
√ b. FMS
c. JIT and FMS
d. Neither JIT nor FMS

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14.Vendor integration is absolutely essential to production through:
√ a. JIT
b. GT
c. Robotics
d. all of the above
15.Standardization of jobs is essential in JIT production, because:
a. otherwise multi-function work will be difficult.
b. otherwise setup times cannot be reduced.
√c. otherwise the production line pacing will become difficult.
d. all of the above.
16.Just-in-Time manufacturing can be helpful to the cause of environmental
management because JIT:
√a. reduces waste through lean production.
b. itself is an ecological sub-system.
c. involves recycling.
d. none of the above.