This document provides an overview of Just-In-Time (JIT) manufacturing. It discusses the history and development of JIT from Toyota in the 1960s to its expansion globally in various industries. The core elements of JIT are described as eliminating waste, quality at the source, balanced workflow, respect for people, continuous improvement, simplification/visual control, customer focus, and supplier partnerships. Implementation of JIT requires top management commitment and a multi-step process including education, pilot projects, and expansion. Advancements include integrating suppliers more closely in business processes through technologies like EDI. The conclusion restates that lean production achieves quality with minimum cost/inventory by pulling materials through a process.

1. Just In Time Manufacturing
Name Shubham Jaswal
Roll no. me/15/729

2. Contents
 Introduction
 History
 Advancements
 Conclusion
 Reference
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3. Introduction
 JIT philosophy means getting the right quantity of goods at the
right place and the right time
 JIT exceeds the concept of inventory reduction; it is an all-
encompassing philosophy geared to eliminate waste, anything
that does not add value
 A broad JIT view – or lean production/lean systems - is one that
encompasses the entire organization
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4. Developments of JIT
 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

5. Definition of JIT
 A set of techniques to increase,
productivity, improve quality, and reduce
cost of an operations
 A management philosophy to promote
elimination of waste and continuous
improvement of productivity

6. 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

7. Push Method In JIT
July 17, 2019Presentation on Forms of communication

8. 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)

9. 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

10. Continuous Improvement (Kaizen)
 Employee suggestion system
 Process improvement
 5S’s
 Seiri - organization
 Seiton - tidiness
 Seiso - purity
 Seiketsu - cleanliness
 Shitsuke - discipline

11. Continuous Improvement
 Employee suggestion system
 Process improvement
 5S’s
 Seiri - organization
 Seiton - tidiness
 Seiso - purity
 Seiketsu - cleanliness
 Shitsuke - discipline

12. Simplification&Visual Control
 Standard and simple product designs
 Andon boards
 Kanban pull system
 Flag systems
 Music as signals
 Performance display systems

13. 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

14. 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

15. 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

16. Advancements in JIT (JIT II)
 Backwards Integration of staff and line
functions to suppliers (e.g., purchasing)
 Requires EDI or web access to materials and
logistics systems
 On-site supplier representative(s) with
transaction processing authority
 Goal: link suppliers’ cycle to firm’s cycle to
mutually reduce wait and move times

17. How Can JIT Be Applied to Non-
Manufacturing Operations?

18. Conclusion
 Lean Production is the set of activities that achieves quality
production at minimum cost and inventory.
 The flow of material is pulled through the process by
downstream operations.
 Lean originated with the Toyota Production System and its
two philosophies – elimination of waste, and respect for
people.
July 17, 2019Presentation on Forms of communication

19. 1. Vikas kumar, 2010, “JIT Based Quality Management:
Concepts and Implications in Indian Context” International
Journal of Engineering Science and Technology Vol.2(1), pp
40-50
2. Padukone H. and Subba R.H., 1993, “Global status of JIT-
Implication for developing countries”, Vol. 34. No.3, pp:
419-429.
3. Schonberger R. J. and Ebrahimpour, M., 1984, “The
Japanese Just-in-Time/Total Quality control production
system: potential for developing countries”, International
Journal of Production Research, Vol.22, pp: 421-430.
4. T.C.E. Cheng and S. Podolsky, 1996, “Just-in-Time
manufacturing, An introduction 2nd Edition”, pp: 2-18
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References

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