This document summarizes Toyota's just-in-time (JIT) production system. It outlines Toyota's long-term philosophy of prioritizing long-term goals over short-term financial goals. It also describes the seven principles of Toyota's production system, which include creating continuous process flow, using pull systems to avoid overproduction, leveling out the workload, and stopping to fix problems. The document then defines the seven types of waste in production as defined by Toyota and provides an overview of the advantages and disadvantages of JIT manufacturing.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
In this presentation we will discuss about the concept of just in time (JIT) production philosophy, types and concepts of JIT, objectives of JIT manufacturing, comparison between ideal production system and JIT production, characteristics of JIT system, JIT manufacturing vs. JIT purchasing. We will also discuss about major tools and techniques of JIT manufacturing, JIT implementation approach, problems regarding implementation of JIT, planning of a successful JIT system, obstacles faced for JIT conversion, operational benefits of JIT systems.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Just In Time (jit) inventory managementiWriteEssays
JIT is a MPR philosophy that is designed to help an organization eliminate all types of waste such as those that result from carrying too much materials and the ones associated with long lead times. Below is a sample presentation on the Just In Time (JIT) inventory management method to improve your understanding.
In this presentation we will discuss about the concept of just in time (JIT) production philosophy, types and concepts of JIT, objectives of JIT manufacturing, comparison between ideal production system and JIT production, characteristics of JIT system, JIT manufacturing vs. JIT purchasing. We will also discuss about major tools and techniques of JIT manufacturing, JIT implementation approach, problems regarding implementation of JIT, planning of a successful JIT system, obstacles faced for JIT conversion, operational benefits of JIT systems.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Just In Time (jit) inventory managementiWriteEssays
JIT is a MPR philosophy that is designed to help an organization eliminate all types of waste such as those that result from carrying too much materials and the ones associated with long lead times. Below is a sample presentation on the Just In Time (JIT) inventory management method to improve your understanding.
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
Just- in- time or JIT in capacity management solution is a technique that provides advantageous tangible benefits which can solve the problem of expanding the capacity with its flexibility and tenacity. Many telecom service providers look forward to improve capacity management, which enables better use of the existing resources in addition to plan and upgrade speed where they are most required to improve service quality and user satisfaction.
This paper consists of basic understanding of JIT and TQM philosophies, the inter-linkages between these and challenges associated in their implementation. Paper also discusses how JIT can feeds to the accomplishment of TQM. JIT and TQM are perfectly complimentary to each other. The objective of both is to expose and correct problems at source, so as to avoid wasting resources on production of defective products. Paper illustrates how TQM and JIT can enhance value for customers and at the same time can ensure higher profits for firm.
Lean - PPT (Lean manufacturing and six sigma)Blankdevil
Lean manufacturing is a methodology that focuses on minimizing waste within manufacturing systems while simultaneously maximizing productivity. Waste is seen as anything that customers do not believe adds value and are not willing to pay for. Some of the benefits of lean manufacturing can include reduced lead times, reduced operating costs and improved product quality.
Lean manufacturing, also known as lean production, or lean, is a practice that organizations from numerous fields can enable. Some well-known companies that use lean include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production System and is still used by that company, as well as myriad others. Companies that use enterprise resource planning (ERP) can also benefit from using a lean production system.
Lean manufacturing is based on a number of specific principles, such as Kaizen, or continuous improvement.
Lean manufacturing was introduced to the Western world via the 1990 publication of The Machine That Changed the World, which was based on an MIT study into the future of the automobile detailed by Toyota's lean production system. Since that time, lean principles have profoundly influenced manufacturing concepts throughout the world, as well as industries outside of manufacturing, including healthcare, software development and service industries.
5 principles of lean manufacturing
A widely referenced book, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, which was published in 1996, laid out five principles of lean, which many in the field reference as core principles. Value is created by the producer, but it is defined by the customer. Companies need to understand the value the customer places on their products and services, which, in turn, can help them determine how much money the customer is willing to pay.
The company must strive to eliminate waste and cost from its business processes so that the customer's optimal price can be achieved -- at the highest profit to the company.
2. Map the value stream. This principle involves recording and analyzing the flow of information or materials required to produce a specific product or service with the intent of identifying waste and methods of improvement. Value stream mapping encompasses the product's entire lifecycle, from raw materials through to disposal.
Companies must examine each stage of the cycle for waste. Anything that does not add value must be eliminated. Lean thinking recommends supply chain alignment as part of this effort.
3. Create flow. Eliminate functional barriers and identify ways to improve lead time. This aids in ensuring the processes are smooth from the time an order is received through to delivery. Flow is critical to the elimination of waste. Lean manufacturing relies on preventing interruptions in the production process and enabling a harmonized and integrated set of processes in which activities move in a constant stream.ean manufacturing requires a rel
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
Operations Management for MBA classes: I use the Heizer & Render textbook, so some of the slides are directly from them. I am busy adding a soundtrack. As soon as I have completed them I shall upload slides with a soundtrack.. Johan Jordaan
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wastes" By SN Panigrahi
Lean Principles
Lean is a business philosophy, not just a tool set or method for improvement. This business philosophy was derived from Toyota experiences and in particular from its Toyota Production System (TPS).
The focus is on reducing waste in all business processes. The result is reduction of cost and lead-time as well as an increase in quality.
The seven wastes originated in Japan, where waste is known as “Muda."
"The seven wastes" is a tool to further categorize “Muda” and was originally developed by Toyota’s Chief Engineer Taiichi Ohno as the core of the Toyota Production System (TPS), also known as Lean Manufacturing.
Lean implementation focuses on Reducing the Seven (now expanded to 8 wastes) types of Waste (or Muda, which is the Japanese word for waste).
The 8th waste added is non-used employee talent (N), so that the 8 wastes can be easily remembered via the mnemonic “DOWN TIME” (Defective Production,Overproduction, Waiting, Non-used Employee Talent (the 8th form), Transportation, Inventory, Motion, and Excessive (Over) Processing)
1. Case Study : Toyota JIT Presented By : Gagan Pareek Harish Nath SabyasachiBehura SandeepKumar.A. VinayChaudhary
2. Toyota Principles Section I : Long-Term Philosophy Principle 1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals. Section II: The Right Process Will Produce the Right Results Principle 2. Create continuous process flow to bring problems to the surface. Principle 3. Use “pull” systems to avoid overproduction. Principle 4. Level out the workload (Work like the tortoise, not the hare.)
3. Toyota Principles… Principle 5. Build a culture of stopping to fix problems, to get quality right the first time. Principle 6. Standardized tasks are the foundation for continuous improvement and employee empowerment. Principle 7. Use visual control so no problems are hidden. Principle 8. Use only reliable, thoroughly tested technology that serves your people and processes.
5. Waste(Anything which is not adding any value or customer do not want to pay for that) Overproduction. Producing items for which there are no orders, which generates such wastes as overstaffing and storage and transportation costs because of excess inventory. Waiting (time on hand). Workers merely serving to watch an automated machine or having to stand around waiting for the next processing step, tool, supply, part, etc., or just plain having no work because of stock outs, lot processing delays, equipment downtime, and capacity bottlenecks. Unnecessary transport or conveyance.Carrying work in process (WIP) long distances, creating inefficient transport, or moving materials, parts, or finished goods into or out of storage or between processes
6. Waste… Over processing or incorrect processing.Taking unneeded steps to process the parts. Inefficiently processing due to poor tool and product design, causing unnecessary motion and producing defects. Waste is generated when providing higher-quality products than is necessary Excess inventory. Excess raw material, WIP, or finished goods causing longer lead times, obsolescence, damaged goods, transportation and storage costs, and delay. Also, extra inventory hides problems such as production imbalances, late deliveries from suppliers, defects, equipment downtime, and long setup times Unnecessary movement.Any wasted motion employees have to perform during the course of their work, such as looking for, reaching for, or stacking parts, tools, etc. Also, walking is waste.
7. Waste… Defects. Production of defective parts or correction. Repair or rework, scrap, replacement production, and inspection mean wasteful handling, time, and effort. Unused employee creativity. Losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees.
11. Advantages of JIT Listed below are some of the advantages overviewed throughout this paper: Possible increase in profits Quality products Quicker setup Eliminates costs of storage facilities More flexible employees Quality relationships with suppliers Elimination of waste No down time
12. Disadvantages of JIT. Is not applicable everywhere, should be discrete production and/or assembly environment. Higher amounts of machine/worker idle time. JIT is quite efficient when the demand pattern is stable. If not, the amount of idle time will be even worse. When there is a sudden change in the demand pattern it will take time for JIT system to react since there is no central information unit. An MRP system on the other hand would update all the levels immediately. Further idle time during machine breakdowns or flow interruptions. Production rates may be decreased. Requires more training, more consciousness and employee commitment. More difficult goals to be attained. Coordination with customers and suppliers should be much better and disciplined. Doesn’t make much use of forecasting information. Multiple sourcing is not possible. Success probability is lower.
13. Finished goods Customer order Kanban Work cell Ship Raw Material Supplier Kanban Kanban Final assembly Kanban Kanban Sub-assembly Kanban Purchased Parts Supplier kanban