Downloaded 41 times
Uploaded byDinesh Nikam
jit
This document provides an overview of Just-In-Time (JIT) manufacturing. It defines JIT as producing the minimum amount of units at the latest possible time to eliminate inventory. The document then discusses key aspects of JIT like pull systems using kanban cards, continuous flow production, uniform workloads, quality control through statistical process control and preventative maintenance. It compares JIT to traditional push systems and highlights benefits like cost savings, revenue increases and workforce improvements from JIT. Potential barriers to implementing JIT in India are also outlined such as management resistance, employee resistance to change, and lack of immediate financial returns.
More Related Content
jit
- 1. Just-In-Time (JIT) Name: Deepakkumar sahoo Roll no: MT14IND007 Department: Industrial engg.. Institute: VNIT 1
- 2. Just-In Time Just-In-Timeis defined as "the production of the minimum number of different units, in the smallest possible quantities, at the latest possible time, thereby eliminating the need for inventory. JIT- do it right in the first time. JIT- production is based on demand. JIT exceeds the concept of inventory reduction; it is an all-encompassing philosophy geared to eliminate waste, anything that does not add value. 2
- 3. Just-in-Time JIT philosophymeans getting the right quantity of goods at the right place and the right time A broad JIT view – or lean production/lean systems - is one that encompasses the entire organization 3
- 4. History of JIT Manufacturing Evolved in Japan after World War II, as a result of their diminishing market share in the auto industry. Toyota Motor Company- Birthplace of the JIT Philosophy Under Taiichi Ohno. JIT is now on the rise in American Industries. 4
- 5. JIT Means … Keeping work flows moving Eliminating inventories Reducing travel distances Eliminating defects and scrap Maximizing usage of space 5
- 6. Continuous Flow Production Flowwith JIT Traditional Flow Customers Suppliers Customers Suppliers Production Process (stream of water) Inventory (stagnant ponds) Material (water in stream) 6
- 7. Characteristics of Lean Systems:Just-in-Time • Pull method of materials flowPull method of materials flow • Consistently high qualityConsistently high quality • Small lot sizesSmall lot sizes • Uniform workstation loadsUniform workstation loads • Standardized components and workStandardized components and work methodsmethods • Close supplier tiesClose supplier ties • Flexible workforceFlexible workforce • Preventive maintenancePreventive maintenance 7
- 8. Pull system: Systemfor 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 (planning-based systems that determine when workstations will probably need parts if everything goes according to plan) 8
- 9. Pull system Nooperation can produce goods until it has received a signal from its customers. When the operator gets a signal from the customer, he then has authorization to produce a certain number of parts in a specific time period. The most effective pull (kanban) signals are visual indicators such as empty containers or empty floor space. If you have an empty container, fill it up; if you have no container then do not produce that part.. 9
- 10. JIT Demand-Pull Logic Customers Sub Sub Fab Fab Fab Fab Vendor Vendor Vendor Vendor Final Assembly Here thecustomer starts the process, pulling an inventory item from Final Assembly… Here the customer starts the process, pulling an inventory item from Final Assembly… Then sub- assembly work is pulled forward by that demand… Then sub- assembly work is pulled forward by that demand… The process continues throughout the entire production process and supply chain The process continues throughout the entire production process and supply chain 10
- 11. Kanban Kanban: Cardor 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. 11
- 12.
- 13.
- 14. Quality It meanssatisfying the customer need. The steps toward attaining a quality product are to first define the requirements, get the process under control, and then keep the process under control. If customer is unsatisfied, find the root cause problem. 14
- 15. Getting to theroot cause 15
- 16. Keeping process under control Statistical Process Control (SPC) is a method of managing a process by gathering information about it and using that information to adjust the process to prevent problems from occurring. Using Poka- yoke theory. 16
- 17. Uniform work stationload Uniform Plant Load states that balance between operations is more important than speed, and ideally we should never produce faster than the customer requirement rate The concept of Uniform Plant Load incorporates two radically different facets of production. They are rate of production (cycle time) and frequency of production (level loading). 17
- 18.
- 19.
- 20. Priorities Traditionally Acceptall customer orders Provide a large number of options from which customers may order JIT low cost/high quality within limited market 20
- 21. Engineering Traditional designcustom outputs JIT design standard outputs incremental improvements design for manufacturability (DFM) 21
- 22. Layout Traditional jobshop approach of using widely spread-out equipment with space for stockrooms, tool cribs, and work-in-process inventories between the equipment To handle and move all this inventory, automated or semi automated materials handling equipment (conveyors, forklifts) is required, which takes even more space. JIT Equipment is moved as close together as possible so that parts can be actually handed from one worker or machine to the next. Use of cells, and flow lines dictates small lots of parts with minimal work-in-process and material-moving equipment. manual transfer 22
- 23. Workforce Traditional competitiveattitude 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 cooperative attitudes 23
- 24. Inventories Traditional usedto buffer operations large WIP buffers JIT inventory is seen as an evil small WIP buffers 24
- 25.
- 26. Suppliers Traditional supplierstreated as adversaries multiple sourcing JIT supplier considered part of team single-sourcing agreements supplier certification programs 26
- 27. 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. 27
- 28. Quality Traditional inspectgoods at critical points scrap rates tracked JIT goal is zero defects workers themselves inspect parts 28
- 29. Maintenance Traditional correctivemaintenance, 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) 29
- 30. Barriers in Indiafor implementing jit Management: Management is cited a major attribute of Lean barrier if management has lack of focus for Lean Manufacturing, does not creates urge of urgency, does not provides support to Lean Manufacturing activities and does not have long term vision, itself turn out to be a barrier in Lean Manufacturing implementation. Conflicts: Conflicts with Other program are prominent barrier in Lean Manufacturing implementation. 30
- 31. Barriers in Indiafor implementing jit Employee: having resistance to change major reason as having a fear of failure, lower confidence and lesser capability to collaborate for common projects becomes big barrier in Lean Manufacturing implementation. Financial: Lean Manufacturing many times does not produce any direct financial payback rather it supports the process of identification and elimination of waste hence reduction of cost. 31
- 32. COMPANIES THAT USEJIT There are so many companies that are using JIT planning. Any car, motorbike or aircraft manufacture uses JIT. This means that the examples are countless. For example, Toyota Dell Harley Davidson Walmart McDonalds Xerox 32
- 33. Typical Benefits ofJIT 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. 33
- 34. Potential Problems Implementing JIT Applicable primarily to repetitive operations Requires discipline Based on cooperation and trust Requires change of philosophy 34
- 35. Summary JIT- A philosophyof continuous improvement that puts emphasis on prevention rather than correction, and demands a company wide focus on quality. 35
- 36. Refrences Singh B.,Garg S.K., Sharma S.K, (2010), Scope for Lean implementation: a survey of 127 Indian industries"", International Journal of Rapid Manufacturing, Vol. X, No. Y, pp1-11. “http://en.wikipedia.org/wiki/Just_in_time http://www.slideshare.net/swatiluthra5/just-in-time-ma http://www.slideshare.net/manojlawate/j ust-in-time-16335484?related=1 36
- 37.
- 38. Questions: 1. Explainthe concepts of JIT? 2. How JIT helps in eliminating wastes in industry? Explain it through example. 3. Differentiate between traditional manufacturing system & JIT manufacturing system? 4. Why India fails in implementing JIT? 5. List out the merits & demerits of JIT implementation? Also explain problem faced by industry while implementing JIT. 38
Editor's Notes
- #3 Just-In-Time Manufacturing or JIT, is a philosophy of continuous improvement that puts emphasis on prevention rather than correction, and demands a company wide focus on quality. It is also an operational management approach to achieve world class manufacturing. I would also like to emphasize that JIT is a philosophy, and that the philosophy bases production of demand.
- #5 Jit philosophy evolved in Japan after World War II, as a result of their diminishing market share in the auto industry. Toyota Motor Company is the birthplace of the JIT philosophy under Taiichi Ohno. Taiichi’s JIT philosophy also encompasses many of W. Edwards Deming’s 14 points of Management concepts. Pause JIT is now on the rise in American Industries.
- #8 This slide builds the key characteristics of JIT as described in the text.
- #36 In conclusion, I hope you now have a better understanding for JIT Manufacturing and it’s principles. Companies that are determined to stick to these principles will see results. Companies that believe the responsibility of quality falls in the hands of the quality department will not be around long enough to have a market share.