Just-in-time (JIT) production is a manufacturing philosophy aimed at eliminating waste by producing and delivering only what is needed, when it is needed, in the amount needed. Key aspects of JIT include reducing inventories, setup times, and travel distances while maximizing space usage. Implementing JIT requires employee participation, continuous improvement efforts, and stable supplier relationships. When done correctly, JIT can lower costs and lead times while improving quality, productivity, and resource utilization.

1. Yashpal Ghate (M-11-16)

2. Just in time………….
Keeping work flows moving
Eliminating inventories
Reducing travel distances
Eliminating defects and scrap
Maximizing usage of space

3. • Just-In-Time is a Japanese manufacturing management
method that was developed in the 1970‟s.
• It was first adopted by Toyota manufacturing plants by
Taiichi Ohno.
• Producing only what is needed, when it is needed (not
early, not late; not less, not more)

4. • A management philosophy of continuous and forced
problem solving by attacking the root causes.
• A highly coordinated processing system in which goods
move through the system, and services are performed, just
as they are needed.
• Supplies and components are „pulled‟ through the system
to arrive where they are needed when they are needed
(just-in-time)

5. Just-In-Time Production
WHAT IT IS WHAT IT DOES
• Attacks waste
• Management philosophy
• Exposes problems and bottlenecks
• “Pull” system though the plant
• Achieves streamlined production
WHAT IT REQUIRES WHAT IT ASSUMES
• Employee participation
• Industrial engineering/basics • Stable environment
• Continuing improvement
• Total quality control
• Small lot sizes

7. • JIT manufacturing focuses on production system to
achieve value-added manufacturing
• TQM is an integrated effort designed to improve quality
performance at every level
• Respect for people rests on the philosophy that human
resources are an essential part of JIT philosophy

8. Goal of JIT
Ultimate A
Goal balanced
rapid flow
Supporting Eliminate disruptions
Goals
Make the system flexible
Eliminate waste
Product Process Personnel Manufactur- Building
Design Design Elements ing Planning Blocks

9. • In order to achieve competitive
advantage through JIT, the necessary
building blocks should be installed
• The building blocks can also be
regarded as JIT success factors.

10. • Product design
• Process design
• Organizational elements
• Manufacturing planning and control
• Supplier relationships
• Preventive maintenance

11. • Process design with product design
• Standard product configuration and standart parts
• Reduced number of parts
• Modular design
• Concurrent engineering
• Highly capable production systems

12. • Small lot sizes
• Setup time reduction
• Reduced Inventories (Limited WIP)
• Continuous quality improvement
• Production flexibility
• Balanced system
• Fail-safe methods

13. • Workers as assets
• Cross-trained workers
• Employee empowerment
• Continuous improvement
• Leadership management
• Commitment

14. • Uniform production levels
• Level loading (level schedules)
• Pull systems
• Visual systems
• Reduced transaction processing

15. • Reduced number of vendors
• Supportive supplier relationships
• Quality deliveries on time
• Frequent deliveries in small lot quantities
• Reduced lead times
• Reduced transaction processing
• Certified vendors

16. • All activities involved in keeping equipment in working
order
• Maintaining equipment in good condition and replacing
parts that have a tendency to fail before they actually fail
• Done to prevent failure
• JIT requires
– Scheduled & daily PM
– Operator involvement in PM
• Knows machines
• Responsible for product quality

17. Preconditions to JIT
• Recognition of Processes
• Quality at the source
• Agreement over value and waste
• Trust must be present
- labor/management
- suppliers/consumers

18. • Management may not be committed
• Workers/management may not be cooperative
• May be difficult to change company culture
• Suppliers may resist

19. • Unwilling to commit resources
• Uneasy about long-term
commitments
• Frequent, small deliveries
may be difficult
• Burden of quality control
shifts to supplier

20. • Use single-source suppliers when possible
• Build long-term relationships
.
• Work together to certify processes
• Co-locate facilities to reduce transport
if possible
• Stabilize delivery schedules
• Share cost & other information

21. • Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Reduced lead times
• Increased productivity
• Reduced scrap and rework

22. • Better relations with suppliers
• Simplified scheduling and control activities
• Increased equipment utilization
• Better use of human resources
• More product variety
• Reduced need for indirect labor