The document provides an overview of just-in-time (JIT) manufacturing. It discusses that JIT is a pull-type system that produces goods and provides services as needed to minimize waste. Key aspects of JIT include minimizing inventory levels, small lot sizes, continuous improvement, quality management, and strong supplier relationships. The goals of JIT are to eliminate waste, disruptions and achieve a balanced, rapid flow of materials through the manufacturing process.
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Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota production system (TPS)
Evolved in Japan after World War II, as a result of their diminishing market share in the auto industry.
Lean system and innovation in strategic Cost ManagementYash Maheshwari
This provides detailed discussion of Lean system and techniques to deal with it such as just in time, six sigma, TPM, Business Process Re-engineering etc.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
From you and to you
You helped me complete my presentation
Here I am offering it to you as a gratitude.
Who doesn't thank people doesn't thank God.
thank you
Just-in-time (JIT) manufacturing, also known as just-in-time production or the Toyota production system (TPS)
Evolved in Japan after World War II, as a result of their diminishing market share in the auto industry.
Lean system and innovation in strategic Cost ManagementYash Maheshwari
This provides detailed discussion of Lean system and techniques to deal with it such as just in time, six sigma, TPM, Business Process Re-engineering etc.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
The impact of innovation on travel and tourism industries (World Travel Marke...Brian Solis
From the impact of Pokemon Go on Silicon Valley to artificial intelligence, futurist Brian Solis talks to Mathew Parsons of World Travel Market about the future of travel, tourism and hospitality.
We’re all trying to find that idea or spark that will turn a good project into a great project. Creativity plays a huge role in the outcome of our work. Harnessing the power of collaboration and open source, we can make great strides towards excellence. Not just for designers, this talk can be applicable to many different roles – even development. In this talk, Seasoned Creative Director Sara Cannon is going to share some secrets about creative methodology, collaboration, and the strong role that open source can play in our work.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
Each technological age has been marked by a shift in how the industrial platform enables companies to rethink their business processes and create wealth. In the talk I argue that we are limiting our view of what this next industrial/digital age can offer because of how we read, measure and through that perceive the world (how we cherry pick data). Companies are locked in metrics and quantitative measures, data that can fit into a spreadsheet. And by that they see the digital transformation merely as an efficiency tool to the fossil fuel age. But we need to stretch further…
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
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.
Know about Just-In-Time and Lean manufacturing system. Find benefits and difference between JIT and Lean Manufacturing by Nilesh Arora, a founder of AddValue Consulting Inc.
Lean Production can be defined as an integrated set of activities designed to achieve high-volume production using minimal inventories (raw materials, work in process, and finished goods).
The Toyota Production System
All work shall be highly specified as to content, sequence, timing, and outcome
Every customer-supplier connection must be direct, and there must be an unambiguous yes-or-no way to send requests and receive responses
The pathway for every product and service must be simple and direct
Any improvement must be made in accordance with the scientific method, under the guidance of a teacher, at the lowest possible level in the organization
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
Just in time
1. 1. POM Presentation Just In
•
Time
•
2. Group MembersNiaz
Hussain (09-IME-71)Salman
Razaq (09-IME-72)Muhammad
Usman (09-IME-73)Muhammad
Waleed (09-IME-74)
•
Represents Pull type
system A highly coordinated
processing system in which goods
move through the system, and
services are performed, just as
they are needed Management
philosophy (produce only what is
needed when it is needed) 3.
What Is JIT
•
JITis now on the rise in
American Industries. Toyota
2. Motor Company- Birthplace of the
JIT Philosophy Under Taiichi
Ohno. Evolved in Japan after
World War II, as a result of their
diminishing market share in the
auto industry. 4. History of JIT
Manufacturing
•
JITis a manufacturing
philosophy involving an integrated
set of procedures/activities
designed to achieve a high
volume of production using
minimal inventories 5. Definition
•
Raw materials, parts 6.
More Introduction & Simply put,
JIT is a philosophy of “make what
is needed … when it is
needed”. sub assemblies are
3. pulled through the manufacturing
process when they are needed.
•
Eliminate waste, especially
excess inventory Make system
flexible Eliminate disruptions
Achieves a smooth, rapid flow of
materials through the system
The ultimate goal of JIT is a
balanced system. 7. Goal of JIT
•
8. Summary of JIT Goals and
Building Blocks Ultimate A Goal
balanced rapid flowSupporting
Goals Eliminate disruptions Make
the system flexible Eliminate
waste Product Process Personnel
Manufactur- Building Design
Design Elements ing Planning
Blocks
4. •
Scheduling services of
production Scheduling materials
Little JIT – narrow focus
Materials and inventory
management Technology
management
Human relations
Vendor relations
Big JIT – broad
focus 9. Big vs. Little JIT
•
Reduces setup and delivery
times Makes the manufacturing
delivery system flexible by
allowing it to handle a variety of
products and changes in the level
of output Eliminate disruptions in
production … caused by poor
quality, schedule changes, late
deliveries. Achieves streamlined
production Eliminates waste 10.
What JIT Does
5. •
11. Eight WastesTHE EIGHT
TYPES OF WASTE OR
MUDAWaste Definition1.
Overproduction Manufacturing an
item before it is needed.2.
Inappropriate Using expensive
high precision equipment when
simpler machines Processing
would suffice.3. Waiting Wasteful
time incurred when product is not
being moved or processed.4.
Transportation Excessive
movement and material handling
of product between processes.5.
Motion Unnecessary effort related
to the ergonomics of bending,
stretching, reaching, lifting, and
walking.6. Inventory Excess
inventory hides problems on the
shop floor, consumes space,
6. increases lead times, and inhibits
communication.7. Defects Quality
defects result in rework and scrap,
and add wasteful costs to the
system in the form of lost
capacity, rescheduling effort,
increased inspection, and loss of
customer good will.8.
Underutilization of Failure of the
firm to learn from and capitalize
on its employees’ Employees
knowledge and creativity impedes
long term efforts to eliminate
waste.
•
Product defects Inefficient
work methods Processing
waste Unnecessary
transportation Waiting time
7. Overproduction 12. Sources of
Waste
•
Reducing inventory levels
allows the problems to be
uncovered … thus creating
opportunities for manufacturing
process improvement
Manufacturing in smaller lot sizes
reduces excess inventory 13.
Strategies For MinimizingWaste
By Using JIT
•
Human Resource
Management Inventory
Management
Supplier
Management
Production
Management
Total Quality
Management 14. Principles Of
JIT Manufacturing
8. •
15. 1st Principle Of JIT Total
Quality Management
•
Minimizing waste Quality
must be a higher priority than
cost Seek long-term commitment
to quality efforts with continuous
improvement 16. Total Quality
Management
•
Do it right the first time
Quality is everyone’s
responsibility Eliminate Quality
Inspectors 17. Total Quality
Management
•
18. 2nd Principle Of JIT
Production Management
•
Throughout entire process
Poka-Yoke= Mistake-proofing
9. Design For Testability – In the
process
Flexibility of the
system Push = Made for
inventory Pull = Made to order
Pull System vs. Push System 19.
Production Management
•
Standardized Parts/
Simplicity Eliminate disruptions in
the process Reduced lot sizes=
Shorter cycle times 20.
Production Management
•
Preventive Maintenance
Stopping the process if something
goes wrong =Jidoka ProblemSiren/light Completion of taskKanban
Communication
Techniques 21. Production
Management
10. •
22. 3rd Principle Of JIT
Supplier Management
•
Work Together The exact
quantity When they are needed
Where they are needed
Delivery
of Parts = 100% Defect Free
Establish Long Term
Relationships with few
suppliers. 23. Supplier
Management
•
Communicate problems to
suppliers in a positive manner.
Elimination inspection of parts 24.
Supplier Management
•
25. 4th Principle Of JIT
Inventory Management
11. •
Reduction in inventory
opens up space JIT is not an
inventory control system
Eliminate Safety Stock = Zero
Inventory 26. Inventory
Management
•
Boat = Company
Operations Rocks = Problems in
the system Water Level =
Inventory Inventory hides
problems in a process. 27.
•
28. 5th Principle Of
JITHuman Resource Management
•
Build Pride In
Workmanship High Employee
Interaction Problem Solving
Motivation for continuous
improvement
Company-wide
12. Involvement 29. Human
ResourceManagement
•
ManagementSupport and
Empowerment of workforce To
eliminate boredom in process
Absenteeism
Employees
Diversified
Self-Inspection of
work 30. Human
ResourceManagement
•
Manufacturing planning and
control Personnel/organizational
elements Process design
Product design 31. JIT
Manufacturing Building Blocks
•
Concurrent engineering
Highly capable production
systems Design Simplification
13. Standard parts 32. 1. Product
Design
•
33. Design Simplification
•
Little inventory storage
Production flexibility Quality
improvement Limited work in
process Setup time reduction
Small lot sizes 34. 2. Process
Design
•
35. Benefits of Small Lot
Sizes Reduces inventory Less
rework Less storage space
Problems are more apparent
Increases product flexibility Easier
to balance operations
•
Japanese term for
autonomation Jidoka
Automatic
14. detection of defects during
production Autonomation 36.
Quality Improvement
Reserve capacity for
•
important customers Use many
small units of capacity Crosstrain workers to help clear
bottlenecks Usepreventive
maintenance to reduce
breakdowns Reduce downtime
by reducing changeover time 37.
Production Flexibility
Leadership Continuous
•
improvement Cross-trained
workers Workers as assets 38.
3.
Personnel/OrganizationalElement
s
15. •
Preventive maintenance
Reduced transaction processing
(delays in delievery) Close
vendor relationships Visual
systems (kanban) Pull
systems 39. 4. Manufacturing
Planningand Control
•
Evaluation and selection of
vendor (suppliers) network to
develop a tiered supplier network
– reducing the number of primary
suppliers. 40.
•
Prepare for obstacles
Convert suppliers to JIT
Gradually convert operations
Start by trying to reduce setup
times Obtain support of workers
Decide which parts need most
16. effort Get top management
commitment 41. Transitioning to a
Successful JIT System
•
Suppliers may resist
Workers/management may not be
cooperative Management may
not be committed 42. Obstacles
to Conversion
•
43. Comparison of JIT and
TraditionalFactor Traditional
JITInventory Much to offset
forecast Minimal necessary to
operate errors, late
deliveriesDeliveries Large
SmallLot sizes Large SmallSetup;
runs Few, long runs Many, short
runsVendors Long-term
relationships Partners are
17. unusualWorkers Necessary to do
the Assets work
•
44. Comparison Of JIT &
Relies on computer system to
trigger production and order
inventory Inventories related to
batch or lot sizes More complex
Extensive shop floor control Lot
size or batch production MRP
Lower inventories related to need
“at the time” Relies on visual or
audible signals to trigger
production and inventory (e.g.
auto carpets) Simpler Minimal
shop floor control Repetitive
production JIT MRP
•
45. JIT in ServicesThe basic
goal of the demand
18. flowtechnology in the service
organizationis to provide optimum
response to thecustomer with the
highest qualityservice and lowest
possible cost.
•
Improved vendor relations
Greater flexibility Increased
productivity Shorter lead-time
Reduced space requirements
Lower costs Improved quality
Reduced Inventory 46. JIT
Benefits
•
Simplified scheduling 47.
JIT Benefits (contd.) & Work force
participation Valid production
priorities Reduced paperwork
Increased equipment utilization
More product variety Better
19. utilization of personnel Increased
capacity control
•
There are cases where JIT
concepts apply to sub-processes
of a make to stock environment.
(e.g. computers etc.) JIT is less
effective for the production of
standardized consumer goods
(e.g. basic clothing, food, soft
drinks, toasters, etc.) JIT
concepts work best when goods
can be produced in response to
consumer demand (e.g.
automobiles, etc.) 48. JIT … Not
For Everyone
•
Wesner, J.W., Hiatt, J.M.,
and Trimble, D.C. Winning with
Quality: Applying Quality
20. Principles in Product
Development. Reading, MASS:
Addison- Wesley Publishing Co.,
1995. Taver, R.W. Manufacturing
Solutions for Consistent Quality
and Reliability: The 9 Step
Problem Solving Process. New
York, NY: AMACON, 1995.
Schneiderjans, M.J. Advanced
Topics In JIT Management: JIT
Systems. Westport, CT:
Greenwood Publishing Group,
1999. Reinfeld, N.V. Handbook
of Production and Inventory
Control. Englewood Cliffs, NJ:
Prentice-Hall, 1987. O’Grady,
P.J. Putting the JIT Philosophy
Into Practice. New York, NY:
Nichols Publishing, 1988.
Hutchins, D. Just-In-Time:
21. Inventory Control. Brookfield, VT:
Gower Publishing, 1988.
Hernandez, A. JIT Quality: A
Practical Approach. Englewood
Cliffs, NJ: Prentice-Hall, 1993.
Fisher, D. The JIT Self Test:
Success Through Assesment and
Implementation. Chicago, IL: Irwin
Inc., 1995. Dear, A. Working
toward JIT: Management
Technology. London: Derek Doyle
and Associates, 1988.
Cammaranano, J. Lessons to be
Learned: JIT. Atlanta, Georgia:
Engineering and Management
Press, 1997. 49. References