Just In Time - By Ashish Bhagwat
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JIT is a manufacturing philosophy focused on producing only what is needed when it is needed using minimal inventories. It aims to eliminate waste and disruptions in production. Key aspects of JIT include just-in-time delivery from suppliers, reduced set-up times, total quality management, and small, frequent production lots to minimize inventory.
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Just in time - Operation Management
Just-in-Time (JIT) is a set of techniques to increase productivity, improve quality, and reduce costs through eliminating waste and continuous improvement. Key characteristics of JIT include a pull method of production, small lot sizes, close supplier ties, and flexible workforces. The goals of JIT are to have complete products and parts arrive just in time for assembly or production by receiving customer orders, materials, and production schedules. Benefits of JIT include reduced inventory costs, higher quality products, and more rapid responses to customer orders.
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The document discusses the Just-In-Time (JIT) technique for materials management. It describes JIT as a philosophy of manufacturing that aims to eliminate waste and continuously improve productivity by receiving materials at the right quantity, condition, place and time for production. The key principles of JIT include total quality management, production management, supplier management and inventory management. The document also outlines some benefits of JIT, such as reduced inventory and costs, as well as challenges, and recommends that buffer stocks be maintained when implementing JIT in construction to avoid delays from disrupted supply.
Just in Time (JIT)
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.
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The document discusses Just-In-Time (JIT) and Lean manufacturing philosophies. It defines JIT as eliminating waste and continuously improving productivity by having only required inventory, improving quality, reducing lead times, and revising operations at minimum cost. Lean manufacturing similarly aims to minimize all resources used. The document outlines key elements of JIT/Lean manufacturing like minimizing inventory, parallel processing, problem solving, and Kanban pull systems.
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Just-in-Time (JIT) Manufacturing is a philosophy of continuous improvement that emphasizes prevention over correction and demands company-wide quality focus. It originated in post-World War II Japan to address declining market share in automobiles. The key principles of JIT include total quality management, production management using a pull system with reduced inventories, close supplier relationships, and human resource management promoting problem-solving and employee empowerment.
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Just in time in supply chain management &
The document discusses Just-in-Time (JIT) manufacturing. It provides background on JIT, describing it as a system that aims to reduce waste and lower costs by delivering components just when they are needed in the manufacturing process. The document outlines the history and development of JIT, including its origins in the late 1700s and adoption in post-WWII Japan by Toyota. It also lists the objectives, benefits, principles, elements, and organizational impact of JIT implementation.
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The document discusses Just-In-Time (JIT) and Lean manufacturing philosophies. It defines JIT as eliminating waste and continuously improving productivity by having only required inventory, improving quality, reducing lead times, and revising operations at minimum cost. Lean manufacturing similarly aims to minimize all resources used. The document outlines key elements of JIT/Lean manufacturing like minimizing inventory, parallel processing, problem solving, and Kanban pull systems.
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JIT manufacturing is a philosophy that evolved in post-WWII Japan to reduce waste and improve quality. It focuses on continuous improvement, producing only what is needed when it is needed, and maintaining strong supplier relationships. The key principles include total quality management, production management using a pull system, inventory management with zero waste, and human resource management with company-wide involvement.
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Just-in-time (JIT) manufacturing aims to eliminate waste by producing the right goods, in the right quantities, at the right time. This minimizes inventory and improves efficiency. JIT was developed in Japan in the 1970s at Toyota and focuses on continuous improvement. It requires close coordination between all parts of the production process and supply chain. While very effective, JIT provides less buffering against disruptions and requires more stable demand than traditional approaches.
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3...forecasting methods
There are three main types of forecasting methods: qualitative, extrapolative, and causal. Qualitative methods rely on expert opinions and are useful for medium to long range forecasting. Extrapolative methods use past historical demand data to identify patterns and extrapolate them into the future. Causal methods use statistical models based on historical demand data and other variables that influence demand. Some specific forecasting techniques mentioned include the Delphi technique, market surveys, scenario writing, moving averages, weighted moving averages, exponential smoothing, regression analysis, and econometric methods.
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Just-In-Time (JIT) is a Japanese manufacturing philosophy developed in the 1970s that was first adopted by Toyota. The main goal of JIT is to meet consumer demands by eliminating waste in the production system. It aims to reduce inventory and lead times by producing only what is needed for smooth, efficient production. JIT requires extensive commitment and changes such as standardization, multi-skilled workers, pull-based production, and close supplier relationships to be successful.
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Just In Time - By Ashish Bhagwat
- 2. JIT is a manufacturing philosophy involving an integrated set of procedures/activities designed to achieve a high volume of production using minimal inventories
- 3. Let’s make it Simple !!! produce only what is needed when it is needed
- 4. Evolved in Japan after World War II, as a result of their diminishing market share in the auto industry. Founded by Taiichi Ohno, a vice president of Toyota. Basically implemented in Toyota plant 1950, well established after 1970
- 5. Eliminate disruptions Reduce set up times Minimize inventory Eliminate waste Increase productivity Give the customer the products they want, when and where they want them at the minimum cost You call – We haul
- 6. Total Quality Management Production Management Supplier Management Inventory Management Human Resource Management
- 7. Quality must be a higher priority than cost Minimizing waste Eliminate Quality Inspectors Quality is everyone’s responsibility Do it right the first time
- 8. Pull System vs. Push System Pull = Made to order Push = Made for inventory
- 9. Establish Long Term Relationships with few suppliers. Delivery of Parts = 100% Defect Free Where they are needed When they are needed The exact quantity Work Together Communicate problems to suppliers in a positive manner
- 10. Eliminate Safety Stock = Zero Inventory Reduction in inventory opens up space
- 11. Company-wide Involvement Motivation for continuous improvement Problem Solving High Employee Interaction Build Pride In Workmanship Self Inspection of work
- 12. Eliminates waste Achieves streamlined production Eliminate disruptions in production … caused by poor quality, schedule changes, late deliveries. Reduces setup and delivery times
- 13. Overproduction Doing too much, too soon Or something nobody wants Waiting time Waiting on parts, waiting for a m/c Or waiting for people
- 14. Transportation Unnecessary transport & movement that does not add value is a waste Inappropriate processing Using expensive high precision equipment when simpler machines would suffice
- 15. Inventory Excess inventory hides problems on the shop floor, consumes space, increases lead times, and inhibits communication. 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.
- 16. Manufacturing in smaller lot sizes reduces excess inventory Reducing inventory levels allows the problems to be uncovered … thus creating opportunities for manufacturing process improvement
- 17. Get top management commitment Decide which parts need most effort Obtain support of workers Start by trying to reduce setup times Gradually convert operations Convert suppliers to JIT
- 18. Management may not be committed Workers/management may not be cooperative Suppliers may resist
- 19. High quality Flexibility Reduced setup times Reduced need for indirect labor Less waste Low warehouse cost Synchronization between production scheduling and work hour
- 20. Time consuming No spare product to meet un expected order Supply Shock : If products do not reach on time High risk factor