The document provides an overview of a presentation by "The Super Seven" on Just in Time. It includes sections on introduction, history, definition, objectives, characteristics, benefits, limitations, methodology and elements. The presentation covers how Just in Time focuses on inventory reduction, quality control, waste reduction and smaller production lots. It also discusses the key elements of dependable suppliers, a multiskilled workforce and a total quality control system.

1. The Super Seven
presentS a presentation
on
Just in time
Chahat – 47
Shradha C -16
Neha – 55
Disha – 27
Shraddha K– 56
Chandini – 28
Ayesha-58

2. Contents
 Introduction
 History Chahat
 Definition
 Objectives – Shradha C
 Characterstics- Neha
 Benefits - Disha
 Limitations-Shraddha K
 Methodology-Chandini
 Elements- Aisha
 Conclusion
 Videos
Chahat

3. What is Just in Time?
A repetitive production system
in which the processing and
movement of materials and
goods occur just as they are
needed!

4. Who created Just in Time?
 The Just-in-Time concept was
developed by Kiichiro Toyoda, the
founder of Toyota Motor Corporation,
but was first used by Henry Ford
creator of the Ford company in the
U.S.

5. How has Just in Time changed?
 In 1910 Henry Ford and his buisness partner had
developed a new manufacturing strategy that
takes all the skills of different workers and
converts it into one continuous process.
 Today the process known as just in time is used in
many companies especially in automotive and
technology. Some of the largest companies that
use this method are Ford,Harley Davidson,
and Dell.

6. Definition of
Just-in-Time/Lean Production
 The definition of Just in Time is -
 Denoting a manufacturing system in
which materials or components are
delivered immediately before they are
required in order to minimize inventory
costs. This process allows companies to
get their product to a customer faster and
saves space for other products.

7.  Customer satisfaction is the main focus
of the competitive business environment
today.
 An organisation must understand its
customers requirement in terms of quality of
product, cost of product, quantity, lead
time, scheduling of deliveries and other
terms and conditions of the agreement.
 J-I-T aims to achive the folowing to
meet customers satisfaction.

8.  To Gain Competitive Advantage
 Improve responsiveness to customers
 Production planning
 To achieve perfect quality
 Minimum lead time
 No waiting time

9.  1) To Gain Competitive Advantage:
 JIT consists of all activities : From customer to
supplier & shop-floor-office staff to executive
management.
 manufacturing process is reorganised by making
continuous improvement.
 2)To improve Responsiveness to Customer:
 Both goods and services should match the
customer needs
 quality characteristics result in greater market
share

10.  3) Production Planning:
 Should match the timely requirement of goods
and services by the customers .
 Results in success of the business.
 4)To achieve Perfect Quality:
 Should conform to the specifications
 Should be acceptable to the customer

11.  5) Minimum Lead Time:
 Production in the minimum lead time
 ‘Right first time right every time’
manufacturing
 Linked to the market demand.
 6)No Waiting Time:
 Queues and waiting should be avoided
 reducing the setup time as well as processing
time.
 Defects are not tolerated

12. 7 WASTES / Characterstics
of JIT
1) Waste of Over Production
2) Waste of Inventory
3) Waste of Waiting Time
4) Waste of Movement
5) Waste of Effort
6) Waste of Defective
Products
7) Waste of Over Processing

14. • 1)Waste of Over Production:
Min. production levels
• 2) Waste of Inventory :
Min. storage space

15. • 3)Waste of Waiting Time:
Less Idle Time
• 4)Waste of movement :
Specified transitions
• 5)Waste of effort:
Requirement of skills & education
• 6)Waste Of defective products:
Less waste should be generated
• 7)Waste of Over Processing:
Proper utilisation of resources

18.  The just-in-time inventory model allows companies
to reduce their overhead expenses while always
ensuring that parts are available to manufacture
their products.
 Many companies, including Dell and McDonald's,
use some sort of just-in-time inventory
management to serve their customers better while
lowering the cost of doing business.

19.  Main benefits of JIT include:
 Reduced setup time. Cutting setup time allows the
company to reduce or eliminate inventory for
"changeover" time. The tool used here is SMED (single-
minute exchange of dies).
 The flow of goods from warehouse to shelves
improves. Small or individual piece lot sizes reduce lot
delay inventories, which simplifies inventory flow and its
management.
 Employees with multiple skills are used more
efficiently..
 Production scheduling and work hour consistency
synchronized with demand. If there is no demand for a
product at the time, it is not made.

20. *Increased emphasis on supplier relationships. A company
without inventory does not want a supply system problem
that creates a part shortage. This makes supplier
relationships extremely important.
*Supplies come in at regular intervals throughout the
production day.When parts move directly from the truck to
the point of assembly, the need for storage facilities is
reduced.
*Minimizes storage space needed.
*Smaller chance of inventory breaking/expiring.
*Waste Elimination Supports Continuous Quality and
Productivity Improvement

21.  Lower Warehouse Costs: Storing excess inventory can cost a lot of
money, and reducing the amount of inventory you keep on hand can
reduce your carrying costs as well
 Better Supply Chain Management: The just-in-time inventory
model can also help companies be more efficient and competitive in
the way they handle their supply chains and use their parts to
assemble products for their customers.

22. Better Customer Satisfaction: Implementing the
just-in-time inventory management model can allow
companies to serve their customers faster and more
efficiently.
Less Waste: When companies use the traditional
method of inventory management and control, they
can end up with pallets of unsold items that simply
go to waste.

23. Limitation of Just in Time
Regardless of the great benefits of JIT, it has its limitations, the
following are the major limitations.
• Culture Differences The organizational cultures vary from firm to
firm. There are some cultures that tie to JIT success but it is difficult
for an organization to change its cultures within a short time.
• Traditional Approach The traditional approach in manufacturing
is to store up a large amount of inventory in the means of backing up
during bad time. Those companies rely on safety stocks may have a
problem with the use of JIT.
•

24.  Difference in implementation of JIT Because
JIT was originally established in Japanese, it is
somehow different for implementing in western
countries. The benefits may vary.
• Loss of individual autonomy. This is mainly due
to the shorter cycle times which adds pressures and
stress on the workers.

25.  • Loss of team autonomy. This is the result of
decreasing buffer inventories which lead to a
lower flexibility of the workers to solve problem
individually.
• Loss of method autonomy. It means the workers
must act some way when problems occur, this
does not allow them to have their own method
to solve a problem.
• JIT success is varied from industry to industry.
Some industries are benefit more from JIT while
others do not.

26.  • Resistance to change JIT involves a
change throughout the whole organization,
but human nature resists to changes. The
most common resistances are emotional
resistance and rational resistance. Emotional
resistance are those psychological feeling
which hinder performance such as anxiety.
Rational resistance is the deficient of the
needed information for the workers to
perform the job well.

27.  Some other limitations:-
 Relationship between management and employees is important .A mutual
trust must be built between management and employees in order to have
effective decision making.
• Employee commitment Employees must commit to JIT, to enhance the
quality as their ultimate goal, and to see JIT as a way to compete rather than
method used by managers to increase their workload.
• Production level JIT works best for medium to high range of production
volume.
• Employee skill JIT requires workers to be multi-skilled and flexible to
change.
• Compensation should be set on time-based wages. This allows the workers
to concentrate on building what the customers wants.
 Advertisements

28. METHODOLOGY IN
IMPLEMENTATION OF JITJust-in-time is a managephilosophy
and not a technique. Just in time is a
pull system of production, so it
provides the necessary material only
when required in the correct
quantity and at the correct time.
It is a manufacturing/delivery ment
process where a minimum of goods
are kept in stock. Items are planned
to arrive precisely at the time they
are required for use or dispatch.

29. The JIT system consists of defining the
production flow and setting up the
production floor such that the flow of
materials as they get manufactured
through the line is smooth and
unimpeded, thereby reducing material
waiting time.

31. The goal of JIT is to minimize the presence of
non-value-adding operations and non-moving
inventories in the production line.This will result
in shorter throughput times, better on-time
delivery performance, higher equipment
utilization, lesser space requirement, lower
costs, and greater profits.

33. Just InTime focuses on
1) Inventory Reduction
2) Quality Control
3)Waste Reduction
4) Smaller production lots and batch
sizes
JIT can also be referred as an
inventory strategy companies
employ to increase efficiency and
decrease waste by receiving goods
only as they are needed in the
production process, thereby
reducing inventory costs.

34. Elements of J-I-T
There are three
important elements
in J-I-T processing:

35. DEPENDABLE SUPPLIERS
• Suppliers must be willing to drive on short notice
exact quantities of raw material according to
precise quality specifications.
• Supplier must also be willing to drive the raw
material at specified work station rather than at a
central receiving department.
• This type of purchasing requires constant and direct
communication.

36.  Under J-I-T machine are often grouped into work and
much of the work is automated.
 As a result ,one work may operate and maintain
several different type of machine.
A Multiskilled Work Force

37. A TOTAL QUALITY CONTROL SYSTEM
• The company must establish total quality control
throughout the manufacturing operations.
• Total quality control means no defects.
• Total quality control requires continuous monitoring
by both line employees and supervisors at each
work station.

38. CONCLUSION