The document discusses just-in-time (JIT) manufacturing. It provides an introduction to JIT, outlines its key elements and benefits. Some of the main points covered include: eliminating waste is a core focus of JIT; it aims to produce goods as needed to eliminate excess inventory; setup time reduction is important; JIT requires long-term commitment and focuses on continuous improvement. The document also describes steps to implement JIT in manufacturing, such as workplace organization and flow-based production in cellular layouts.

1. TALIB KHAN
VIVEK GAUR
MBA
ALIGARH MUSLIM UNIVERSITY
MALAPPURAM CENTRE
Just
Time
manufacturing In

2.  Introduction
 Just-in-time manufacturing philosophy
 Elements of just in time manufacturing
 Benefits of Jit manufacturing
 Manufacturing JIT implementation
 conclusion

3.  What is just-in-time manufacturing
Jit is philosophy of manufacturing based on
planned elimination of all waste and continuous
improvement of productivity it encompasses the
successful execution of all manufacturing
activities required to produce a final product from
design engineering to delivery and including all
the states of conversion from raw material
onward.

4. The philosophy of JIT can be traced back to Henry
Ford, but formalized JIT originated in Japan as the
Toyota Production System. W. Edwards Deming’s
lesson of variability reduction was a huge influence.
JIT is a long-term approach to process improvement. It uses
timeliness as a lever to lower costs, improve quality and improve
responsiveness. However, JIT requires enormous commitment. It
took Toyota more than 25 years to get right!
The focus of JIT is to improve the
system of production by eliminating
all forms of WASTE.

5.  Eliminating wastes
 Total quality management
 Parallel processing
 Jit purchasing
 E-commerce and JIT purchasing
 Reducing inventories through setup
reduction
 working towards repetitive manufacturing

6. Traditional
 Goal: maximize production by minimizing disruptions
 Management Assumption: we can sell what we make
JIT
 Goal: Produce salable goods as quickly and efficiently as
possible
 Management Assumption: we make what we can sell

7. Just-in-Time Principles
Traditional Manufacturing Just-in-Time Manufacturing
Increases inventory to Reduces inventory
protect against process
problems
Increases lead time to Reduces lead time
protect against uncertainty
Disregards setup time Reduces setup time
as an improvement priority

8. Traditional Manufacturing Just-in-Time Manufacturing
Emphasizes work of Emphasizes team-
individuals, following oriented employee
manager instructions involvement
Emphasizes push Emphasizes pull
manufacturing manufacturing
Tolerates defects Emphasizes zero
defects
8

9.  Stabilize production schedule
 Increase production capacity of
manufacturing
 Improve the product quality
 Cross train worker
 Reduce equipment breakdowns through
preventive maintenance
 Develop long term relationship that avoid
interruption to the material flows
just in time by ravindra 2/22/2009
9

10. The main benefits of JIT are listed below.
 Set up times are significantly reduced in the factory. Cutting down the set up time
to be more productive will allow the company to improve their bottom line to look more
efficient and focus time spent on other areas that may need improvement.
 The flows of goods from warehouse to shelves are improved. Having employees
focused on specific areas of the system will allow them to process goods faster instead
of having them vulnerable to fatigue from doing too many jobs at once and simplifies
the tasks at hand. Small or individual piece lot sizes reduce lot delay inventories which
simplifies inventory flow and its management.
 Employees who possess multiple skills are utilized more efficiently. Having
employees trained to work on different parts of the inventory cycle system will allow
companies to use workers in situations where they are needed when there is a
shortage of workers and a high demand for a particular product.

11.  Better consistency of scheduling and consistency of employee work hours. If
there is no demand for a product at the time, workers don’t have to be working. This
can save the company money by not having to pay workers for a job not completed or
could have them focus on other jobs around the warehouse that would not necessarily
be done on a normal day.
 Increased emphasis on supplier relationships. No company wants a break in their
inventory system that would create a shortage of supplies while not having inventory
sit on shelves. Having a trusting supplier relationship means that you can rely on
goods being there when you need them in order to satisfy the company and keep the
company name in good standing with the public.
 Supplies continue around the clock keeping workers productive and businesses
focused on turnover. Having management focused on meeting deadlines will make
employees work hard to meet the company goals to see benefits in terms of job
satisfaction, promotion or even higher pay.

12. Step 1: Awareness
 The goal of JIT is to eliminate waste in all its forms.
 The assumption of JIT is that we cannot sell everything we make. Thus, we
must produce salable goods (low cost, high quality, etc...) quickly.
 Operation = Motion (Waste) + Work (Added Value)
 Motion alone is a waste that adds cost (counting things, moving boxes,
transporting goods, preparation time, waiting, producing defects, over
production, handling materials, switching things on)
 Inventory decouples individual operations and thereby creates waste (non-
value-added motion) to buffer the operations against the effect of a different
form of waste (long setups, poor material handling procedures, production of
defects, etc.)
 For real improvement, we must ask "why" when we encounter any form of
waste.

13. Step 2: Workplace Improvement (the 5 S’s)
 Seiri: Proper arrangement (sort through and sort out, identify what you
need, discard what you do not need )
 Seiton: Orderliness (assign a separate location for all essential items)
 Seiso: Cleanliness (keep the workplace spotless at all times)
 Seiketsu: Cleanup (maintain equipment and tools)
 Shitsuke: Discipline (stick to the rules scrupulously)

14. Step 3: Flow Manufacturing (one piece at a time)
 Place the machines in process sequence
 Design a cellular (U-shaped) layout
 Make one piece at a time in the cell
 Produce according to the cycle time
 Have the operators work standing up and walking
 Use slower, dedicated machines that are smaller and less expensive