- Just-in-Time (JIT) and Total Quality Control (TQC) aim to improve efficiency and quality by reducing waste. JIT exposes problems while TQC eliminates constraints. - JIT uses a pull system, small batch sizes, continuous flow, and kanban cards to minimize inventory and response times. TQC follows the plan-do-check-act cycle to continuously improve processes. - The seven types of waste include overproduction, waiting time, transportation, inventory, unnecessary motion, defects, and excess processing. JIT and TQC work together to maximize customer value while using resources efficiently.

1. Just-in-Time/Total Quality
Control Concept
Gaurav Awasthi

2. • What does an Organization strives for?
– Maximize profit with minimum effort
• Just-in-Time is nothing but a tool and
Philosophy to:
– improve efficiency of the organization
– Improve Quality
– Reduce Wastage and throughput time
– Reduce working capital requirement
– Make organizations more responsive to customer
needs

3. Just Imagine…
• To best understand the capabilities of JIT,
picture a pipeline running through a company.
Payment to
suppliers for
Raw material
Payment by
customers for
products we
ship
Time taken for Processing
Constraints in flow
Setup time, Too much activity, wastage,
unwanted inventory
The Goal
To reduce processing time,
remove constraints

4. Continuing Pipeline Analogy..
• Our goal is to reduce the processing time.
• A fat pipeline allow us to make shipment
comfortably but very slowly.
• A narrow pipeline speeds us up and allow us to
be more responsive to change.
• But, Reducing Diameter Increase in velocity 
uncovering of constraints
• Hence, to further reduce the size of pipeline and
maintain flow we must remove the constraints.

5. Origins of JIT
• Henry Ford with his application of assembly
line was the first to achieve JIT in 1920s.
• He improved response time by producing a
simple, small, reliable car that many can
afford.
• “People can have the Model T in any colour-
so long as it's black” – Ford.
• By 1926 company could produce a car from
Raw iron ore in 48 Hrs with 40% less price.

6. Origin continue…
• Ford offered only one model with one color to
reduce inventory.
• When same concept was applied to more
product variety, larger inventory couldn’t be
avoided.
• After WWII Japanese took this concept to a
whole new level.
• To remove the image of poor quality products
Toyota refined this philosophy in accordance
with Japanese national attributes of wisely
using scarce resources.

7. How is it done? The Philosophy of JIT
• JIT is designed to continuously improve our ability
to economically respond to change.
• Constraints occur and our attempts to increase
throughput negatively affect quality, delivery or
cost.
• The constraints appear in the form of wastes.
• In JIT waste is defined as any activity that does
not add value for the customer
• IT is the use of resources (manpower, equipment,
time) in excess of the theoretical minimum
required.

8. Types of Wastes
• There are seven types of waste as defined by
Shingeo Shingo:
1. Waste of overproduction
2. Waste of waiting
3. Waste of transportation
4. Waste of stocks
5. Waste of motions
6. Waste of making defects
7. Waste of processing itself

9. Different aspects associated with JIT
TQC
Work-in-progress is so less in JIT system because
Goods are assembled just before they are sold
Subassemblies are made just before the product
are assembled
Components are fabricated just before
subassemblies are made

10. To operate thus company must have
1. People Involvement
The underutilized employee in JIT is also a
waste. No blame game, teamwork. Supplier-
customer partnership is important
2. Total Quality Concept
-- Quality is everybody’s job: Marketing must
understand the specs well, Prod and R&D need to
create economic process, HR train people and all
should keep customer in mind.
-- The immediate customer: Customer is not outside
the company. Every employee is the immediate
customer for the previous in line.
-- Quality at Source: Every employee is trained in QC.
They are empowered to even stop production.

11. 3. The JIT Flow:
No Queues: Queues hide
constraints and excessive queues should be
reduced to improve responsiveness.
Queues in front of Raw material, WIP, finished
goods are all waste. Often cost of holding
them are much higher but hidden.

12. Elements that supports JIT Flows
• A major advantage of JIT is to have right item
at the right place and at the right time.
• So, purchase and produce items only short
time before they are needed so that WIP
inventory is low.
• This helps in:
– Increased throughput
– Decreased WC requirements
– Reduce need for floor space
– Save time
– Increase responsiveness

13. JIT Flow support factors continued..
1. Focused Factories: factories which produce less
variety, keep subassemblies in inventory and
variety producing factories define standards
carefully and use common components in
multiple products.
2. Uniform Production Rate: Objective is to
achieve smooth synchronized flow at uniform
rate. When unexpected large numbers are
required, production is stepped up gradually
one-at-a-time.
E.g. A,B,C are needed 300, 200, 100 so they are
produced in sequence A, B, A, B, A, C rather than
producing lots of As. This is called Mixed Model
Assembly.

14. 3. Pull v/s Push Method of Co-ordinating work
Centers: Coordinating assembly for complex
and variety production is tough. There are two
approaches for this:
(a)Push Method:
– Production control center schedule necessary
quantity of Raw material
– Material is pushed to work center
– When work is done at WC1 parts wait till WC2 is
ready
– Eventually all components and subassemblies are
pushed to final assembly

15. (b) Pull Method:
– Each WC holds some designated no of containers
– It does not produce any more till a full container is pulled
by some downstream WC.
– The WC works only to replace items pulled.
– Production rate is kept constant for say 1 month or 3
months using mixed model assembly.
Master
Schedule
Explosion
of Bill of
material
Finished Assembly
Schedule
Component
Supplier
Product Final
Assembly Area
Assembly
Production
Component
Fabrication
Material Supplier
Product Shipment

16. 4. The Kanban System:
– The name comes from Japanese and means Card.
– It is a simple information system.
– M Card is used to signal supplier WC to send a
container of item
– P Card is used to authorize the supplier WC to
manufacture another container
5. Production and Precurement in small lots:
– A minimum feasible lot size is estimated and
contained in small boxes which contains say 1 hr
of prod
– It is replaced by as much if not more to keep
inventory low.

17. 6. Quick Inexpensive steps:
• To make small lots work well, employees need to
do setups quickly and inexpensively.
• Since they do it frequently they become good at
it.
• Use of standard equipments, quick release
clamps, few movements are few tricks.
7. High Quality Levels:
• Batch size is small so low quality cant be tolerated
• Workers should quickly point out where problem
occurred and rectify it quickly
8. Continuous Improvement:
• Manager may remove one Kanban at a time and
see process effects
• Each team could have an idea card for which
manager has to respond in 48 hours.

18. The Philosophy of Total Quality
Control

19. JIT & TQC
• JIT and TQC are two sides of the same coin.
• On one hand, JIT exposes the problems, TQC
on the other hand is the tool to understand
and eliminate the constraints.

20. “Total”, “Quality” and “Control”
Defined
• Quality is defined as meeting customer
specifications and reducing the variability
around the target value
• Total applies to all levels of employees, all
functions, all processes, all outputs and inputs
and all suppliers and customers
• Control is our ability to make process behave
as we intend to

21. The Process of TQC
Plan
Do
Check
Act

22. • Plan:
– Describe the problem
– Theme of the problem
• Do
– Current Situation: Describe the current situation
well
– Analyze:
• Where are the threats and opportunities
• What is happening v/s what should be happening
• What is causing the problem
• What are the alternatives
• What are the risks
• What resources needed
• Apply new thinking and counter measures

23. • Check: Measure effectiveness of the current
situation
• Action:
– Standardization: Redefine the documentation
– Future Plans: What can be done to prevent this
from happening in the future

24. Thank You