1. Just-in-time (JIT) production aims to eliminate waste by producing goods only as needed, thereby reducing inventory costs and improving productivity.
2. JIT was pioneered by Toyota in the 1950s and became widely adopted in Japanese manufacturing by the 1970s before spreading to other countries.
3. A key element of JIT is the kanban system which uses visual signals to control the flow of materials and trigger production through a manufacturing process.
Just In Time is here to stay, and increasingly will be used in more of the logistics and delivery systems we utilize each day. It is no longer just a "manufacturing" thing.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
Just In Time is here to stay, and increasingly will be used in more of the logistics and delivery systems we utilize each day. It is no longer just a "manufacturing" thing.
JIT is a long-term approach to process improvement. Itcosts, improve quality and improve responsivene uses timeliness as a lever to lower ss. However, JIT requires enormous commitment. It took Toyota more than 25 years to get right!
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
Just In Time (jit) inventory managementiWriteEssays
JIT is a MPR philosophy that is designed to help an organization eliminate all types of waste such as those that result from carrying too much materials and the ones associated with long lead times. Below is a sample presentation on the Just In Time (JIT) inventory management method to improve your understanding.
JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .
Just In Time (jit) inventory managementiWriteEssays
JIT is a MPR philosophy that is designed to help an organization eliminate all types of waste such as those that result from carrying too much materials and the ones associated with long lead times. Below is a sample presentation on the Just In Time (JIT) inventory management method to improve your understanding.
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.
In this presentation we will discuss about the concept of just in time (JIT) production philosophy, types and concepts of JIT, objectives of JIT manufacturing, comparison between ideal production system and JIT production, characteristics of JIT system, JIT manufacturing vs. JIT purchasing. We will also discuss about major tools and techniques of JIT manufacturing, JIT implementation approach, problems regarding implementation of JIT, planning of a successful JIT system, obstacles faced for JIT conversion, operational benefits of JIT systems.
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Kanban explained - both for manufacturing processes as well as non-manufacturing: service, project management, etc. Kanban really isn't as complicated of a concept as people make it out to be. It's pretty much all one model applied in different ways.
This presentation has some theory, some examples, and some advice & quotes related to the tool
Kanban method in four easy steps. Enjoy kanban.
Kanban in 4 easy steps is one of the most popular Kanban presentations. Learn how to successfully implement Kanban in your business process or life. Get to know basic Kanban principles and to see how easily you can improve your productivity using Kanban boards.
Just in Time System: A Study and Reviewvivatechijri
Just in Time has been a very popular operation strategy partly because of its success in Japanese
industry. JIT is a methodologies used to enhance manufacturers’ competitiveness through inventory and lead
time reduction. JIT implementation can involve a series of incremental steps and missteps, before the desired
outcome is achieved. How many people in the automobile industry, manufacturing industry, and electrical
industry can truly say that they have not heard about JIT? JIT implementation improves performance through
lower inventory levels, reduced quality cost and greater customer responsiveness. This paper will examine the
roll of a company’s resource. This paper present a literature review on a small manufacturing that altered its
resources configuration from a producer- consumer relationship separated by a buffer, to a simultaneity
constraint. The result of this paper shows that the removal of the buffer system increased the manufacturing
system’s need for mix flexibility and indicates that JIT system is success full, and operating JIT system can lead
to many advantages to the case company
Overview on Kanban Methodology and its ImplementationLaukik Raut
Kanban methodology is very significant
philosophy which plays an important role in many
production units. In this paper Kanban methodology has
been reviewed and has been implemented on „Swing Lever
Assembly‟ of the Bajaj Steels Pvt. Ltd Nagpur. The Kanban
system involves the selection of two important parameters
i.e. the lot size and the numbers of Kanban used in the
process. The main objective of Kanban system is to
maximize the productivity of a unit and this is done by
reducing the idle time of the process. Kanban system is a
very cost efficient process if applied in proper manner.
Meeting the challenges to adopt visual production management systems hms-whit...Ariel Lerer
This White Paper will provide an essential understanding of different initiatives towards having a Visual Production Management system, (VPMS), in a manufacturing environment. Also insights about why? and how? to implement a VPMS, highlighting the benefits of taking these actions, and further across your environment creating a learning organization.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[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.
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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
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.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Ppt jit
1.
2.
3. Just-in-time (JIT) is defined in the APICS
dictionary as “a philosophy of manufacturing
based on planned elimination of all waste and on
continuous improvement of productivity”.
Just-In-Time (JIT) production system was founded
by Taiichi Ohno (a Vice President at Toyota) and
first successfully implemented at the Toyota Motor
Company’s plants in Japan.
Just-in-time production, or JIT, and cellular
manufacturing are closely related, as a cellular
production layout is typically a prerequisite for
achieving just-in-time production.
4. JIT (also known as lean production or stockless
production) should improve profits and return on
investment by reducing inventory levels (increasing
the inventory turnover rate), reducing variability,
improving product quality, reducing production and
delivery lead times, and reducing other costs (such as
those associated with machine setup and equipment
breakdown).see fig (a)
JIT applies primarily to repetitive manufacturing
processes in which the same products and
components are produced over and over again.
The basic elements of JIT were developed by Toyota in
the 1950's, and became well-known as the Toyota
Production System (TPS).
JIT was well-established in many Japanese factories
by the early 1970's.
5. JIT began to be adopted in the U.S. in the 1980's
(General Electric was an early adopter), and the
JIT/lean concepts are now widely accepted and used.
The competiveness of Japanese manufactured
products has focused attention on their manufacturing
systems since the basis of their success has been high-
quality, competitively priced products.
Some companies, IBM for example, refer to JIT as
‘continuous flow manufacture’; some others ,like
Hewlett-Packard, for example, call it stockless
production and repetitive manufacturing system; GE
calls it management by sight and Japanese firms use
the term Toyota System instead of JIT.
6. Stabilize and level the MPS with
uniform plant loading
Reduce or eliminate setup times
Reduce lot sizes
Reduce lead times
Preventive maintenance
Flexible work force
7. Require supplier quality assurance and implement a
zero defects quality program.
Small-lot (single unit) conveyance.
J-I-T is a combination of single-unit production and the
conveyor system and is called ‘Ikko Nagare’ in Japanese
meaning Single Unit Production and Conveyance.
It is obvious that J-I-T can be more easily used for
continuous mass production of a variety of finished
products.
It may not be that easy to apply it to the totally
customized intermittent production.
Effects of JIT See fig (b)
8. A kanban or “pull” production control system uses
simple, visual signals to control the movement of
materials between work centers as well as the production
of new materials to replenish those sent downstream to
the next work center.
A kanban is a card that is attached to a storage and
transport container.
It identifies the part number and container capacity,
along with other information, and is used to provide an
easily understood, visual signal that a specific activity is
required.
A J-I-T production system uses a peculiar material
withdrawal and work ordering system. This is called the
Kanban (or market) system.
9. The J-I-T system works based on the
requirement at the final product level.
Basically, it believes in producing at a time only
that many items as have been withdrawn.
This chain of withdrawal-and-production is
continuous from the end product to the
beginning process.
This is the way the work-in-process inventory is
kept very very low.
The withdrawal of material from the preceding
process and the production of items to replace
this are ordered through a withdrawal and
production Kanban (or maker card.)
10. It is physical control system, and is visual in nature
which is an advantage over the conventional
production control paper work which could be quite
confusing at times.
The containers for the material are of fixed size, and
the production lot-size is that which a container can
contain. The number of containers used depends
upon: (i) the cycle time for a container to go the next
work centre and return, (ii) The rate at which the
material is getting consumed, and (iii) size of the
container. Needless to say, the number of containers
(i.e., the work-in-process inventory) should be small.
This can be achieved by reducing the cycle time. This
means a reduction in the set-up and conveyance
times. (see fig c)
11. In Toyota’s dual-card Kanban system, there are two main
types of Kanban:
1. Production Kanban: signals the need to produce more parts
2. Withdrawal Kanban (also called a "move" or a "conveyance”
kanban): signals the need to withdraw parts from one work
center and deliver them to the next work center.
Dual-card Kanban Rules:
1. No parts are made unless there is a production kanban to
authorize production. If no production kanban are in the “in
box” at a work center, the process remains idle, and workers
perform other assigned activities. This rule enforces the “pull”
nature of the process control.
2. There is exactly one kanban per container.
3. Containers for each specific part are standardized, and they are
always filled with the same (ideally, small) quantity.
12. Short set up times:
1. In the Toyota Motor Company in Japan there have been
continuous efforts to reduce the set-up times.
2. For example, the set-up time of the pressing department
which was 2-3 hours during 1945-64 was reduced to 3
minutes after 1965.
3. Such set-ups which have single digit (in minutes) set-up
times are called single set-ups. Through the use of Quality
Circles, set-up times of even less than a minute have been
achieved in some cases at the Toyota Motor Company,
Japan.
4. These may be appropriately called One Touch Set-ups.
5. This kind of reduction in set-ups times has been achieved
by (i) recognized the internal portion of the set-up being
different from the external portion, i.e. activities that can
be done while the machine is running,(ii) by converting
internal set-up to external set-up as much as possible ,
and (iii) by eliminating the ‘adjustment’ aspects in the
set-up.
13. 1 A simple and understandable process.
2 Provides quick and precise information.
3 Low costs associated with the transfer of information.
4 Provides quick response to changes.
5 Limit of over-capacity in processes.
6 Avoids overproduction.
7 Is minimizing waste.
8 Control can be maintained.
9 Delegates responsibility to line workers.
14. Data craft Solutions uses the on-demand delivery model
because many of the Kanban solutions used by Fortune 100
and 500 companies are well outside the budget of small to
mid-sized companies.
Datacraft Solutions provides solutions that allow even the
smallest companies to remain competitive, without having to
incur costly IT expenses.
Sharing knowledge is also a key new distinction in the Digital
Kanban world; as the solutions continue to spread throughout
the manufacturing industry, Datacraft Solutions draws upon
the insights and experiences of their client base to enhance the
functionality of their product offerings.
Data craft Solutions is applying the lessons of continuous
improvement to their platform, making the Digital Kanban (
cont..)
15. Contd.. implementation more efficient and effective as time
goes on.
This optimization occurs on an ongoing basis.
There is no need to reload software and retool hardware;
new capabilities are added, ready for manufacturers and
suppliers to use the next log in.
According to Founder Matthew Marotta, "Datacraft
Solutions' Internet-based on-demand delivery platform
offers key benefits from the very beginning of an
implementation namely, the elimination of lengthy,
complicated and expensive infrastructure upgrades before
you can even begin to see positive ROI.
There is simply no faster or easier way to begin exploiting
the power of Digital Kanban in your operations."
16. The term 'Poka Yoke' was coined in Japan during the 1960s by
Shigeo Shingo, an industrial engineer at Toyota.
Poka Yoke is Japanese for mistake-proofing: yokeru is "to
avoid", while poka means "inadvertent errors".
Anyone, from regional sales manager to sales associate to
document specialist can develop a poka yoke.
Poka Yoke devices thus enable avoiding inadvertent errors
through behaviour-shaping constraints.
People cannot function like machines, with the same result
every time. A small distraction can lead to work going wrong.
It is not necessarily the worker's fault, as poorly-designed
processes that require a great deal of attention can contribute
severely to problems.
17. The basic principles of Poka Yoke, therefore, advocate
designing or developing tools, techniques and processes
such that it is impossible or very difficult for people to
make mistakes.
Poka Yoke is based on the premise that everyone must
work together to achieve zero defects.
Poka Yoke doesn't violate or negate good engineering
practices. Instead, it expands on those practices to
include ways to help people and machines do the job
right as well as quickly.
First, you need to educate your workforce on the concept
of poka yoke (call it mistake proofing for ease). Second,
you need to empower your employees to make a bunch of
small improvements to their processes -- continuously.
What you will end up with a business that wastes less
energy, time and resources doing things wrong in the
future.
18. Not long ago Larry Ficarra, and engineer with Varian Ion
Implant Systems, Glouster, Mass.., was assembling a
vacuum chamber for a 10,000-component particle
accelerator used in microprocessor production.
A guide pin near an O-ring surface on one component
face was supposed to go into a hole on the mating face to
ensure proper alignment of critical components. The
part with the pin was so bulky it required a little juggling
before the pin found the hole.
Everything seemed to be working well, but on start up,
the critical assembly would not hold a vacuum.
19. After a lengthy diagnosis, Ficarra discovered that while trying
to get the pin into the hole, he had inadvertently scratched the
O-ring surface which prevented the chamber from holding a
vacuum.
During his R&D sessions he discovered the Japanese refer to
mistakeproofing as poka-yoke and think of it as their first
defense against defects.
Ficarra’s poka-yoke solution to the vacuum chamber involved
installing alignment pins into components with O-ring sealing
surfaces. This prevents the stainless-steel alignment pin from
scratching the 16-rms aluminium finish during assembly.
The pin may contact the elastomer O-ring, but the complaint
O-ring resists damage.
Additional pins prevent damage to the sealing surface while a
component rests on a bench during assembly or service.
Ficarra says the scratched –surface error has not happened
since.
20. A push-pull-system in business describes the move of
a product or information between two subjects.
On markets the consumers usually "pulls" the goods or
information they demand for their needs, while the
offerers or suppliers "pushes" them toward the
consumers.
In logistic chains or supply chains the stages are
operating normally both in push- and pull-manner.
The interface between push-based stages and pull-
based stages are called push-pull boundary or
decoupling point.
21. Push Systems: schedule Pull Systems: authorize
work work
releases based on releases based on
demand. system status.
inherently due-date inherently rate
driven driven
control release rate, control WIP level,
observe WIP level observe throughout
22. PUSH PULL
(Exogenous)
Schedule
(Endogenous)
Status
Production Process Production Process
Job Job
Push systems are inherently Pull systems are inherently
make-to-order. make-to-stock.
23. If WIP is capped, then disruptions in the line
(e.g. machine failures, shutdowns due to quality
problems, slowdowns due to product mix
changes) do not cause WIP to grow beyond a
predetermined level
In a pure push system, no such limit exists
In a pull system, releases are choked off before
the system has become overloaded.
A WIP cap regardless of the type of pull system
will reduce the average WIP level required to
achieve a given level of throughout.
24. Low Unit Cost: Good Customer
low inventory
Service:
short cycle times
reduced space
steady, predictable
little rework output stream
High External Flexibility:
Quality: avoids committing
high internal quality jobs too early
pressure for good encourages
quality floating capacity
promotion of good
quality (e.g., defect
detection)
25. Example – IBM Panel Plant
Original Line
Treater Prepreg, Copper
Lamination Machining Circuitize Drilling
Copper Plate
Push/Pull Interface
Sizing,
Procoat
Test
process that gives
Revised Line boards “personality”
Treater Prepreg, Core
Lamination Machining Circuitize
Copper Blanks
Push/Pull Interface
Sizing, Copper Drilling
Procoat
Test Plate
Notes:
• Moving push/pull interface closer to customer shortens lead time
seen by customer.
• Small number of core blanks presents opportunity to make them to stock.
26. Single Minute Exchange of Die (SMED) is one of the
many lean production methods for reducing waste in a
manufacturing process.
It provides a rapid and efficient way of converting a
manufacturing process from running the current
product to running the next product.
This rapid changeover is key to reducing production
lot sizes and thereby improving flow ([Mura (Japanese
term)| The phrase "single minute" does not mean that
all changeovers and startups should take only one
minute, but that they should take less than 10 minutes
(in other words, "single digit minute").
27. Stockless production which drives capital turnover
rates,
Elimination of unusable stock from model
changeovers and demand estimate errors
Goods are not lost through deterioration
Ability to mix production gives flexibility and
further inventory reductions as well as opening the
door to revolutionized production methods (large
orders ≠ large production lot sizes)
New attitudes on controllability of work process
amongst staff
28. Reduction in footprint of processes with reduced
inventory freeing floor space
Productivity increases or reduced production time
Increased machine work rates from reduced setup
times even if number of changeovers increases
Elimination of setup errors and elimination of trial
runs reduces defect rates
Improved quality from fully regulated operating
conditions in advance
Increased safety from simpler setups
Simplified housekeeping from fewer tools and better
organisation
Lower expense of setups
Operator preferred since easier to achieve
Lower skill requirements since changes are now
designed into the process rather than a matter of
skilled judgment.
29. Separate internal from external setup operations
Convert internal to external setup
Standardize function, not shape
Use functional clamps or eliminate fasteners altogether
Use intermediate jigs
Adopt parallel operations
Eliminate adjustments
Mechanization
30. Autonomation describes a feature of machine
design to effect the principle of jidoka used in the
Toyota Production System (TPS) and Lean
manufacturing.
It may be described as "intelligent automation" or
"automation with a human touch.”
This type of automation implements some
supervisory functions rather than production
functions.
At Toyota this usually means that if an abnormal
situation arises the machine stops and the worker
will stop the production line.
31. Autonomation prevents the production of
defective products, eliminates
overproduction and focuses attention on
understanding the problem and ensuring
that it never recurs.
It is a quality control process that applies
the following four principles:
Detect the abnormality.
Stop.
Fix or correct the immediate condition.
Investigate the root cause and install a
countermeasure.
32. Taiichi Ohno and Sakichi Toyoda, originators of the TPS and
practices in the manufacturing of textiles, machinery and
automobiles considered JIT & Autonomation the pillars upon
which TPS is built.
Jeffrey Liker and David Meier indicate that Jidoka or "the
decision to stop and fix problems as they occur rather than
pushing them down the line to be resolved later" is a large
part of the difference between the effectiveness of Toyota and
other companies who have tried to adopt Lean
Manufacturing.
For "just-in-time" (JIT) systems, it is absolutely vital to
produce with zero defects, or else these defects can disrupt
the production process - or the orderly flow of work.
33. Autonomation, therefore can be said to be a key
element in successful Lean Manufacturing
implementations.
JIT and Lean Manufacturing are always
searching for targets for continuous
improvement in its quest for quality
improvements, finding and eliminating the
causes of problems so they do not continually
crop up.
Jidoka involves the automatic detection of
errors or defects during production. When a
defect is detected the halting of the production
forces immediate attention to the problem.
The halting causes slowed production but it is
believed that this helps to detect a problem
earlier and avoids the spread of bad practices.