Report on JIT , for Projects and Seminars

Savitribai Phule Pune University KJEI’s Trinity College of Engineering & Research,Pune
Department of Mechanical Engineering
1
1. INTRODUCTION
Just in time (JIT) is a management philosophy that strives to eliminate sources of
manufacturing waste by producing the right part in the right place at the right time.
Waste results from any activity, which adds cost without adding value, such as
moving and storing. JIT (also known as stockless production) should improve profits
and return on investment by reducing inventory levels (increasing the inventory
turnover rate), improving product quality, reducing production and delivery lead
times, and reducing other costs (such as those associated with machine setup and
equipment breakdown).
The idea of producing the necessary units in the necessary quantities at the
necessary time is described by the short term Just-in-time. Just-in-time means, for
example, that in the process of assembling the parts to build a car, the necessary kind
of sub-assemblies of the preceding processes should arrive at the product line at the
time needed in the necessary quantities. If Just-in-time is realized in the entire firm,
then unnecessary inventories in the factory will be completely eliminated, making
stores or warehouses unnecessary. The inventory carrying costs will be diminished,
and the ratio of capital turnover will be increased.
The implementation of this management philosophy in industries like the
automobile industry can bring about a see saw change in both quality & quantity since
in a JIT system, underutilized (excess) capacity is used instead of buffer inventories to
hedge against problems that may arise. JIT applies primarily to repetitive
manufacturing processes in which the same products and components are produced
over and over again. The general idea is to establish flow processes (even when the
facility uses a jobbing or batch process layout) by linking work centers so that there is
an even, balanced flow of materials throughout the entire production process, similar
to that found in an assembly line. To accomplish this, an attempt is made to reach the
goals of driving all queues toward zero and achieving the ideal lot size of one unit.
This new trend in engineering production, which originally refers to the
production of goods to meet customer demand exactly, in time, quality and quantity,
reduces wastage by nearly 55-75%. "Waste" in this context is taken in its most

2
general sense and includes time and resources as well as goods. This concept can
really change the phase of industrial production of goods like car & other important
utilities.

3
2. JIT – BACKGROUND AND HISTORY
JIT is a Japanese management philosophy, which has been applied in practice since
the early 1980s in many Japanese manufacturing organizations. It was first developed
and perfected within the Toyota manufacturing plants by Taiichi Ohno as a means of
meeting consumer demands with minimum delays. Taiichi Ohno is frequently
referred to as the father of JIT.
Toyota was able to meet the increasing challenges for survival through an approach
that focused on people, plants and systems. Toyota realized that JIT would only be
successful if every individual within the organization was involved and committed to
it, if the plant and processes were arranged for maximum output and efficiency, and if
quality and production programs were scheduled to meet demands exactly.
JIT manufacturing has the capacity, when properly adapted to the organization, to
strengthen the organization’s competitiveness in the market place substantially by
reducing wastes and improving product quality and efficiency of production.
There are strong cultural aspects associated with the emergence of JIT in Japan.
The Japanese work ethics involves the following concepts.
Workers are highly motivated to seek constant improvement upon that which already
exists. Although high standards are currently being met, there exist even higher
standards to achieve. Companies focus on group effort, which involves the combining
of talents and sharing knowledge, problem-solving skills, ideas and the achievement
of a common goal. Work itself takes precedence over leisure. It is not unusual for a
Japanese employee to work 14-hour days. Employees tend to remain with one
company throughout the course of their career span. This allows the opportunity for
them to hone their skills and abilities at a constant rate while offering numerous
benefits to the company.
These benefits manifest themselves in employee loyalty, low turnover costs and
fulfillment of company goals.

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3. ELEMENTS OF JIT
There are some very important elements in just in time manufacturing which makes it
a successful philosophy. They are
A. Attacking fundamental problems - anything that does not add value to the
product.
Bedeviling systems to identify problems.
C. Striving for simplicity - simpler systems may be easier to understand, easier to
manage and less likely to go wrong.
D. A product oriented layout - produces less time spent moving of materials and
parts.
E. Quality control at source - each worker is responsible for the quality of his or her
own output.
F. Poka-yoke - `foolproof' tools, methods, jigs etc. prevent mistakes
G. Preventive maintenance, Total productive maintenance - ensuring machinery
and equipment functions perfectly when it is required, and continually improving it.
H. Eliminating waste.
There are seventypes of waste:
1. Waste from overproduction.
2. Waste of waiting time.
3. Transportation waste.
4. Processing waste.
5. Inventory waste.
6. Unnecessary movement of people.
7. Waste from product defects.
I. Good housekeeping - workplace cleanliness and organization.
J. Set-up time reduction - increases flexibility and allows smaller batches. Ideal
batch size is 1item. Multi-process handling - a multi-skilled workforce has greater
productivity, flexibility and job satisfaction.
K. Leveled / mixed production - to smooth the flow of products through the factory.
L. Kanbans - simple tools to `pull' products and components through the process.

5
M. Jidoka (Autonomation) - providing machines with the autonomous capability to
use judgement, so workers can do more useful things than standing watching them
work.
N. Andon (trouble lights) - to signal problems to initiate corrective action.
The poka yoke system and Andon or visual control system is very significant, so
are discussed in detail.
Poka yoke system:
Poka yoke or fool proofing is a method of 100% inspection. Poka yoke is
preferred option to SQC. In SQC one has a sampling plan. If the sample is ok the lot
is ok. However this does not mean that there are no defectives in the lot. When this lot
goes to the market if a customer finds a defect then for him it is 100% defect. He is
not concerned with batch or sample. Therefore SQC is “rationalization of method of
inspection”. It does not ensure defects are not produced at all. Poka yoke does this.
When a washing machine is packed an instruction manual is placed in the carton.
Packing takes place on a conveyer out of one million cartons packed per month 7-8
customers complain that instruction booklets were not received. When a complaint is
received the packer was asked to be more cautious. For a few days there were no
complaints and then once again it would occur. Fool proofing was carried out by
providing an electric switch on the box from which the instruction booklet was
withdrawn. Now every time an instruction booklet was with drawn the electric switch
activated. This allowed the carton to move to the next stage of the conveyer using an
interlock no more customer complaints for missed instruction manuals. This is a
classical example of poka yoke in action.

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4. CASE STUDY
The case study area is BLM assembly line, producing air cleaner for local automotive
manufacturers in Malaysia. It is a semi-automated production process with manual
loading and unloading at the start and the end of the process for producing air filter
module. This assembly line consists of two workstations; workstation 1 at assembly
machine and workstation 2 at inspection machine. There are two operators who carry
out all the assembly processes; operator 1 at workstation 1 operates the assembly
machine and operator 2 at workstation 2 operates the inspection machine. During the
assembly processes, the product is carried from first workstation to next workstation
manually by hand. Operator assembled a set of components on the plastic case
manually, and then fitted them by using the assembly machine. Inspection on the
completed part is performed by using the inspection machine. Both operators
performed their tasks according to predetermined cycle time given by the company.
The production outputs are monitored on hourly basis by the production line leader.
BLM assembly line runs on a one-shift operation for 12 hours a day all year long
except for public holidays and major shutdowns. The production runs with 2.5 hour
overtime during the weekdays and 12 hours of overtime over the weekend. This is to
cover daily backlog that occurred due to Incompetence of the line to fulfill daily
production target given by the planner. The production system at this company is
practicing conventional MH system with bulk of materials supplied to the line without
any standard procedure or system to refer. Materials loading and unloading is carried
out by material handlers according to the production order. For large components,
wire-meshes are used as storage equipment in the assembly line.The wire-meshes are
supplied by using pallet trucks. Large quantity per wire-mesh of around 100 to 250
pieces helped reduce the frequency of loading and unloading processes. The material
handler has to walk from kitting area and then hand carries the poly-boxes
periodically into the assembly line. While small components such as hook, gasket,
and stickers are supplied in large quantity and then stored in one poly-box that is
placed close to the line operators so that the operators can load the components into
small poly-boxes by themselves whenever they need it. For the quantity of finished
goods (FG) poly-boxes, they are supplied according to the size of pallet where there
are two pallets permanently located near the line for temporarily storing the FG poly-

7
boxes. The poly-boxes then transferred to the outgoing area by the material handler
using a pallet truck repetitively according to the size of the pallet used. Usually, 1
pallet could carry about 20 poly-boxes equivalent to 40 pieces of FG at a time. These
conditions caused the assembly area congested with large size of poly-boxes, pallets
and wire-meshes which required extra space and additional operators’ movements as
well.
4.1 Data collection from existing manufacturing data
Table1. Previous Manufacturing Data from PCS and BOM for BLM Assembly Line
Manufacturing data Target Actual
April
11
May
11
June
11
July
11
Aug
11
Average
Outer per man hour
(pieces)
60.0 56.0 55.4 56.0 56.5 57.0 56.18
Target production
output(pieces)
12,915 13,220 13,530 13,660 13,530 13,371
Actual production
output(pieces)
12,394 12,880 13,121 13,180 13,075 12,230
With the average production output is 56.18 pieces per man hour, this line is not
ssscapable fulfilling daily production target of 60 pieces per day that resulted with
daily backlog.
4.2 Line Observation (Gemba / Walk the floor)
Standard Work Chart (SWC) is used to illustrate the existing and improved layout as
shown in Figure 2 existing assembly line is designed in close U-shaped with operators
moving around their own working areas. The production flow is not considered
continuous as there are excess in-process stocks in on the WIP table between
workstations. There are also large amount of components inventories stored in large
storages in the line. This resulted with numerous back and forth movements by the
operators. With current size of 22ft2, the assembly line congested with two wire-
meshes, one trolley, two pallets, and lots of components’ poly-boxes and also one
WIP table as shown in Figure 1a. These conditions increased the amount operators’
movements and product’s cycle times as well. It was found that, operators frequently
stopped the production due to material shortage and NVA activities such as re-
arranging wire-meshes and poly-boxes and loading small components. The new

8
improved layout then introduced as in Figure 1b. It is designed with the main targets
to reduce the NVA activities, production area and ultimately the product cycle time.
Figure 1 Schematic Layout: a) Existing layout, and b) Improved layout
4.3 Work Measurement – Time study
Results from the time study are summarized in Table 3.0. Mode time is used as actual
cycle time to run the analysis. This is due to large variant between minimum and
maximum time as observed in the assembly line. Therefore, for workstation 1, actual
CT is 57.0 seconds. The operator used 12.3% from the CT for walking and 87.7% for
hand time. While for workstation 2, actual CT is 55.5 seconds. The walking time
covered 8.11% from the total time with 91.89% is for the hand time. Machine times
for both workstations did not included in the actual CT due to no idle hand by the
operators when operating the machines. Even though the actual CTs observed are
lower than the target CT, the actual output times are much higher than the target
caused this line failed to fulfill hourly target which is 60 pieces per hour. The main
factor is due to high NVA times from the periodical tasks, which are 5.5 and 9.2
seconds at workstation 1 and workstation 2 respectively.

9
Table 2. Summary from Time Study at Existing BLM Assembly Line
Workst
ation Total Cycle Time (seconds)
Periodic
al
Time(se
conds)
He
ad
Ti
me
Transpo
tation
Time
Mac
hine
Tim
e
Mo
de
Mini
mum
Maxi
mum
Perio
dical
time
Tar
get
linr
CT
Act
ual
Out
put
tim
e
Workst
ation 1
50.
0
7.0 4.0 57.
0
55.5 59.2 5.5 60.
0
64.
0
5.5
Workst
ation 2
51.
0
4.5 4.0 55.
5
53.9 58.8 9.2 60.
0
64.
0
9.2
From Table 2, it reveals that, the actual output CT for BLM assembly line is 64.0
seconds. This CT is far exceeded the target CT of 60 seconds
4.4 Gravity Flow Rack System (GFR)
Gravity Flow Rack system (GFR) is a storage rack that utilizes metal shelves, which
are equipped with rollers or wheels to move items on it by using gravity force. The
main function of this system is to transfer the parts and components as close as
possible to the operators’ point of use, thus it could be reached ergonomically by the
operators. The GFR allows only small quantity of parts or components to be
replenished at a time; hence it does not require bigger storage area and save space. At
the same time, it also ensures the right material with the right quantity and orientation
supplied into the line.
Fig. 2.Operator use Both Hands to Pick-up Part Gravity Flow Rack System for Small Poly-boxes

10
There are different sizes of poly-boxes for different sizes of components, thus the
GFR was designed according to the following details; i) location size, ii) poly-boxes
weight, length, width and height, iii) standard quantity per poly-box, iv)number of
poly-boxes used per hour, v) delivery frequency and quantity vi) cycle time for each
delivery process, and vii)maximum poly-boxes quantity on the GFR at one time. This
is mainly to allow minimum quantity of components to be supplied at the same time
and to reduce size of the flow rack. This system is also extended to the line storage
area so that the FG poly-boxes could be replenished from off line. With this
implementation, the pallet system which was used previously permanently discarded
from the assembly line. Figure 4.0 show examples of the GFR system for different
types of components and FG poly-boxes in the assembly line.
Fig3. GFR System: a) Large Components, b) Medium Components, and c) FG Poly-boxes
To optimize the effectiveness of GFR system, a series of kaizen activities were
conducted as follows [12]:
1. Simplify and re-arrange the assembly processes: Current assembly processes
were simplified and re-arranged by combining the process elements and
movements where possible, as well as rearranging the process sequence and
simplifying the processes.
ii. Elimination of NVA activities: The NVA activity such as loading the components
has been replaced by the GFR system. While, transferring of FG poly-boxes onto the
line store which were manually done by operator 2 has been improved by a special
designed trolley as in Figure 5.0. The trolley is designed according to the size of the
FG poly-boxes and at the same height level with the line store. From this, the
transferring process could be carried out without the operator having to pick-up and

11
carry the poly-boxes hence prevent work-related back pain and back injury due to
repetitive heavy lifting.
Fig.4. FG Trolley used by Operator 2
iii. Line re-layout:
Line re-layout is carried out to introduce the GFR system in the BLM assembly line.
It began with the preparation of a layout proposal to the management for their
approval. The proposed layout promised 18.18% reduction in the production floor
area. Subsequently, re-layout activity is conducted at the assembly area. The assembly
area is designed with application of the GFR system, continuous flow manufacturing
system and in open U-shape cell to improve line balancing and avoiding
miscommunication between operators. As a result, the space utilization of the
assembly area is managed to be reduced by 18.18% (22ft2 to 18ft2). A chute is
introduced to replace the existing WIP table. The chute is designed to allow minimum
standard in-process stock at the line, and to allow the assembly process to flow
continuously.While, the components will be supplied at fixed delivery time and
quantities according to line CT. In addition, a trolley is introduced as the main mode
of delivery for the material handler. The trolley is designed according to the sizes and
quantities of poly-boxes to be supplied in one delivery from kitting area to both
workstations. It is placed at the on-line store area which allows the material handler to
replenish the poly-boxes off-line. Refer to Figure 3b for the schematic layout of
improved BLM assembly line.

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5. RESULTS
Through time study, new improved CT and periodical times for both workstations are
calculated and summarized as in
Table.3. Summary of New Improved Cycle Times at BLM Assembly Line
Workst
ation Total Cycle Time (seconds)
Periodic
al
Time(se
conds)
He
ad
Ti
me
Transpo
tation
Time
Mac
hine
Tim
e
Mo
de
Mini
mum
Maxi
mum
Perio
dical
time
Tar
get
linr
CT
Act
ual
Out
put
tim
e
Workst
ation 1
48.
5
5.5 4.0 54.
0
52.5 55.5 2.0 60.
0
57.
0
2.0
Workst
ation 2
49.
5
3.5 4.0 53.
0
51.0 54.0 3.1 60.
0
57.
0
3.1
observed that the actual CT of workstation 1 is now 54.0 seconds with 5.26%
reduction. The reductions came from the reduction of handling time by 1.5 seconds
and transportation time 1.5 seconds. While the new periodical time for this
workstation is 2.0 seconds or equal to 63.64% reduction. This is as a result of the
elimination of NVA activities of loading and un-loading components as well as re-
positioning the wire-meshes and bulk poly-boxes.
For the workstation 2, there is 4.5% improvement was recorded resulted from the
reduction of existing time which is from 55.0 to 53.0 seconds. This achieved from the
reduction of handling and transportation times by 1.5 seconds respectively. The
machining time is not considered in the total CT because the operator is occupied with
other tasks while the machine is running. New periodical time is now 3.1 seconds or
equal to 66.3% reduction from the existing time. Main reductions came from the
elimination of NVA activities such as loading and unloading components and re-
arranging pallets, components’ poly-boxes and empty poly-boxes. Table 4.0 shows
summary of the results after two months de-bugging process. As revealed, daily
productivity increased by 100% from 56.3 to 63.2 pieces per hour or equal to 647
pieces per shift. With daily planning of 615 pieces per shift, the assembly line is now

13
capable to fulfil their daily production demands and at the same time reducing
operators overtime. While the shop floor area reduced by 18.18%, which is from 22ft2
to 18ft2
Table.4. Manufacturing Data from Improved BLM Assembly Line
Manufacturing
data
Average(Before
improvement
,feb to june 11)
After improvement
Sep 11 Oct 11 Average
Output per man
hour(pieces)
56.18 62 62.5 62.25
Output per shift
(pieces)
576 633 635 634
Attainment % 95.97% 100% 100% 100%
Shop floor area 22 square foot 18 square foot

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6. THE TOYOTA PRODUCTIONSYSTEM
Automobile Manufacturing
Today, automobile manufacturing is the world's largest manufacturing activity. After
First World War, Henry Ford and General Motors' Alfred Sloan moved world
manufacture from centuries of craft production led by European firms into the age of
mass production. Largely as a result, the United States soon dominated the world
economy.
Toyota Production System
After Second World War, Eiji Toyoda and Taiichi Ohno at the Toyota motor
company in Japan pioneered the concept of Toyota Production System. The rise of
Japan to its current economic pre-eminence quickly followed, as other companies and
industries copied this remarkable system. Manufacturers around the world are now
trying to embrace this innovative system, but they are finding the going rough. The
companies that first mastered this system were all head-quartered in one country-
Japan. However, many Western companies now understand Toyota Production
System, and at least one is well along the path of introducing it. Superimposing this
method on the existing mass-production systems causes great pain and dislocation.
Perhaps the best way to describe the Toyota production system is to contrast it
with craft production and mass production, the two other methods humans have
devised to make things.
Mass production methods
The mass-producer uses narrowly skilled professionals to design products
made by unskilled or semiskilled workers tending expensive, single-purpose machines.
These churn out standardized products in very high volume. Because the machinery
costs so much and is so intolerant of disruption, the mass-producer keeps standard
designs in production for as long as possible. The result: The customer gets lower

15
costs but at the expense of variety and by means of work methods that most
employees find boring and dispiriting.
The Toyota motor corporation, by contrast, combines the advantages of
craft and mass production, while avoiding the high cost of the former and the
rigidity of the latter. Toward this end, they employ teams of multi-skilled workers at
all levels of the organization and use highly flexible and increasingly automated
machines to produce volumes of products in enormous variety. .
Perhaps the most striking difference between mass and Toyota production
system lies in their ultimate objectives. Mass-producers set a limited goal for
themselves— "good enough," which translates into an acceptable number of defects, a
maximum acceptable level of inventories, a narrow range of standardized products.
Lean producers on the other hand, set their sights explicitly on perfection.
Basic idea and Framework
The Toyota production system is a technology of comprehensive production
management the Japanese invented a hundred years after opening up to the modern
world. The basic idea of this system is to maintain a continuous flow of products in
factories in order to flexibly adapt to demand changes. The realization of such
production flow is called Just-in-time production, which means producing only
necessary units in a necessary quantity at a necessary time. As a result, the excess
inventories and the excess work-force will be naturally diminished, thereby achieving
the purposes of increased productivity and cost reduction.
The basic principle of Just-in-time production is rational; that is, the Toyota
production system has been developed by steadily pursuing the orthodox way of
production management. With the realization of this concept, unnecessary
intermediate and finished product inventories would be eliminated. However,
although cost reduction is the system's most important goal, it must achieve three
other sub-goals in order to achieve its primary objective. They include:

16
1. Quantity control, which enables the system to adapt to daily and monthly
fluctuations in demand in terms of quantities and variety;
2. Quality assurance, which assures that each process will supply only good
units to the subsequent processes;

17
7. KEYS TO SUCCESSFUL JIT IMPLEMENTATION
The following are some of the keys for successfulJIT implementation
1. Stabilize and level the master production schedule (MPS) with uniform
plant loading: create a uniform load on all work centers through constant
daily production (establish freeze windows to prevent changes in the
production plan for some period of time) and mixed model assembly (produce
roughly the same mix of products each day, using a repeating sequence if
several products are produced on the same line). Meet demand fluctuations
through end-item inventory rather than through fluctuations in production
level.
2. Reduce or eliminate setup times: aim for single digit setup times (less than
10 minutes) or "one-touch" setup -- this can be done through better planning,
process redesign, and product redesign.
3. Reduce lot sizes (manufacturing and purchase): reducing setup times
allows economical production of smaller lots; close cooperation with suppliers
is necessary to achieve reductions in order lot sizes for purchased items, since
this will require more frequent deliveries.
4. Reduce lead times (production and delivery): production lead times can be
reduced by moving work stations closer together, applying group technology
and cellular manufacturing concepts, reducing queue length (reducing the
number of jobs waiting to be processed at a given machine), and improving
the coordination and cooperation between successive processes; delivery lead
times can be reduced through close cooperation with suppliers, possibly by
inducing suppliers to locate closer to the factory
5. Preventive maintenance: use machine and worker idle time to maintain
equipment and prevent breakdowns
6. Flexible work force: workers should be trained to operate several machines,
to perform maintenance tasks, and to perform quality inspections. In general,
the attitude of respect for people leads to giving workers more responsibility
for their own work.
7. Require supplier quality assurance and implement a zero defects quality
program: errors leading to defective items must be eliminated, since there are

18
no buffers of excess parts. A quality at the source (jidoka) program must be
implemented to give workers the personal responsibility for the quality of the
work they do, and the authority to stop production when something goes
wrong. Techniques such as "JIT lights" (to indicate line slowdowns or
stoppages) and "tally boards" (to record and analyze causes of production
stoppages and slowdowns to facilitate correcting them later) may be used.
8. Small-lot (single unit) conveyance: use a control system such as a kanban
(card) system to convey parts between workstations in small quantities
(ideally, one unit at a time). In its largest sense, JIT is not the same thing as a
kanban system, and a kanban system is not required to implement JIT (some
companies have instituted a JIT program along with a MRP system), although
JIT is required to implement a kanban system and the two concepts are
frequently equated with one another.

19
8. ADVANTAGES & DISADVANTAGES
ADVANTAGES
o High quality
o Reduced setup times
o Reduced need for indirect labor
o Less waste
o Low warehouse cost
o Synchronization between production scheduling and work hour
o High Flexibility
DISADVANTAGES
o Time consuming
o No spare product to meet un expected order
o Supply Shock : If products do not reach on time

20
9. CONCLUSION
From this study, it is understood that, in this modern competitive world, where only
those industries, which provide maximum customer satisfaction at attracting Sprices
can succeed, the JIT system plays an important role, as it reduces the manufacturing
time & wastage, during production. Thus it increases the amount of goods produced
and decreases the cost of production of these goods. This research proved that the
Gravity Flow Rack (GFR) system to improve material handling system for efficient
implementation of JIT system in an assembly line at XYZ Manufacturing Sendirian
Berhad has the productivity impact. Significant achievements relevant to the semi-
automated and flexible assembly area at the BLM assembly line were generated from
this research study. Therefore, the following conclusions are essential to conclude the
accomplishment of this research study against the objectives set.
i. The material handling activities of the BLM assembly line was successfully
improved by introducing the GFR systems. Hence, smooth delivery system for
efficient implementation of JIT system can be promised by the production operation.
Moreover, it helped to enhance 5S activities, provide systematic and proper materials
delivery system and equipment used, and at the same time reduced NVA activities at
the assembly line.
ii. Review on the improved process revealed that, productivity per man hour of the
line was successfully increased by 9.75% which is from 56.18 to 62.25 pieces per
man hour. With this new capacity, this line is now fully capable of fulfilling daily
requirement given by the production planner without requiring for any unplanned
overtime as practiced before. To maintain the stability of the improved case study
area, some recommendation needs to be considered are:
i. It is highly recommended that the company to adopt common and proven effective
handling system known as Milkrun system. This is to further improve the existing
material supplying system of the assembly line.
ii. To prepare Standardized Work Combination Chart (SWCT) for this system. The
SWCT is used to document the new system and display it near to the assembly line as
a main reference for material handlers and operators to perform their tasks.This
seminar stresses the need to implement JIT technique in Automobile industries
&other modern industries where large-scale production takes place.

21
REFERANCES
[1] Nurul Hayati Abdul Halim*, Ahmed Jaffar, Noriah Yusoff, Ahmad Naufal
Adnan
Gravity Flow Rack’s Material Handling System for Just-In-Time (JIT)
Production
Procedia Engineering 41 ( 2012 ) 1714 – 1720
[2] Muhammad Asim Mirza and Eric M. Malstrom
Required Setup Reductions In JIT Driven MRP Systems 0360-8352(94)00168-5
[3] Seung-Lae Kima,*, Daesung Hab A JIT lot-splitting model for supply chain
management: Enhancing buyer–supplier linkage
[4] Quality Assurance (Reference Book ) –D.H.Stamatis
[5] Amasaka K. New JIT: a new management technology principle at
Toyota. Int J Prod Econ 2000;80:135–44.
[6] Amasaka K. TQM-S, A new principle for TQM activities—a new
demonstrative study on science SQC, Proceedings of international
conference on production research, Bangkok, Thailand; 2000. p.1–6.
[7] Amasaka K. Proposal and implementation of the ‘‘Science SQC’’
quality control principle. Int J Math Comput Model 2003;
38(11–13):1125–36.
[8] Amasaka K. A study of flyer advertising affect when TMS-S at Toyota.
Proceedings of the 12th annual conference of the Production and
Operations Management Society, Orland, FL; 2001. p. 1–8 (CD-ROM).

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