2. Just in time………….
Keeping work flows moving
Eliminating inventories
Reducing travel distances
Eliminating defects and scrap
Maximizing usage of space
3. • Just-In-Time is a Japanese manufacturing management
method that was developed in the 1970‟s.
• It was first adopted by Toyota manufacturing plants by
Taiichi Ohno.
• Producing only what is needed, when it is needed (not
early, not late; not less, not more)
4. • A management philosophy of continuous and forced
problem solving by attacking the root causes.
• A highly coordinated processing system in which goods
move through the system, and services are performed, just
as they are needed.
• Supplies and components are „pulled‟ through the system
to arrive where they are needed when they are needed
(just-in-time)
5. Just-In-Time Production
WHAT IT IS WHAT IT DOES
• Attacks waste
• Management philosophy
• Exposes problems and bottlenecks
• “Pull” system though the plant
• Achieves streamlined production
WHAT IT REQUIRES WHAT IT ASSUMES
• Employee participation
• Industrial engineering/basics • Stable environment
• Continuing improvement
• Total quality control
• Small lot sizes
6.
7. • JIT manufacturing focuses on production system to
achieve value-added manufacturing
• TQM is an integrated effort designed to improve quality
performance at every level
• Respect for people rests on the philosophy that human
resources are an essential part of JIT philosophy
8. Goal of JIT
Ultimate A
Goal balanced
rapid flow
Supporting Eliminate disruptions
Goals
Make the system flexible
Eliminate waste
Product Process Personnel Manufactur- Building
Design Design Elements ing Planning Blocks
9. • In order to achieve competitive
advantage through JIT, the necessary
building blocks should be installed
• The building blocks can also be
regarded as JIT success factors.
10. • Product design
• Process design
• Organizational elements
• Manufacturing planning and control
• Supplier relationships
• Preventive maintenance
11. • Process design with product design
• Standard product configuration and standart parts
• Reduced number of parts
• Modular design
• Concurrent engineering
• Highly capable production systems
12. • Small lot sizes
• Setup time reduction
• Reduced Inventories (Limited WIP)
• Continuous quality improvement
• Production flexibility
• Balanced system
• Fail-safe methods
14. • Uniform production levels
• Level loading (level schedules)
• Pull systems
• Visual systems
• Reduced transaction processing
15. • Reduced number of vendors
• Supportive supplier relationships
• Quality deliveries on time
• Frequent deliveries in small lot quantities
• Reduced lead times
• Reduced transaction processing
• Certified vendors
16. • All activities involved in keeping equipment in working
order
• Maintaining equipment in good condition and replacing
parts that have a tendency to fail before they actually fail
• Done to prevent failure
• JIT requires
– Scheduled & daily PM
– Operator involvement in PM
• Knows machines
• Responsible for product quality
17. Preconditions to JIT
• Recognition of Processes
• Quality at the source
• Agreement over value and waste
• Trust must be present
- labor/management
- suppliers/consumers
18. • Management may not be committed
• Workers/management may not be cooperative
• May be difficult to change company culture
• Suppliers may resist
19. • Unwilling to commit resources
• Uneasy about long-term
commitments
• Frequent, small deliveries
may be difficult
• Burden of quality control
shifts to supplier
20. • Use single-source suppliers when possible
• Build long-term relationships
.
• Work together to certify processes
• Co-locate facilities to reduce transport
if possible
• Stabilize delivery schedules
• Share cost & other information
21. • Reduced inventory
• Improved quality
• Lower costs
• Reduced space requirements
• Reduced lead times
• Increased productivity
• Reduced scrap and rework
22. • Better relations with suppliers
• Simplified scheduling and control activities
• Increased equipment utilization
• Better use of human resources
• More product variety
• Reduced need for indirect labor
