Yashpal Ghate

(M-11-16)

Just in time.
Keeping work flows moving Eliminating inventories

Reducing travel distances

Eliminating defects and scrap Maximizing usage of space

 Just-In-Time is a Japanese manufacturing management

method that was developed in the 1970s.

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)

 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)

Just-In-Time Production
WHAT IT IS WHAT IT DOES

Management philosophy
Pull system though the plant

Attacks waste
Exposes problems and bottlenecks Achieves streamlined production

WHAT IT REQUIRES

WHAT IT ASSUMES

Employee participation
Industrial engineering/basics Continuing improvement Total quality control Small lot sizes

Stable environment

 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

Goal of JIT
Ultimate A Goal balanced rapid flow Supporting Goals

Eliminate disruptions
Make the system flexible Eliminate waste

Product Design

Process Design

Personnel Elements

Manufacturing Planning

Building Blocks

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.

Product design Process design Organizational elements Manufacturing planning and control

Supplier relationships
Preventive maintenance

 Process design with product design Standard product configuration and standart parts Reduced number of parts Modular design Concurrent engineering Highly capable production systems

 Small lot sizes Setup time reduction Reduced Inventories (Limited WIP) Continuous quality improvement Production flexibility Balanced system Fail-safe methods

 Workers as assets Cross-trained workers Employee empowerment Continuous improvement Leadership management Commitment

 Uniform production levels

Level loading (level schedules)

Pull systems Visual systems Reduced transaction processing

 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

 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

Preconditions to JIT Recognition of Processes Quality at the source Agreement over value and waste Trust must be present - labor/management

- suppliers/consumers

 Management may not be committed Workers/management may not be cooperative May be difficult to change company culture Suppliers may resist

 Unwilling to commit resources

Uneasy about long-term commitments

Frequent, small deliveries may be difficult Burden of quality control shifts to supplier

 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

Reduced inventory Improved quality Lower costs Reduced space requirements Reduced lead times Increased productivity

Reduced scrap and rework

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