Presented byGsba students

Just

TimeIn

Just-In-Time is a Japanese manufacturing management method developed in 1970s. It was first adopted by Toyota manufacturing plants by Taiichi Ohno. The main concern at that time was to meet consumer demands. Because of the success of JIT management, Taiichi Ohno was named the Father of JIT

Just-In-Time

JUST IN TIME (JIT) philosophy. JIT is both a philosophy and collection of management methods and techniques used to eliminate waste (particularly inventory) Waste results

2/22/2009just in time by ravindra 3

The focus of JIT is to improve the system of production by

eliminating all forms of WASTE.

JIT is a long-term approach to process improvement. It uses timeliness as a lever to lower costs, improve quality and improve responsiveness. However, JIT requires enormous commitment.

Goals of JIT

Waste elimination

Respond tocustomer needs

Competitiveness

Reliable relationshipwith suppliers

Efficiency Optimal cost/qualityrelationship

Inc.productivity

Reduce costs

0 Defectprocess

GOALS Increasing the organization’s ability to compete

with others and remain competitive over the long run is very important.

Customers’ needs and wants should be the most important focus for business today. This objective will help the firm on what is demanded from customers, and what is required of production.

Moreover, the optimal quality and cost relationship is also important. The organization should focus on zero-defect production process. Although it seems to be unrealistic in the long run, it will eliminate a huge amount of resources and effort in inspecting, and reworking defected goods.

Contd…. A good and long-term relationship between an

organization and its suppliers helps to manage a more efficient process in inventory management, material management, and delivery system. It will also assure that the supply is stable and available when needed.

Moreover, adopt the idea of continuous improvement. If committed to a long-term continuous improvement idea, it will help the organization to remain competitive in the future.

Becoming a Time-Based Competitor Broadly speaking, an organization competes on

the basis of quality, cost, flexibility and time. These factors are complementary, even symbiotic. Today's discriminating customer demands world-class quality at a competitive price. When all the leading companies in an industry have achieved a high level of quality, a focus on quality alone cannot keep a company competitive.

Quality then becomes a common expected factor, which must be complemented by a faster response time and flexibility. Increasingly, cost and quality are viewed as residuals or outcomes of competing on the basis of time and flexibility.

Reduces inventory

Reduces lead time

Reduces setup time

Emphasizes product-oriented layout

8

Just-in-Time ManufacturingTraditional Manufacturing

Increases inventory to protect against process problems

Increases lead time to protect against uncertainty

Disregards setup timeas an improvement priority

Emphasizes process-oriented layout

Just-in-Time Principles

Emphasizes team-oriented employee involvement

Emphasizes pull manufacturing

Emphasizes zero defects

Emphasizes supplier partnering

9

Just-in-Time ManufacturingTraditional Manufacturing

Emphasizes work of individuals, following manager instructions

Emphasizes push manufacturing

Tolerates defects

Treats suppliers as “arms-length,” independent entities

Elements of JIT

People Systems

Plant

JIT

People

Stockholders

Management

Labor

Govt support

System

MaterialRequirement Planning

ManufacturingResource Planning

computer basedbottom-up

manufacturing approachproduction plan

master production schedule

Plant Layout

DemandPull

Kanban

Continuousimprovement

Reduceinventory

Selfinspection

Plant

Kanban Kanban: Kan visual, Ban

card/board It is a signaling system to

trigger actionDemand forecast

Customer demand

Push system

Pull system

Kanban cards

Information about itemIts specificationPreceding processSucceeding processQuantities of such items

Benefits

Set up times are significantly reduced in the factory.

The flows of goods from warehouse to shelves are improved.

Employees who possess multiple skills are utilized more efficiently.

Better consistency of scheduling and consistency of employee work hours.

Increased emphasis on supplier relationships. Supplies continue around the clock keeping

workers productive and businesses focused on turnover.

Drawbacks of JIT

Loss of autonomyCultural differences Other problems

Drawbacks

Implem-entation

Benefits may vary

Individual Team MethodTraditionalapproach

Production level/employee skills

Companies That Have Implemented JIT

JIT in Production Systems

There are major differences between the production systems.

First, each production system is designed to produce different numbers of products in different volumes.

Second, each system arranges its equipment in a different layout. The material flow is different because of that layout.

Contd….

Third and most important, each provides different levels of output viz:

Cost Quality Performance Delivery Flexibility Innovativeness Output. The JIT production system can make

improvements in all the 6 outputs mentioned above.

Seven prominent types of waste to be eliminated:

Waste from Overproduction Transportation Waste Processing Waste Waste from Product Defects Waste of waiting/idle time Inventory Waste Waste of Motion

Implementation of JIT JIT is to eliminate waste in all its forms. The assumption of JIT is that we cannot sell

everything we make. Thus, we must produce salable goods (low cost, high quality, etc...) quickly.

Operation = Motion (Waste) + Work (Added Value) Motion alone is a waste that adds cost (counting

things, moving boxes, transporting goods, preparation time, waiting, producing defects, over production, handling materials, switching things on)

Inventory decouples individual operations and thereby creates waste (non-value-added motion) to buffer the operations against the effect of a different form of waste (long setups, poor material handling procedures, production of defects, etc.)

For real improvement, we must ask "why" when we encounter any form of waste.

Implementation of JIT

Proper arrangement (sort through and sort out, identify what you need, discard what you do not need )

Orderliness (assign a separate location for all essential items)

Cleanliness (keep the workplace spotless at all times)

Cleanup (maintain equipment and tools)Discipline (stick to the rules scrupulously)

Implementation of JIT

Place the machines in process sequence Design a cellular (U-shaped) layout Make one piece at a time in the cell Crosstrain workers to handle multiple

processes Produce according to the cycle time Have the operators work standing up and

walking Use slower, dedicated machines that are

smaller and less expensive

.

Awareness revolution

1. Abolish old tradition concepts. 2. Assume that new method will work. 3. No excuses are accepted. 4. It is not seeking for perfection, absolutely zero-

defect process, few defects is acceptable. 5. Correct mistakes immediately. 6. Do not spend money on improvement. 7. Use you brain to solve problem. 8. Repeat to ask yourself 5 times before any decision. 9. Gather information from several people, more is

better! 10. Remember that improvement has no limits.

.

Seiri - Proper Arrangement Seiton - Orderliness Seiso - Cleanliness Seiketsu - Cleanup Shitsuke – Discipline

5S’s For Workplace Improvement

Flow manufacturing

Arrange machines in sequence. U-shaped production line (Cellular

Manufacturing). Produce one-piece at a time. Train workers to be multi-skilled. Follow the cycle time. Let the workers standing and

walking around while working. Use small and dedicated machines.

Standard Operation

Cycle time Work sequence Standard stock-on-hand Use operation charts

Multi-process handling

Multi-process handling - a worker should handle several different processes at once, this is also called "vertical handling" and this is the basis for JIT production.

Requirements for a proper JIT management STANDARDIZATION: Where the supplies

are standardized and the suppliers are trustable and close to the plant. As there is little buffer inventory between the workstations, so the quality must be high and efforts are made to prevent machine breakdowns.

SOFTWARE:For JIT to work efficiently Supply Chain Planning software, companies have in the mean time extended Just-in-time manufacturing externally, by demanding from their suppliers to deliver inventory to the factory only when it's needed

MULTI-FUNCTIONALITY In JIT workers are multifunctional and are required to perform different tasks. Machines are also multifunction and are arranged in small U-shaped work cells

Contd… . CLEANLINESS Environment is kept clean

and free of waste so that any unusual occurrence are visible

SCHEDULES: Schedules are prepared only for the final assembly line, in which several different models are assembled at the same line. Requirements for the component parts and subassemblies are then pulled through the system..

QUALITY: Quality within JIT manufacturing is necessary, because without a quality program in JIT, the JIT will fail. Here we think about quality at the source and the Plan, Do, Check, Action with its statistical process control. Furthermore, techniques are also very important.