Just in Time (J. I. T.)

Just in Time ( J. I. T.
Just in Time Philosophy

Salient features
The notion of waste in any operating

system
JIT as a philosophy of elimination of
waste
As a deliberate and a systematic attempt
On a continuous basis
Just In Time Manufacturing

Water Flow Analogy
Unrealistic
schedules
Quality
Lack
Variable
Processing
Defective
Material
Poor
of
Times
training
Machine
Breakdown
Inadequate
Bottleneck
Information
Behavioural/Managerial constraints
JIT Philosophy
Core Logic
Heightened
awareness of
problems & causes
Ideas for
cutting
lot sizes
Lot size
reductions
Less
inventory
Ideas for
improving
JIT delivery
Ideas for
controlling
defects
JIT
Productions
Deliberate withdrawal
of buffer inventories
Reduced buffer
inventories
Fast feedback
on defects
Scrap/quality
control
Less indirect costs
Smoother
output rates
Fewer
rework
Less
material waste
High quality
Finished goods
Less material, labour, indirect costs & better quality
JIT Philosophy
Overall Impact
JIT Manufacturing
Basic Elements
Manufacturing system should conform to a flow

process
Total Quality Management to be deployed
Standard Containers
Constantly eliminate waste
Setup time reduction Lot size reduction

Inventory reduction Removing Kanbans
Quality improvement Small group improvements
Defect free supplies Supplier collaborations
PUSH Scheduling
Internal
Focus
Long Lead
Times
Utilisation
Push
Quantity
Driven
Measurements
High
Demand
Forecast
High Fixed
Costs
INVENTORIES
Forecast drives production
PULL Scheduling
Profit Based
Measurement
Low
Demand
PULL
Finished Goods
External Focus
Factory
Flexibility
Faster
Response
Customer Order
Customer triggers production
PUSH PULL
Impact on the system
Kanban as Planning Tool

Terminologies
Preceding & Succeeding Processes

In-bound & Outbound Buffers
Design of Kanban System
Types of Kanbans
Production Order Kanban (P-Kanban)
Standard Containers
10
Just in Time Manufacturing

JIT systems have an unambiguous definition of what
constitutes waste in the system.
The philosophy of Just in Time system is one of
continuous waste elimination.
Contrary to the traditional thinking, the inventory in a
JIT system is deliberately removed to expose hidden
problems.
These problems are solved resulting in fewer inventory
and waste in the system and greater productivity.
Implementation of JIT requires that the manufacturing
architecture is converted into a chain of internal
customers.
Lot size reduction and use of standard containers are
other elements of a JIT system.
11

Production Planning and control in JIT systems
is achieved through the use of Kanban
Kanban enables waste elimination from the
system by preventing overproduction and
exposing problems in processes.
JIT systems utilise a Pull type scheduling

Pull type scheduling are very effective in
providing visible control of the processes and
bringing the problems to the surface rapidly.
The number of Kanbans required is a function of
production and conveyance lead time, size of
the standard container and the demand rate.
12

Kaizen
Kai in the Japanese means change, while

zen means good (for the better),so that
kaizen means improvement.
Kaizen in Japanese means Continuous

Improvement in every sphere of Activity.
Kaizen is a sub-system of JIT.
The management encourages suggestions or
Kaizens from employees regarding possible
improvements in their respective work areas.
The employees are rewarded for giving a large
number of suggestions. These rewards are
more of recognitions , such as Kaizen Man of
the Month titles and certificates or small
gifts, rather than monetary worth.
13

Andon
For error prevention and fault-finding, the operators
must notify supervisors and management when a
problem affects within the factory. To enable this, JIT
uses a portable andon system. The andon in the
Japanese means an ambulance-style flashing light
with a complementary siren. The operator puts the
andon on whenever he needs to draw the managements
attention, highlighting the importance of his problems.
By reacting to his call instantly, the management
ensures that customers are protected against receiving
defective products.
The andon system is not effective until most
problems are solved.
14

Fixed Location Storage
JIT is successful only when there should be a fixed location
for all components, parts, tools and equipments. The
handling of parts and tools is minimised by properly
locating in the assembly area and in stores.
Fixed locations assist in knowing the exact location of parts
and the number of parts available for assembly. This ease
of access increases productivity and reduces damages to
components. The tools and equipments that are common
to all workers should be brought back to their locations
immediately after a worker finishes his work so that other
workers may use them these whenever required.
15

Just in Time (J. I. T.)

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Just in Time ( J. I. T.

Just in Time Philosophy

The notion of waste in any operating

Just In Time Manufacturing

Less indirect costs

Less material, labour, indirect costs & better quality

Manufacturing system should conform to a flow

Setup time reduction Lot size reduction

Forecast drives production

Customer triggers production

Impact on the system

Kanban as Planning Tool

Preceding & Succeeding Processes

Just in Time Manufacturing

Just in Time Manufacturing

JIT systems utilise a Pull type scheduling

Just in Time Manufacturing

Kai in the Japanese means change, while

Kaizen in Japanese means Continuous

Just in Time Manufacturing

Just in Time Manufacturing

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