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    JIT Update

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    shuvoertiza
    Just-in-Time (JIT) is a philosophy that seeks to eliminate waste by producing and delivering only what is needed when it is needed. It originated at Toyota in the 1970s and aims to minimize inventory and lead times through a pull-based production system. Key aspects of JIT include minimizing all types of waste, continuously improving processes, and respecting all workers.

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    JIT Update

    Uploaded by

    shuvoertiza
    32 views18 pages
    Just-in-Time (JIT) is a philosophy that seeks to eliminate waste by producing and delivering only what is needed when it is needed. It originated at Toyota in the 1970s and aims to minimize inventory and lead times through a pull-based production system. Key aspects of JIT include minimizing all types of waste, continuously improving processes, and respecting all workers.

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    Just-in-Time (JIT) is a philosophy that seeks to eliminate waste by producing and delivering only what is needed when it is needed. It originated at Toyota in the 1970s and aims to minimize inventory and lead times through a pull-based production system. Key aspects of JIT include minimizing all types of waste, continuously improving processes, and respecting all workers.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    32 views18 pages

    JIT Update

    Uploaded by

    shuvoertiza
    Just-in-Time (JIT) is a philosophy that seeks to eliminate waste by producing and delivering only what is needed when it is needed. It originated at Toyota in the 1970s and aims to minimize inventory and lead times through a pull-based production system. Key aspects of JIT include minimizing all types of waste, continuously improving processes, and respecting all workers.

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    © All Rights Reserved
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    Download as pptx, pdf, or txt
    of 18

    Just-In-Time Systems

    History and Philosophy of Just-


    In-Time
    A philosophy that seeks to eliminate all types of waste,
    including carrying excessive levels of inventory and
    long lead times.
    Takes its name from the idea of replenishing material
    buffers just when they are needed and not before or
    after.
    Developed by Toyota Motor Company in mid-1970s
    Best applied to a production system, such as
    automobile assembly, that would be considered
    repetitive, such as a flow shop.
    History and Philosophy of Just-In-
    Time
    Three Tenets
    minimize waste in all forms: avoid waste of materials, space, and labor.
    They pay significant attention to identifying and correcting problems that
    could potentially lead to such waste. Operation and procedures are
    constantly being improved and fine-tuned to increase productivity and
    yield, further eliminating waste (Overproduction, waiting time, unnecessary
    transportation, processing waste, inefficient work methods, product defects, waste of
    motion).
    continually improve processes and systems: JIT is considered not simply a
    means of converting the transformation system from a sloppy, wasteful
    form to an efficient, competitive form, but also as producing continuing
    improvements throughout the system to keep the firm competitive and
    profitable in the future
    maintain respect for all workers: equal respect is paid to all workers, and
    the trappings of status are minimized so that respect among all can be
    maintained.
    Characteristics of Lean Systems:
    Just-in-Time
    Pull method of materials flow
    Consistently high quality
    Small lot sizes
    Uniform workstation loads
    Standardized components and work methods
    Close supplier ties
    Flexible workforce
    Line flows
    Automated production
    Preventive maintenance
    JIT Means
    Keeping work flows moving
    Eliminating inventories
    Reducing travel distances
    Eliminating defects and scrap
    Maximizing usage of space
    Here the customer starts
    the process, pulling an JIT Demand-Pull Logic
    inventory item from
    Final Assembly
    Then sub-
    assembly work is Fab Vendor
    pulled forward by
    that demand Sub
    Fab Vendor
    Customers
    Final
    Assembly

    The process continues Sub Fab Vendor


    throughout the entire
    production process and
    supply chain Fab Vendor
    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
    Traditional Systems
    Compared to JIT
    Priorities
    Traditionally
    Accept all customer orders
    Provide a large number of options from which
    customers may order
    JIT
    low cost/high quality within limited market
    Transformation System
    JIT

    Employing Kanban (Toyotas materials management system)


    Pull system: System for moving work where a workstation pulls
    output from the preceding station as needed (control-based
    systems that signals the requirement for parts as they are
    needed in reality).

    Push system: System for moving work where output is pushed


    to the next station as it is completed (planning-based systems that
    determine when workstations will probably need parts if
    everything goes according to plan)
    Sequential Production System
    with Two Machines
    Kanban
    Kanban: Card or other device that communicates demand for
    work or materials from the preceding station
    Kanban is the Japanese word meaning signal or visible
    record
    Paperless production control system
    The idea behind this system is to authorize materials for
    production only if there is a need for them.
    Through the use of Kanban authorization cards, production is
    pulled through the system, instead of pushed out before it is
    needed and then stored.
    Kanban Process
    Maintenance
    Traditional
    corrective maintenance, repairing a machine when it breaks
    down
    done by experts who do nothing but repair broken
    equipment
    equipment run fast
    JIT
    preventive maintenance, conducting maintenance before the
    machine is expected to fail, or at regular intervals.
    done by equipment operators
    equipment run slow (minimizes their chance of breakdown
    while maximizing their output)
    Value Stream Mapping
    A qualitative lean tool for eliminating waste that
    involves a current state drawing, a future state
    drawing, and an implementation plan.
    Typical Benefits of JIT
    Cost savings: inventory reductions, reduced scrap, fewer defects,
    fewer changes due to both customers and engineering, less
    space, decreased labor hours, les rework.
    Revenue increases: better service and quality to the customer.
    Investment savings: less space, reduced inventory, increased the
    volume of work produced in the same facility.
    Workforce improvements: more satisfied, better trained
    employees.
    Uncovering problems: greater visibility to problems that JIT
    allows, if management is willing to capitalize on the opportunity
    to fix these problems.
    Potential Problems Implementing
    JIT
    Applicable primarily to repetitive operations
    Requires discipline
    Based on cooperation and trust
    Requires change of philosophy
    Interaction of JIT Elements

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