just in time. what is jit management philosophy (produce only what is needed when it is needed) a...
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Just In Time
What Is JITManagement philosophy (produce
only what is needed when it is needed)
A highly coordinated processing system in which goods move through the system, and services are performed, just as they are needed
Represents Pull type system
History of JIT ManufacturingEvolved in Japan after World War II, as a
result of their diminishing market share in the auto industry.
Toyota Motor Company- Birthplace of the JIT Philosophy Under Taiichi Ohno.
JIT is now on the rise in American Industries.
Definition JIT is a manufacturing philosophy
involving an integrated set of procedures/activities designed to achieve a high volume of production using minimal inventories
More IntroductionRaw materials, parts & sub
assemblies are pulled through the manufacturing process when they are needed.
Simply put, JIT is a philosophy of “make what is needed … when it is needed”.
Goal of JIT The ultimate goal of JIT is a
balanced system. Achieves a smooth, rapid flow of
materials through the system Eliminate disruptions Make system flexible Eliminate waste, especially excess
inventory
Summary of JIT Goals and Building Blocks
Product Design
ProcessDesign
PersonnelElements
Manufactur-ing Planning
Eliminate disruptions
Make the system flexibleEliminate waste
Abalancedrapid flow
UltimateGoal
SupportingGoals
BuildingBlocks
Big JIT – broad focus Vendor relations Human relations Technology management Materials and inventory management
Little JIT – narrow focus Scheduling materials Scheduling services of production
Big vs. Little JIT
What JIT Does Eliminates waste Achieves streamlined production Eliminate disruptions in production …
caused by poor quality, schedule changes, late deliveries.
Makes the manufacturing delivery system flexible by allowing it to handle a variety of products and changes in the level of output
Reduces setup and delivery times
Eight WastesTHE EIGHT TYPES OF WASTE OR MUDA
Waste Definition
1. Overproduction Manufacturing an item before it is needed.
2. Inappropriate Processing
Using expensive high precision equipment when simpler machines would suffice.
3. Waiting Wasteful time incurred when product is not being moved or processed.
4. Transportation Excessive movement and material handling of product between processes.
5. Motion Unnecessary effort related to the ergonomics of bending, stretching, reaching, lifting, and walking.
6. Inventory Excess inventory hides problems on the shop floor, consumes space, increases lead times, and inhibits communication.
7. Defects Quality defects result in rework and scrap, and add wasteful costs to the system in the form of lost capacity, rescheduling effort, increased inspection, and loss of customer good will.
8. Underutilization of Employees
Failure of the firm to learn from and capitalize on its employees’ knowledge and creativity impedes long term efforts to eliminate waste.
Sources of Waste
OverproductionWaiting timeUnnecessary transportationProcessing waste Inefficient work methodsProduct defects
Strategies For Minimizing Waste By Using JIT
Manufacturing in smaller lot sizes reduces excess inventory
Reducing inventory levels allows the problems to be uncovered … thus creating opportunities for manufacturing process improvement
Principles Of JIT Manufacturing
Total Quality Management
Production Management
Supplier Management
Inventory Management
Human Resource Management
1st Principle Of JIT
Total Quality Management
Total Quality Management
Seek long-term commitment to quality efforts with continuous improvement
Quality must be a higher priority than cost
Minimizing waste
Total Quality Management
Eliminate Quality Inspectors
Quality is everyone’s responsibility
Do it right the first time
2nd Principle Of JIT
Production Management
Production ManagementPull System vs. Push System
Pull = Made to order Push = Made for inventory
Flexibility of the system
Design For Testability – In the process Poka-Yoke= Mistake-proofing Throughout entire process
Production Management
Reduced lot sizes= Shorter cycle times
Eliminate disruptions in the process
Standardized Parts/ Simplicity
Production Management Communication Techniques
Completion of task-Kanban Problem- Siren/light
Stopping the process if something goes wrong =Jidoka
Preventive Maintenance
3rd Principle Of JIT
Supplier Management
Supplier ManagementEstablish Long Term Relationships
with few suppliers.
Delivery of Parts = 100% Defect Free Where they are needed When they are needed The exact quantity
Work Together
Supplier Management
Elimination inspection of parts
Communicate problems to suppliers in a positive manner.
4th Principle Of JIT
Inventory Management
Inventory ManagementEliminate Safety Stock = Zero
Inventory
JIT is not an inventory control system
Reduction in inventory opens up space
Inventory hides problems in a process.
Water Level = Inventory Rocks = Problems in the system Boat = Company Operations
5th Principle Of JIT
Human Resource Management
Human Resource ManagementCompany-wide Involvement
Motivation for continuous improvement Problem Solving High Employee Interaction
Build Pride In Workmanship
Human Resource Management
Self-Inspection of work
Diversified Employees Absenteeism To eliminate boredom in process
Management Support and Empowerment of workforce
JIT Manufacturing Building Blocks
Product designProcess designPersonnel/organizational
elementsManufacturing
planning and control
1. Product DesignStandard parts
Design Simplification
Highly capable production systems
Concurrentengineering
Design Simplification
2. Process Design
Small lot sizesSetup time reductionLimited work in processQuality improvementProduction flexibilityLittle inventory storage
Benefits of Small Lot Sizes
Reduces inventory
Less storage spaceLess rework
Problems are more apparent
Increases product flexibility
Easier to balance operations
Quality Improvement
Autonomation Automatic detection of defects during
production
Jidoka Japanese term for autonomation
Production FlexibilityReduce downtime by reducing
changeover timeUse preventive maintenance to
reduce breakdownsCross-train workers to help clear
bottlenecksUse many small units of capacityReserve capacity for important
customers
3. Personnel/Organizational ElementsWorkers as assetsCross-trained workersContinuous improvementLeadership
4. Manufacturing Planning and ControlPull systemsVisual systems (kanban)Close vendor relationshipsReduced transaction
processing (delays in delievery)
Preventive maintenance
Evaluation and selection of vendor (suppliers) network to develop a tiered supplier network – reducing the number of primary suppliers.
Transitioning to a Successful JIT System
Get top management commitment Decide which parts need most effort Obtain support of workers Start by trying to reduce setup times Gradually convert operations Convert suppliers to JIT Prepare for obstacles
Obstacles to Conversion
Management may not be committedWorkers/management may not be
cooperativeSuppliers may resist
Comparison of JIT and TraditionalFactor Traditional JIT
Inventory Much to offset forecast errors, late deliveries
Minimal necessary to operate
Deliveries Large Small
Lot sizes Large Small
Setup; runs Few, long runs Many, short runs
Vendors Long-term relationships are unusual
Partners
Workers Necessary to do the work
Assets
Comparison Of JIT & MRP
JIT Repetitive production Minimal shop floor control Simpler Relies on visual or audible signals to trigger production
and inventory (e.g. auto carpets) Lower inventories related to need “at the time” MRP Lot size or batch production Extensive shop floor control More complex Relies on computer system to trigger production and
order inventory Inventories related to batch or lot sizes
JIT in Services
The basic goal of the demand flow technology in the service organization is to provide optimum response to the customer with the highest quality service and lowest possible cost.
JIT Benefits Reduced Inventory Improved qualityLower costsReduced space requirementsShorter lead-time Increased productivityGreater flexibility Improved vendor relations
JIT Benefits (contd.)
Simplified scheduling & control Increased capacityBetter utilization of personnelMore product variety Increased equipment utilizationReduced paperworkValid production prioritiesWork force participation
JIT … Not For Everyone JIT concepts work best when goods can
be produced in response to consumer demand (e.g. automobiles, etc.)
JIT is less effective for the production of standardized consumer goods (e.g. basic clothing, food, soft drinks, toasters, etc.)
There are cases where JIT concepts apply to sub-processes of a make to stock environment. (e.g. computers etc.)
References Cammaranano, J. Lessons to be Learned: JIT. Atlanta, Georgia: Engineering
and Management Press, 1997. Dear, A. Working toward JIT: Management Technology. London: Derek
Doyle and Associates, 1988. Fisher, D. The JIT Self Test: Success Through Assesment and
Implementation. Chicago, IL: Irwin Inc., 1995. Hernandez, A. JIT Quality: A Practical Approach. Englewood Cliffs, NJ:
Prentice-Hall, 1993. Hutchins, D. Just-In-Time: Inventory Control. Brookfield, VT: Gower
Publishing, 1988. O’Grady, P.J. Putting the JIT Philosophy Into Practice. New York, NY: Nichols
Publishing, 1988. Reinfeld, N.V. Handbook of Production and Inventory Control. Englewood
Cliffs, NJ: Prentice-Hall, 1987. Schneiderjans, M.J. Advanced Topics In JIT Management: JIT Systems.
Westport, CT: Greenwood Publishing Group, 1999. Taver, R.W. Manufacturing Solutions for Consistent Quality and Reliability:
The 9 Step Problem Solving Process. New York, NY: AMACON, 1995. Wesner, J.W., Hiatt, J.M., and Trimble, D.C. Winning with Quality: Applying
Quality Principles in Product Development. Reading, MASS: Addison-Wesley Publishing Co., 1995.