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JUST IN TIMEJUST IN TIME
BY: SHOBHIT KUMARBY: SHOBHIT KUMAR
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Producing only what is needed,Producing only what is needed,
when it is needed when it is needed
A philosophy A philosophy An integrated management systemAn integrated management system
JIT’s mandate:JIT’s mandate:
Eliminate all wasteEliminate all waste
What is JIT ? What is JIT ?
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JUST IN TIME JUST IN TIME
Taiichi Ohno who was a vice president at Toyota Motor Company developed this concept
JIT involves producing only what is needed, when it is needed.
JIT is a philosophy and an integrated management system.
JIT is also defined as the philosophy of manufacturing based onplanning and eliminating of the wastages and on continuousimprovement of productivity.
JIT production is based on demand
JIT is now on the rise in American Industries.
The focus of JIT is to improve the system of production by eliminating all forms of WASTE.
Produce what the customer desire
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JUST IN TIME JUST IN TIME
Produce products only at the rate thecustomer wants them
Produce with perfect quality
Produce instantaneously with zerounnecessary lead time
Produce with no wastage of Labor,
material of equipment Always use those methods that allow
people to develop.
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What is JIT? What is JIT?
• a corporate system designed to produce
output within the minimum lead time and at
the lowest total cost by continuously identifying and eliminating all forms of
corporate waste and variance.
• a corporate strategy
• a philosophy • Focus of JIT:
• variance & waste
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Seven Basic Types of Seven Basic Types of
WasteWaste• Waste from overproduction
• Waste from waiting times
• Transportation waste
• Process Waste
• Inventory Waste
• Waste of motion
• Waste from product defects
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Figure 11.1Figure 11.1
Waste in OperationsWaste in Operations
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Figure 11.1Figure 11.1
Waste in OperationsWaste in Operations
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Figure 11.1Figure 11.1
Waste in OperationsWaste in Operations
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Common Causes of Common Causes of
WasteWaste• Layout (distance)
• Long setup time
• Incapable processes
• Poor maintenance
• Poor work methods• Lack of training
• Inconsistentperformancemeasures
• Ineffectiveproduction planning
• Lack of workplaceorganization
• Poor supplyquality/reliability
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Objectives of JIT Objectives of JIT
• Produce only the products the customer wants.
• Produce products only at the rate that the customer wantsthem.
• Produce with perfect quality
• Produce with minimum lead time.
• Produce products with only those features the customer wants.
• Produce with no waste of labor, material or equipment -- every movement must have a purpose so that there is zero idle
inventory.• Produce with methods that allow for the development of
people
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Basic Elements of JIT Basic Elements of JIT
1.1. Flexible resourcesFlexible resources
2.2. Cellular layoutsCellular layouts
3.3. Pull production systemPull production system
4.4. Kanban production control Kanban production control 5.5. Small-lot productionSmall-lot production
6.6. Quick setupsQuick setups
7.7. Uniform production levelsUniform production levels8.8. Quality at the sourceQuality at the source
9.9. Total productive maintenanceTotal productive maintenance
10.10. Supplier networksSupplier networks
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Kanban Card SystemKanban Card System
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban SystemReceiving post
Kanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Storage
area
Empty containers
Full containers
Single-Card Kanban SystemSingle-Card Kanban System
Receiving postKanban card for
product 1
Kanban card for
product 2
Figure 13.3
Fabricationcell
O1
O2
O3
O2
Assembly line 1
Assembly line 2
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Single-Card Kanban SystemSingle-Card Kanban System
KANB
AN
Part
Nu
mber:
1234
567Z
Loca
tio
n:
Aisle
5
Bin4
7
LotQuan tity
:
6
Supplie
r:
WS83
Custom
e r:
WS1
16
Each container must have a card Each container must have a card Assembly always withdraws fromAssembly always withdraws from
fabrication (pull system)fabrication (pull system)
Containers cannot be moved Containers cannot be moved without a kanbanwithout a kanban
Containers should contain theContainers should contain the
same number of partssame number of parts
Only good parts are passed along Only good parts are passed along Production should not exceed Production should not exceed
authorizationauthorization
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JIT PrinciplesJIT Principles
• Create flow production
• one piece flow
• machines in order of processes• small and inexpensive equipment
• U cell layout, counter clockwise
• multi-process handling workers• easy moving/standing operations
• standard operations defined
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The Pull SystemThe Pull System
Material is pulled through theMaterial is pulled through the
system when needed system when needed
Reversal of traditional push systemReversal of traditional push systemwhere material is pushed according where material is pushed according
to a scheduleto a schedule
Forces cooperationForces cooperationPrevent over and underproductionPrevent over and underproduction
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Kanban ProductionKanban Production
Control SystemControl System Kanban card indicates standard quantity Kanban card indicates standard quantity
of productionof production
Derived from two-bin inventory systemDerived from two-bin inventory system
Kanban maintains discipline of pull Kanban maintains discipline of pull
productionproduction
Production kanban authorizes productionProduction kanban authorizes production Withdrawal kanban authorizes movement Withdrawal kanban authorizes movement
of goodsof goods
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A Sample KanbanA Sample Kanban
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The Origin of KanbanThe Origin of Kanban
a) Two-bin inventory systema) Two-bin inventory system b) Kanban inventory systemb) Kanban inventory system
Reorder Reorder cardcard
Bin 1Bin 1
Bin 2Bin 2
Q - R
KanbanKanban
R R
Q Q = order quantity= order quantity
R R = reorder point - demand during lead time= reorder point - demand during lead time
Figure 11.5Figure 11.5
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Types of KanbansTypes of Kanbans
Figure 11.6Figure 11.6
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Types of KanbansTypes of Kanbans
Figure 11.6Figure 11.6
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Types of KanbansTypes of Kanbans
Figure 11.6Figure 11.6
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Types of KanbansTypes of Kanbans
Kanban SquareKanban SquareMarked area designed to hold itemsMarked area designed to hold items
Signal KanbanSignal KanbanTriangular kanban used to signal Triangular kanban used to signal
production at the previous workstationproduction at the previous workstation
Material KanbanMaterial KanbanUsed to order material in advance of aUsed to order material in advance of a
processprocess
Supplier KanbansSupplier KanbansRotate between the factory and suppliersRotate between the factory and suppliers
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Determining Number of Determining Number of
KanbansKanbans
wherewhere
N N = number of kanbans or containers= number of kanbans or containersd d = average demand over some time period= average demand over some time period
LL = lead time to replenish an order = lead time to replenish an order
S S = safety stock= safety stock
C C = container size= container size
No. of Kanbans =No. of Kanbans =average demand during lead time + safety stockaverage demand during lead time + safety stock
container sizecontainer size
N N ==dLdL ++ S S
C C
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Inventory Hides ProblemsInventory Hides Problems
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Lower Levels of Inventory Lower Levels of Inventory Expose ProblemsExpose Problems
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Components of Lead TimeComponents of Lead Time
Processing timeProcessing time Reduce number of items or improveReduce number of items or improve
efficiency efficiency
Move timeMove time Reduce distances, simplify Reduce distances, simplify
movements, standardizemovements, standardize routingsroutings
Waiting timeWaiting time Better scheduling, sufficient capacity Better scheduling, sufficient capacity
Setup timeSetup time Generally the biggest bottleneck Generally the biggest bottleneck
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Benefits of JIT Benefits of JIT
1.1. Reduced Reduced
inventory inventory
2.2. Improved quality Improved quality
3.3. Lower costsLower costs4.4. Reduced spaceReduced space
requirementsrequirements
5.5. Shorter lead timeShorter lead time
6.6. Increased Increased productivity productivity
7.7. Greater flexibility Greater flexibility
8.8. Better relationsBetter relations
with supplierswith suppliers
9.9. Simplified Simplified
scheduling and scheduling and control activitiescontrol activities
10.10. Increased capacity Increased capacity
11.11. Better use of Better use of
human resourceshuman resources12.12. More product More product
variety variety
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Use JIT to finely tune anUse JIT to finely tune an
operating systemoperating systemSomewhat different inSomewhat different in
USA than JapanUSA than Japan
JIT is still evolving JIT is still evolving
JIT isn’t for everyoneJIT isn’t for everyone
JIT ImplementationJIT Implementation
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JIT In ServicesJIT In Services
Competition on speed & quality Competition on speed & quality
Multifunctional department storeMultifunctional department store
workersworkersWork cells at fast-food restaurantsWork cells at fast-food restaurants
Just-in-time publishing for Just-in-time publishing for
textbookstextbooksConstruction firms receiving Construction firms receiving
material just as needed material just as needed
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