1. 1. POM Presentation Just In
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Time
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2. Group MembersNiaz
Hussain (09-IME-71)Salman
Razaq (09-IME-72)Muhammad
Usman (09-IME-73)Muhammad
Waleed (09-IME-74)
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Represents Pull type
system A highly coordinated
processing system in which goods
move through the system, and
services are performed, just as
they are needed Management
philosophy (produce only what is
needed when it is needed) 3.
What Is JIT
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JITis now on the rise in
American Industries. Toyota

2. Motor Company- Birthplace of the
JIT Philosophy Under Taiichi
Ohno. Evolved in Japan after
World War II, as a result of their
diminishing market share in the
auto industry. 4. History of JIT
Manufacturing
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JITis a manufacturing
philosophy involving an integrated
set of procedures/activities
designed to achieve a high
volume of production using
minimal inventories 5. Definition
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Raw materials, parts 6.
More Introduction & Simply put,
JIT is a philosophy of “make what
is needed … when it is
needed”. sub assemblies are

3. pulled through the manufacturing
process when they are needed.
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Eliminate waste, especially
excess inventory Make system
flexible Eliminate disruptions
Achieves a smooth, rapid flow of
materials through the system
The ultimate goal of JIT is a
balanced system. 7. Goal of JIT
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8. Summary of JIT Goals and
Building Blocks Ultimate A Goal
balanced rapid flowSupporting
Goals Eliminate disruptions Make
the system flexible Eliminate
waste Product Process Personnel
Manufactur- Building Design
Design Elements ing Planning
Blocks

4. •
Scheduling services of
production Scheduling materials
Little JIT – narrow focus
Materials and inventory
management Technology
management
Human relations
Vendor relations
Big JIT – broad
focus 9. Big vs. Little JIT
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Reduces setup and delivery
times Makes the manufacturing
delivery system flexible by
allowing it to handle a variety of
products and changes in the level
of output Eliminate disruptions in
production … caused by poor
quality, schedule changes, late
deliveries. Achieves streamlined
production Eliminates waste 10.
What JIT Does

5. •
11. Eight WastesTHE EIGHT
TYPES OF WASTE OR
MUDAWaste Definition1.
Overproduction Manufacturing an
item before it is needed.2.
Inappropriate Using expensive
high precision equipment when
simpler machines Processing
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,

6. 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 Failure of the
firm to learn from and capitalize
on its employees’ Employees
knowledge and creativity impedes
long term efforts to eliminate
waste.
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Product defects Inefficient
work methods Processing
waste Unnecessary
transportation Waiting time

7. Overproduction 12. Sources of
Waste
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Reducing inventory levels
allows the problems to be
uncovered … thus creating
opportunities for manufacturing
process improvement
Manufacturing in smaller lot sizes
reduces excess inventory 13.
Strategies For MinimizingWaste
By Using JIT
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Human Resource
Management Inventory
Management
Supplier
Management
Production
Management
Total Quality
Management 14. Principles Of
JIT Manufacturing

8. •
15. 1st Principle Of JIT Total
Quality Management
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Minimizing waste Quality
must be a higher priority than
cost Seek long-term commitment
to quality efforts with continuous
improvement 16. Total Quality
Management
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Do it right the first time
Quality is everyone’s
responsibility Eliminate Quality
Inspectors 17. Total Quality
Management
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18. 2nd Principle Of JIT
Production Management
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Throughout entire process
Poka-Yoke= Mistake-proofing

9. Design For Testability – In the
process
Flexibility of the
system Push = Made for
inventory Pull = Made to order
Pull System vs. Push System 19.
Production Management
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Standardized Parts/
Simplicity Eliminate disruptions in
the process Reduced lot sizes=
Shorter cycle times 20.
Production Management
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Preventive Maintenance
Stopping the process if something
goes wrong =Jidoka ProblemSiren/light Completion of taskKanban
Communication
Techniques 21. Production
Management

10. •
22. 3rd Principle Of JIT
Supplier Management
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Work Together The exact
quantity When they are needed
Where they are needed
Delivery
of Parts = 100% Defect Free
Establish Long Term
Relationships with few
suppliers. 23. Supplier
Management
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Communicate problems to
suppliers in a positive manner.
Elimination inspection of parts 24.
Supplier Management
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25. 4th Principle Of JIT
Inventory Management

11. •
Reduction in inventory
opens up space JIT is not an
inventory control system
Eliminate Safety Stock = Zero
Inventory 26. Inventory
Management
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Boat = Company
Operations Rocks = Problems in
the system Water Level =
Inventory Inventory hides
problems in a process. 27.
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28. 5th Principle Of
JITHuman Resource Management
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Build Pride In
Workmanship High Employee
Interaction Problem Solving
Motivation for continuous
improvement
Company-wide

12. Involvement 29. Human
ResourceManagement
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ManagementSupport and
Empowerment of workforce To
eliminate boredom in process
Absenteeism
Employees
Diversified
Self-Inspection of
work 30. Human
ResourceManagement
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Manufacturing planning and
control Personnel/organizational
elements Process design
Product design 31. JIT
Manufacturing Building Blocks
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Concurrent engineering
Highly capable production
systems Design Simplification

13. Standard parts 32. 1. Product
Design
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33. Design Simplification
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Little inventory storage
Production flexibility Quality
improvement Limited work in
process Setup time reduction
Small lot sizes 34. 2. Process
Design
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35. Benefits of Small Lot
Sizes Reduces inventory Less
rework Less storage space
Problems are more apparent
Increases product flexibility Easier
to balance operations
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Japanese term for
autonomation Jidoka
Automatic

14. detection of defects during
production Autonomation 36.
Quality Improvement
Reserve capacity for
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important customers Use many
small units of capacity Crosstrain workers to help clear
bottlenecks Usepreventive
maintenance to reduce
breakdowns Reduce downtime
by reducing changeover time 37.
Production Flexibility
Leadership Continuous
•
improvement Cross-trained
workers Workers as assets 38.
3.
Personnel/OrganizationalElement
s

15. •
Preventive maintenance
Reduced transaction processing
(delays in delievery) Close
vendor relationships Visual
systems (kanban) Pull
systems 39. 4. Manufacturing
Planningand Control
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Evaluation and selection of
vendor (suppliers) network to
develop a tiered supplier network
– reducing the number of primary
suppliers. 40.
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Prepare for obstacles
Convert suppliers to JIT
Gradually convert operations
Start by trying to reduce setup
times Obtain support of workers
Decide which parts need most

16. effort Get top management
commitment 41. Transitioning to a
Successful JIT System
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Suppliers may resist
Workers/management may not be
cooperative Management may
not be committed 42. Obstacles
to Conversion
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43. Comparison of JIT and
TraditionalFactor Traditional
JITInventory Much to offset
forecast Minimal necessary to
operate errors, late
deliveriesDeliveries Large
SmallLot sizes Large SmallSetup;
runs Few, long runs Many, short
runsVendors Long-term
relationships Partners are

17. unusualWorkers Necessary to do
the Assets work
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44. Comparison Of JIT &
Relies on computer system to
trigger production and order
inventory Inventories related to
batch or lot sizes More complex
Extensive shop floor control Lot
size or batch production MRP
Lower inventories related to need
“at the time” Relies on visual or
audible signals to trigger
production and inventory (e.g.
auto carpets) Simpler Minimal
shop floor control Repetitive
production JIT MRP
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45. JIT in ServicesThe basic
goal of the demand

18. flowtechnology in the service
organizationis to provide optimum
response to thecustomer with the
highest qualityservice and lowest
possible cost.
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Improved vendor relations
Greater flexibility Increased
productivity Shorter lead-time
Reduced space requirements
Lower costs Improved quality
Reduced Inventory 46. JIT
Benefits
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Simplified scheduling 47.
JIT Benefits (contd.) & Work force
participation Valid production
priorities Reduced paperwork
Increased equipment utilization
More product variety Better

19. utilization of personnel Increased
capacity control
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There are cases where JIT
concepts apply to sub-processes
of a make to stock environment.
(e.g. computers etc.) JIT is less
effective for the production of
standardized consumer goods
(e.g. basic clothing, food, soft
drinks, toasters, etc.) JIT
concepts work best when goods
can be produced in response to
consumer demand (e.g.
automobiles, etc.) 48. JIT … Not
For Everyone
•
Wesner, J.W., Hiatt, J.M.,
and Trimble, D.C. Winning with
Quality: Applying Quality

20. Principles in Product
Development. Reading, MASS:
Addison- Wesley Publishing Co.,
1995. Taver, R.W. Manufacturing
Solutions for Consistent Quality
and Reliability: The 9 Step
Problem Solving Process. New
York, NY: AMACON, 1995.
Schneiderjans, M.J. Advanced
Topics In JIT Management: JIT
Systems. Westport, CT:
Greenwood Publishing Group,
1999. Reinfeld, N.V. Handbook
of Production and Inventory
Control. Englewood Cliffs, NJ:
Prentice-Hall, 1987. O’Grady,
P.J. Putting the JIT Philosophy
Into Practice. New York, NY:
Nichols Publishing, 1988.
Hutchins, D. Just-In-Time:

21. Inventory Control. Brookfield, VT:
Gower Publishing, 1988.
Hernandez, A. JIT Quality: A
Practical Approach. Englewood
Cliffs, NJ: Prentice-Hall, 1993.
Fisher, D. The JIT Self Test:
Success Through Assesment and
Implementation. Chicago, IL: Irwin
Inc., 1995. Dear, A. Working
toward JIT: Management
Technology. London: Derek Doyle
and Associates, 1988.
Cammaranano, J. Lessons to be
Learned: JIT. Atlanta, Georgia:
Engineering and Management
Press, 1997. 49. References