2. Group Members
Niaz Hussain (09-IME-71)
Salman Razaq (09-IME-72)
Muhammad Usman (09-IME-73)
Muhammad Waleed (09-IME-74)
3. What Is JIT
Management 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
4. History of JIT Manufacturing
Evolved 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.
JITis now on the rise in American
Industries.
5. Definition
JITis a manufacturing philosophy
involving an integrated set of
procedures/activities designed to
achieve a high volume of production
using minimal inventories
6. More Introduction
Raw 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”.
7. 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
8. Summary of JIT Goals and
Building Blocks
Ultimate A
Goal balanced
rapid flow
Supporting
Goals Eliminate disruptions
Make the system flexible Eliminate waste
Product Process Personnel Manufactur- Building
Design Design Elements ing Planning Blocks
9. Big vs. Little JIT
Big JIT – broad focus
Vendor relations
Human relations
Technology management
Materials and inventory management
Little JIT – narrow focus
Scheduling materials
Scheduling services of production
10. 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
11. Eight Wastes
THE EIGHT TYPES OF WASTE OR MUDA
Waste Definition
1. 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, 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.
12. Sources of Waste
Overproduction
Waiting time
Unnecessary transportation
Processing waste
Inefficient work methods
Product defects
13. 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
14. Principles Of JIT Manufacturing
Total Quality Management
Production Management
Supplier Management
Inventory Management
Human Resource Management
16. Total Quality Management
Seek long-term commitment to
quality efforts with continuous
improvement
Quality must be a higher priority than
cost
Minimizing waste
17. Total Quality Management
Eliminate Quality Inspectors
Quality is everyone’s responsibility
Do it right the first time
19. Production Management
Pull 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
20. Production Management
Reduced lot sizes= Shorter cycle times
Eliminate disruptions in the process
Standardized Parts/ Simplicity
21. Production Management
Communication Techniques
Completion of task-Kanban
Problem- Siren/light
Stopping the process if something
goes wrong =Jidoka
Preventive Maintenance
23. Supplier Management
Establish
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
29. Human Resource
Management
Company-wide Involvement
Motivation for continuous improvement
Problem Solving
High Employee Interaction
Build Pride In Workmanship
30. Human Resource
Management
Self-Inspection of work
Diversified Employees
Absenteeism
To eliminate boredom in process
ManagementSupport and
Empowerment of workforce
31. JIT Manufacturing Building Blocks
Product design
Process design
Personnel/organizational
elements
Manufacturing
planning and control
32. 1. Product Design
Standard parts
Design Simplification
Highly capable production systems
Concurrent
engineering
34. 2. Process Design
Small lot sizes
Setup time reduction
Limited work in process
Quality improvement
Production flexibility
Little inventory storage
35. Benefits of Small Lot Sizes
Reduces inventory
Less rework
Less storage space
Problems are more apparent
Increases product flexibility
Easier to balance operations
37. Production Flexibility
Reduce
downtime by reducing
changeover time
Usepreventive maintenance to
reduce breakdowns
Cross-train
workers to help clear
bottlenecks
Use many small units of capacity
Reserve capacity for important
customers
39. 4. Manufacturing Planning
and Control
Pull systems
Visual systems (kanban)
Close vendor relationships
Reduced transaction
processing (delays in
delievery)
Preventive maintenance
40. Evaluation and selection of vendor
(suppliers) network to develop a tiered
supplier network – reducing the number of
primary suppliers.
41. 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
42. Obstacles to Conversion
Management may not be committed
Workers/management may not be
cooperative
Suppliers may resist
43. Comparison of JIT and Traditional
Factor Traditional JIT
Inventory Much to offset forecast Minimal necessary to operate
errors, late deliveries
Deliveries Large Small
Lot sizes Large Small
Setup; runs Few, long runs Many, short runs
Vendors Long-term relationships Partners
are unusual
Workers Necessary to do the Assets
work
44. 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
45. 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.
47. JIT Benefits (contd.)
Simplified scheduling & control
Increased capacity
Better utilization of personnel
More product variety
Increased equipment utilization
Reduced paperwork
Valid production priorities
Work force participation
48. 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.)
49. 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.
