1. POM Presentation Just In

Time

2. Group MembersNiaz

Hussain (09-IME-71)Salman

Razaq (09-IME-72)Muhammad

Usman (09-IME-73)Muhammad

Waleed (09-IME-74)

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

JITis now on the rise in

American Industries. Toyota

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

JITis a manufacturing

philosophy involving an integrated

set of procedures/activities

designed to achieve a high

volume of production using

minimal inventories5. Definition

Raw materials, parts6.

More Introduction & Simply put,

JIT is a philosophy of “make what

is needed … when it is

needed”.sub assemblies are

pulled through the manufacturing

process when they are needed.

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

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

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

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 waste10.

What JIT Does

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,

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.

Product defects Inefficient

work methods Processing waste

Unnecessary transportation

Waiting time Overproduction12.

Sources of Waste

Reducing inventory levels

allows the problems to be

uncovered … thus creating

opportunities for manufacturing

process improvement

Manufacturing in smaller lot sizes

reduces excess inventory13.

Strategies For MinimizingWaste

By Using JIT

Human Resource

Management Inventory

Management Supplier

Management Production

Management Total Quality

Management 14. Principles Of

JIT Manufacturing

15. 1st Principle Of JIT Total

Quality Management

Minimizing waste Quality

must be a higher priority than

cost Seek long-term commitment

to quality efforts with continuous

improvement16. Total Quality

Management

Do it right the first time

Quality is everyone’s

responsibility Eliminate Quality

Inspectors17. Total Quality

Management

18. 2nd Principle Of JIT

Production Management

Throughout entire process

Poka-Yoke= Mistake-proofing

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

Standardized Parts/

Simplicity Eliminate disruptions in

the process Reduced lot sizes=

Shorter cycle times20.

Production Management

Preventive Maintenance

Stopping the process if something

goes wrong =Jidoka Problem-

Siren/light Completion of task-

Kanban Communication

Techniques 21. Production

Management

22. 3rd Principle Of JIT

Supplier Management

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

Communicate problems to

suppliers in a positive manner.

Elimination inspection of parts24.

Supplier Management

25. 4th Principle Of JIT

Inventory Management

Reduction in inventory

opens up space JIT is not an

inventory control system

Eliminate Safety Stock = Zero

Inventory26. Inventory

Management

Boat = Company

Operations Rocks = Problems in

the system Water Level =

Inventory Inventory hides

problems in a process.27.

28. 5th Principle Of

JITHuman Resource

Management

Build Pride In Workmanship

High Employee Interaction

Problem Solving Motivation for

continuous improvement

Company-wide Involvement 29.

Human ResourceManagement

ManagementSupport and

Empowerment of workforce To

eliminate boredom in process

Absenteeism Diversified

Employees Self-Inspection of

work30. Human

ResourceManagement

Manufacturing planning and

control Personnel/organizational

elements Process design

Product design31. JIT

Manufacturing Building Blocks

Concurrent engineering

Highly capable production

systems Design Simplification

Standard parts32. 1. Product

Design

33. Design Simplification

Little inventory storage

Production flexibility Quality

improvement Limited work in

process Setup time reduction

Small lot sizes34. 2. Process

Design

35. Benefits of Small Lot

Sizes Reduces inventory Less

rework Less storage space

Problems are more apparent

Increases product flexibility Easier

to balance operations

Japanese term for

autonomation Jidoka Automatic

detection of defects during

production Autonomation 36.

Quality Improvement

Reserve capacity for

important customers Use many

small units of capacity Cross-

train workers to help clear

bottlenecks Usepreventive

maintenance to reduce

breakdowns Reduce downtime

by reducing changeover time37.

Production Flexibility

Leadership Continuous

improvement Cross-trained

workers Workers as assets38.

3.

Personnel/OrganizationalElement

s

Preventive maintenance

Reduced transaction processing

(delays in delievery) Close

vendor relationships Visual

systems (kanban) Pull

systems39. 4. Manufacturing

Planningand Control

Evaluation and selection of

vendor (suppliers) network to

develop a tiered supplier network

– reducing the number of primary

suppliers.40.

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

effort Get top management

commitment41. Transitioning to a

Successful JIT System

Suppliers may resist

Workers/management may not be

cooperative Management may

not be committed42. Obstacles

to Conversion

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

unusualWorkers Necessary to do

the Assets work

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 JITMRP

45. JIT in ServicesThe basic

goal of the demand

flowtechnology in the service

organizationis to provide optimum

response to thecustomer with the

highest qualityservice and lowest

possible cost.

Improved vendor relations

Greater flexibility Increased

productivity Shorter lead-time

Reduced space requirements

Lower costs Improved quality

Reduced Inventory46. JIT

Benefits

Simplified scheduling47.

JIT Benefits (contd.) & Work force

participation Valid production

priorities Reduced paperwork

Increased equipment utilization

More product variety Better

utilization of personnel Increased

capacitycontrol

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

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:

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