JUST-IN-TIME/JIT is an approach which seeks to eliminate all sources of waste, anything which doesn’t add value in production activities, by providing the right part at the right place at the right time .

1. Presentation by-
A.RAJ SHRAVANTHI

2. INTRODUCTION
Also called Lean production or stockless production
JUST-IN-TIME/JIT is an approach which seeks to
eliminate all sources of waste, anything which doesn’t
add value in production activities, by providing the
right part at the right place at the right time .
just as they are needed!
Just-in-time manufacturing is a way of managing manufacturing
systems that could reduce waste, and lower cost, thus increasing
profit.
JIT- production is based on demand

3. History(1970)
 The realization for the new system came afterWorldWar II
when the Japanese automotive manufactures knew they were
far behind the American motor companies.
 JIT manufacturing is a result of limited demand, space, and
resources in Japan compared to America.
 Toyota Motor Company-( Birthplace of the JIT)
Taiichi Ohno came up with a system that would better fit
Japan's capabilities.
 JIT is now on the rise in American
Industries.
Taiichi Ohno, Toyota
officials in the 50s,
known as FATHER OF
JIT

4. JIT Goals and Building
Blocks
Product
Design
Process
Design
Personnel
Elements
Manufactur-
ing Planning
Eliminate disruptions
Make the system flexible
Reduce setup
and lead times
Eliminate waste
Minimize inventories
A
balanced
rapid flow
Ultimate
Goal
Supporting
Goals
Building
Blocks

5. JIT Building Blocks
 1. Product design
 2. Process design
 3. Personnel/organizational
elements
 4. Manufacturing
planning and control

6. 1. Product Design
 Standard parts
 Modular design
 Quality

7. Poke-Yoke (Fail Safe)
Design
 Change the process or resources
 Try to eliminate reliance on human
experience and knowledge
 Examples:
 Color-coded parts
 Templates
 Use of counters on operations
 Design plugs to only be inserted one way

8. 2. Process Design
 Small lot sizes
 Setup time reduction
 Manufacturing cells
 Limited work in process
 Quality improvement
 Production flexibility
 Little inventory storage

9. Benefits of Small Lot Sizes
Reduces inventory
Less storage space
Less rework
Problems are more apparent
Increases product flexibility
Easier to balance operations

11. Production Flexibility
 Reduce downtime by reducing
changeover time
 Use preventive maintenance to reduce
breakdowns
 Cross-train workers to help clear
bottlenecks
 Reserve capacity for important
customers

12. 3. Personnel/Organizational
Elements
 Workers as assets
 Cross-trained workers
 Continuous
improvement
 Cost accounting
 Leadership/project
management

13. 4. Manufacturing Planning and
Control
 Pull systems
 Visual systems
 Close vendor relationships
 Reduced transaction processing
 Preventive maintenance

14. JIT Purchasing
Long-termLong-term
contracts withcontracts with
suppliers.suppliers.
Long-termLong-term
contracts withcontracts with
suppliers.suppliers.
Only a fewOnly a few
suppliers.suppliers.
Only a fewOnly a few
suppliers.suppliers.
Parts deliveredParts delivered
in small lots.in small lots.
Parts deliveredParts delivered
in small lots.in small lots.
MinimalMinimal
inspection ofinspection of
materials.materials.
MinimalMinimal
inspection ofinspection of
materials.materials.
GroupedGrouped
payments topayments to
vendor.vendor.
GroupedGrouped
payments topayments to
vendor.vendor.

15. Pull/Push Systems
 Pull system: System for moving work where a
workstation pulls output from the preceding
station as needed. (e.g. Kanban)
 Push system: System for moving work where
output is pushed to the next station as it is
completed(eg:MRP)

16. Pre-JIT: Traditional Mass
Production
16

17. Post-JIT: “Lean Production”
17
Tighter coordination along the supply chain
Goods are pulled along
— only make and ship what is needed

18. Examples of Visual Controls
 5S-CANDO (arranging)
 Jidoka or autonomation
 Andon lights and buzzers announce tool status.
 kanban squares, cards, containers.
 Lines on the floor to mark reorder points
 Safety: colored labels for materials
 Statistical process control charts: should be
clearly visible.

19. 5S-CANDO
 5S-CANDO, a systematic approach to cleaning and
organizing the workplace, suppresses friction.
 Seiri = Clearing up
 "When in doubt, throw it out."
 Seitori = Organizing (Arranging)
 "A place for everything and everything in its place."
 Seiso = Cleaning (Neatness)
 Shitsuke = Discipline
 Seiketsu = Standardization (Ongoing improvement,
holding the gains)

20. Kanban System
( Kan=card, Ban= signal )
 Kanban is the Japanese word meaning “signal” or
“visible record”
 Card or other device that communicates
demand for work or materials from the preceding
station
 Paperless production control system
 Authority to pull, or produce comes
from a downstream process.

21. Kanban Example
Workcenter B uses parts produced by Workcenter A
How can we control the flow of materials so that B always
has parts and A doesn’t overproduce?

22. Kanban card: Signal to produce
When a container is opened by Workcenter B, its kanban card is
removed and sent back to Workcenter A.
This is a signal to Workcenter A to produce another box of parts.

23. Empty Box: Signal to pull
Empty box sent back. Signal to pull another full box into
Workcenter B.
Question: How many kanban cards here? Why?

24. Kanban No.Kanban No. 56789905678990
part No:part No: 66789X66789X
descriptiondescription 16ga. Copper Wire16ga. Copper Wire
unitsunits Ft.Ft.
reorder/lot qtyreorder/lot qty 2020
store locationstore location Row 12, Bin 6Row 12, Bin 6
suppliersupplier BICCBICC
supplier telsupplier tel 0208-891-01210208-891-0121
supplier partsupplier part RT45502RT45502
routing process
Name/location of next proces
Name/location of preceding process
container type & capacity
number of containers released
What does a Kanban card look like?

25. Customer
Supplier
Supplier
Supplier
Supplier
Final
Assembly
Fabric
Fabric
Fabric
Fabric Subass
Subass
Call (Kanban) & Pull
Call (Kanban) & Pull
Call (Kanban) & Pull

26. Summary JIT Goals and
Building Blocks
Product
Design
Process
Design
Personnel
Elements
Manufactur-
ing Planning
Eliminate disruptions
Make the system flexible
Reduce setup
and lead times
Eliminate waste
Minimize inventories
A
balanced
rapid flow
Ultimate
Goal
Supporting
Goals
Building
Blocks

27. (Work toward flexibility)
Process flexibility
Machine flexibility
Operator flexibility
Quick changeover with
short setup times
JIT goals
 Flexible enterprise;
 Only produce products needed;
 Reducing the inventory in process,
 finished goods and raw materials;
 Reduce costs of manufacturing;
 Creating space in the factory;
 Minor "lead time" in
manufacturing;
 Better customer service;
 Less waste;
 Greater return on investment.

28. The purpose of lean is to remove all forms of waste from the value
stream.
Waste is ‘anything other than the minimum amount of equipment,
materials, parts, space, and worker’s time, which are absolutely
essential to add value to the product.
— Shoichiro (Toyoda President,Toyota)
Understanding of friction, waste, or muda is the foundation of the lean
Manufacturing.
A job can consist of 75 percent waste (or even more).
The chief obstacle is the fact that waste often hides in plain sight

29. he role of inventory in traditional and JIT systems:
he water and the rocks metaphor
Material
quality
problems
Long
setups
Poor
training Break
downs
Material
handling
Traditional systems use inventory (water) to
buffer the process from problems (rocks)
that cause disruption.
Water = Inventory

30. he role of inventory in traditional and JIT systems:
he water and the rocks metaphor
Material
quality
problems
Long
setups
Poor
training Break
downs
Material
handling
JIT systems view inventory as waste and work to lower
inventory levels to expose and correct the problems
(rocks) that cause disruption.

31. he role of inventory in traditional and JIT systems:
he water and the rocks metaphor
Material
quality
problems
Long
setups
Poor
training Break
downs
Material
handling
Lowering the level of inventory is relatively easy to do.
However, the problems that arise must be corrected
quickly … Otherwise, without decoupling inventory, the
process will flounder.

33. Material Waste Hides in Plain
Sight
Cleaning
Tank 1
Cleaning
Tank 2
Dirty parts Clean parts
Clean
Water
Discard water
Clean
Water
The parts get clean, so no one questions this.
What is wrong with this picture?

34. Why Not Make the Water Work
Twice?
Cleaning
Tank 1
Cleaning
Tank 2
Dirty parts Clean parts
Discard water
Clean
Water
The almost clean water from the second tank is good
enough for use in the first tank. Water usage can be
cut 50 percent.

35. Forms of Waste:
 Overproduction
 Waiting time
 Transportation
 Processing
 Inventory
 Motion
 Product Defects

36. Recognize the Waste
 This principle has been stressed by:
 Henry Ford
 Taiichi Ohno (Toyota production system)
 Tom Peters (Thriving On Chaos)
 Shigeo Shingo
 J. F. Halpin (Zero Defects)

37. TPS Definitions of Waste
1. Overproduction
2. Waiting, including time in queue
3. Transportation (between workstations, or between
supplier and customer)
4. Non-value-adding activities
5. Inventory
6. Waste motion
7. Cost of poor quality: scrap, rework, and inspection

38. SEVEN WASTES
JIT ALWAYS INSISTED ON ELIMINATION OF
WASTES.SHIGCO SHINGO, A JAPANESE JIT
AUTHORITY IDENTIFIES 7 WASTES. TO HIM BY
ATTENDING TO THESE WASTE, THE IMPROVEMENT
IS ACHIEVED. THOSE 7 KINDS OF WASTAGES ARE:
1.Waste of stocks.
2.Waste of waiting.
3.Waste of processing.
4.Waste of defective production.
5.Waste of over production.
6.Waste of motion.
7.Waste of transportation.

39. Summary JIT Goals and
Building Blocks
Product
Design
Process
Design
Personnel
Elements
Manufactur-
ing Planning
Eliminate disruptions
Make the system flexible
Reduce setup
and lead times
Eliminate waste
Minimize inventories
A
balanced
rapid flow
Ultimate
Goal
Supporting
Goals
Building
Blocks

40. Setup Reduction
 Setup reduction is the process of reducing the
time required to convert from production of
the last good piece of unit A to the first good
piece of unit B.
 use methods engineering/common sense.
 Ideal lot size = 1.

41. Setup Reduction (Cont.)
 Setup activities:
 External: Operations performed while the
machine is running.
 Internal: Operations performed after the machine
is stopped.
 Setup…responsibility of the operator.

42. Continuous Flow Production
Flow with JIT
Traditional Flow
Customers
Suppliers
Customers
Suppliers
Production Process
(stream of water)
Inventory
(stagnant ponds) Material
(water in
stream)

43. SUMMARY
Key Features of the JIT Approach
Smooth, uniform production rateSmooth, uniform production rate
Pull method of productionPull method of production
Purchase is small lot sizesPurchase is small lot sizes
Quick, inexpensive setupsQuick, inexpensive setups
High quality of materialsHigh quality of materials
Effective preventive maintenanceEffective preventive maintenance
TeamworkTeamwork
Multiskilled workersMultiskilled workers

44. Benefits of JIT:
The main benefits of just in time manufacturing system
are the following:
1.Funds that were tied up in inventories can be used
elsewhere.
2.Areas previously used, to store inventories can be used for
other more productive uses.
3.Throughput time is reduced, resulting in greater potential
output and quicker response to customers.
4.Defect rates are reduced, resulting in less waste and
greater customer satisfaction.

45. Disadvantages of JIT:
• JIT REQUIRES SPECIALTRAININGS WITH
REORGANISATIONS OF POLICIES AND
PROCEDURE.
• RESISTANCETO CHANGE: JIT INVOLVES A
CHANGETHROUGH OUTTHEWHOLE
ORGANISATIONS, BUT HUMAN NATURE
RESISTS CHANGE.
• JIT REQUIRES MULTI-SKILLEDWORKERS WITH
FLEXIBILITYTO CHANGE. AND IT ISVERY HARD
TO FINDTHOSEWORKERS.

46. •Harley Davidson
•Toyota Motor Company
•General Motors
•Ford Motor Company
•Manufacturing Magic
•Hawthorne Management Consulting
•Strategy Manufacturing Inc.

48. Converting to a 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
 Value chain mapping

49. References:
 Operations & supply management- Chase,
Ravi Shankar….
 www.justintime.com
 Sdgi.com
 www.syspro.com