jit

Just-In-Time (JIT)

Name: Deepak kumar sahoo

Roll no: MT14IND007

Department: Industrial engg..

Institute: VNIT

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Just-In Time Just-In-Time is defined as "the production of the

minimum number of different units, in the smallest possible quantities, at the latest possible time, thereby eliminating the need for inventory.

JIT- do it right in the first time.

JIT- production is based on demand.

JIT exceeds the concept of inventory reduction; it is an all-encompassing philosophy geared to eliminate waste, anything that does not add value.

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Just-in-Time

JIT philosophy means getting the right quantity of goods at the right place and the right time

A broad JIT view – or lean production/lean systems - is one that encompasses the entire organization

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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.

JIT is now on the rise in American Industries.

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JIT Means …

Keeping work flows moving

Eliminating inventories

Reducing travel distances

Eliminating defects and scrap

Maximizing usage of space

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Continuous Flow Production

Flow with JIT

Traditional Flow

CustomersSuppliers

Customers

Suppliers

Production Process (stream of water)

Inventory (stagnant ponds) Material

(water in stream)

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Characteristics of Lean Systems: Just-in-Time Pull method of materials flowPull method of materials flow Consistently high qualityConsistently high quality Small lot sizesSmall lot sizes Uniform workstation loadsUniform workstation loads Standardized components and work Standardized components and work methodsmethods Close supplier tiesClose supplier ties Flexible workforceFlexible workforce Preventive maintenancePreventive maintenance

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Pull system: System for moving work where a workstation pulls output from the preceding station as needed (control-based systems that signals the requirement for parts as they are needed in reality).

Push system: System for moving work where output is pushed to the next station as it is completed (planning-based systems that determine when workstations will probably need parts if everything goes according to plan)

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Pull system No operation can produce goods until it has

received a signal from its customers. When the operator gets a signal from the customer, he then has authorization to produce a certain number of parts in a specific time period.

The most effective pull (kanban) signals are visual indicators such as empty containers or empty floor space. If you have an empty container, fill it up; if you have no container then do not produce that part..

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JIT Demand-Pull Logic

Customers

Sub

Sub

Fab

Fab

Fab

Fab

Vendor

Vendor

Vendor

Vendor

Final Assembly

Here the customer starts the process, pulling an inventory item from Final Assembly…

Here the customer starts the process, pulling an inventory item from Final Assembly…

Then sub-assembly work is pulled forward by that demand…

Then sub-assembly work is pulled forward by that demand…

The process continues throughout the entire production process and supply chain

The process continues throughout the entire production process and supply chain

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Kanban Kanban: Card or other device that communicates

demand for work or materials from the preceding station

Kanban is the Japanese word meaning “signal” or “visible record”

Paperless production control system

The idea behind this system is to authorize materials for production only if there is a need for them.

Through the use of Kanban authorization cards, production is “pulled” through the system, instead of pushed out before it is needed and then stored.

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Kanban Process 12

Push system 13

Quality

It means satisfying the customer need.

The steps toward attaining a quality product are to first define the requirements, get the process under control, and then keep the process under control.

If customer is unsatisfied, find the root cause problem.

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Getting to the root cause 15

Keeping process under control

Statistical Process Control (SPC) is a method of managing a process by gathering information about it and using that information to adjust the process to prevent problems from occurring.

Using Poka- yoke theory.

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Uniform work station load

Uniform Plant Load states that balance between operations is more important than speed, and ideally we should never produce faster than the customer requirement rate

The concept of Uniform Plant Load incorporates two radically different facets of production. They are rate of production (cycle time) and frequency of production (level loading).

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Level loading 18

Traditional Systems Compared to JIT

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Priorities

Traditionally Accept all customer orders Provide a large number of options from

which customers may order

JIT low cost/high quality within limited

market

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Engineering

Traditional design custom

outputs JIT

design standard outputs

incremental improvements

design for manufacturability (DFM)

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Layout Traditional

job shop approach of using widely spread-out equipment with space for stockrooms, tool cribs, and work-in-process inventories between the equipment

To handle and move all this inventory, automated or semi automated materials handling equipment (conveyors, forklifts) is required, which takes even more space.

JIT Equipment is moved as close together as possible

so that parts can be actually handed from one worker or machine to the next.

Use of cells, and flow lines dictates small lots of parts with minimal work-in-process and material-moving equipment.

manual transfer

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Workforce Traditional

competitive attitude between workers and managers status symbols and privileges much of the employees’ time is nonworking time:

looking for parts, moving materials, setting up machines, getting instructions, and so on. When actually working, they tend to work fast.

JIT broadly skilled flexible workers who can uncover

and solve problems cooperative attitudes

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Inventories

Traditional used to buffer

operations large WIP buffers

JIT inventory is seen as

an evil small WIP buffers

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Scrap Unreliable suppliers

Capacity imbalance

Inventory Hides Problems25

Suppliers

Traditional suppliers treated as

adversaries multiple sourcing

JIT supplier considered

part of team single-sourcing

agreements supplier certification

programs

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Planning and Control

Traditional focus is on planning planning complex and computerized

JIT focus is on control procedures kept simple and visual rather than planning and forecasting for an

uncertain future, the firm attempts to respond to what actually happens in real time with flexible, quick operations.

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Quality

Traditional inspect goods at critical points scrap rates tracked

JIT goal is zero defects workers themselves inspect parts

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Maintenance Traditional

corrective maintenance, repairing a machine when it breaks down

done by experts who do nothing but repair broken equipment

equipment run fast JIT

preventive maintenance, conducting maintenance before the machine is expected to fail, or at regular intervals.

done by equipment operators equipment run slow (minimizes their chance

of breakdown while maximizing their output)

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Barriers in India for implementing jit Management: Management is cited a major

attribute of Lean barrier if management has lack of focus for Lean Manufacturing, does not creates urge of urgency, does not provides support to Lean Manufacturing activities and does not have long term vision, itself turn out to be a barrier in Lean Manufacturing implementation.

Conflicts: Conflicts with Other program are prominent barrier in Lean Manufacturing implementation.

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Barriers in India for implementing jit Employee: having resistance to change major

reason as having a fear of failure, lower confidence and lesser capability to collaborate for common projects becomes big barrier in Lean Manufacturing implementation.

Financial: Lean Manufacturing many times does not produce any direct financial payback rather it supports the process of identification and elimination of waste hence reduction of cost.

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COMPANIES THAT USE JIT There are so many companies that are using

JIT planning. Any car, motorbike or aircraft manufacture uses JIT. This means that the examples are countless. For example,

ToyotaDellHarley DavidsonWalmart McDonaldsXerox

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Typical Benefits of JIT

Cost savings: inventory reductions, reduced scrap, fewer defects, fewer changes due to both customers and engineering, less space, decreased labor hours, les rework.

Revenue increases: better service and quality to the customer.

Investment savings: less space, reduced inventory, increased the volume of work produced in the same facility.

Workforce improvements: more satisfied, better trained employees.

Uncovering problems: greater visibility to problems that JIT allows, if management is willing to capitalize on the opportunity to fix these problems.

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Potential Problems Implementing JIT

Applicable primarily to repetitive operations

Requires discipline

Based on cooperation and trust

Requires change of philosophy

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Summary

JIT- A philosophy of continuous improvement that puts emphasis on prevention rather than correction, and demands a company wide focus on quality.

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Refrences

Singh B., Garg S.K., Sharma S.K, (2010), Scope for Lean implementation: a survey of 127 Indian industries"", International Journal of Rapid Manufacturing, Vol. X, No. Y, pp1-11.

“http://en.wikipedia.org/wiki/Just_in_time http://www.slideshare.net/swatiluthra5/ju

st-in-time-manufacturing-ppt-31477037 http://www.slideshare.net/manojlawate/

just-in-time-16335484?related=1

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THANK YOU

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Questions: 1. Explain the concepts of JIT? 2. How JIT helps in eliminating wastes in

industry? Explain it through example. 3. Differentiate between traditional

manufacturing system & JIT manufacturing system?

4. Why India fails in implementing JIT? 5. List out the merits & demerits of JIT

implementation? Also explain problem faced by industry while implementing JIT.

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