Just-In-Time
Manufacturing
David Comita
Arielle Herold
Jaslyn Moore
Shanelle Williamson
Introduction
Just-In-Time or JIT Manufacturing is a
management philosophy that improves
businesses by decreasing inventory and the
costs associated with it. JIT focuses on
constant improvement of manufacturing’s
organizations return on investment, quality
and efficiency.
Outline
O History
O Philosophy
O JITs approach to Manufacturing
O Strengths
O Weaknesses
O Real Life Examples
History
O JIT was first developed within Toyota
manufacturing plants by Taiichi Ohno during
the early 1970s.
O “The oil embargo probably triggered his
theory, the program was intended to avoid
wastes, reduce inventories and increase
production efficiency in order to maintain
Toyota’s competitive edge” (Lorefice).
History
O “JIT is a Japanese management philosophy which
has be applied in practice since the early 1970s
in many Japanese manufacturing organizations.
It was first developed and perfected within the
Toyota manufacturing plants by Taiichi Ohno as a
means of meeting consumer demands with
minimum delays.
O “Toyota realized that JIT would only be successful
if every individual within the organization was
involved and committed to it, if the plant and
processes were arranged for maximum output
and efficiency, and if quality and production
programs were scheduled to meet demands
exactly” (JIT Just-in-Time manufacturing).
Philosophy
O A management philosophy that continuously
focuses on integrating and streamlining the
manufacturing system into the simplest
process possible.
O A devotion to the process of continuously
striving to minimize elements in
manufacturing system that restrain
productivity.
JITs approach to
Manufacturing's
Goal#1 :Design for optimum quality and cost
and ease of manufacturing
O Design for customer satisfaction
O Reduce the cost of manufacturing.
O Design products for manufacturability
O Use only proven technology.
O Use design standardization
O Simplify product design
O Design for ease of construction and assembly
O Minimized design and production cost
O Design for product strength
Application of Goal #1
O Monitor customers request and problems
O Use production and supplier involvement in
the design process
O Have a formal design acceptance based on
production goals
O Set formal goals on production performance
O Minimize the cost of labor, materials and
equipment in production
Goal#2:Minimized the resources expanded to
produce a product
O Integrate and optimize every step in
manufacturing process
O Build product to specification
O Use work cell and pull production process
O Locate and remove source of excess inventory
O Set manufacturing standards at zero defects
O Have each function be responsive for its own
quality
Application of Goal#2
O Eliminate idleness in production system
O Establish goals requiring continuous
improvement in the manufacturing system
O Remove all forms of gate inspection from
the production system
O Establish production responsibility for
product quality
Goal#3:Be responsive to the customer
O Provided customer with he or she wants
O Develop manufacturing flexibility
O Design product to meet costumer requirements
O Reduce manufacturing lead time
O Provide product on schedule
O Provide product at the expected quality level
Application of Goal #3
O Continually monitor customer satisfaction
O Have engineers meet with customers
O Use kanban system for triggering production
O
O
O
O
requirements
Eliminate all unnecessary inventory
Reduce or eliminate lead time from: supplies,
overhead processes and manufacturing functions
Use flexible production processes and equipment
Train employees to operate a wide variety of process
Goal#4:Develop and trust open relationship
with both suppliers and customers
O Gain supplier and customer confidence in the
company’s ability to maintain commitments
O Develop processes and procedure necessary to
commitments.
O Use open kimono policy to develop supplier and
costumer confidence
O Use long-term contracts
Application to Goal#4
O Stabilize the supplier base
O Fail-safe the production process
O Give employees the authority to stop the
production process (if needed)
O Set a company wide policy of doing the job
right
O Deliver quality product on schedule.
Goal#5: Develop the commitment with each
function and employee to improve the total
manufacturing system
O Do each job right every time
O Use an open approach to planning and
implementing a JIT system
O Focus on prevention of problems rather than
the resolution of problem after they occur
O Continuously educate employees with regard to
the need of supplier, costumers and the
production process
Application of Goal#5
O Design production systems with intent to
prevent problems
O Establish a company wide defect prevention
O Program
O Use total quality control and statistical
process control techniques.
Weakness
O Requires considerable discipline on the part
of every worker and supervisor; e.g.
O Don’t work if no Kanban
O Don’t lose Kanbans
O Requires “pushing” for long lead-time raw
materials and components (or huge
inventories)
O “Entropy”; i.e., explosion of WIP and Finished
Goods for Products with Lots of Variety
Strengths
O Shop floor makes and implements
decision’s in response to the “Pull” on the
system
O Status of shop floor easy for management to
see
O Designed to respond quickly to:
O Past events
O Future events (if carefully planned in
advance by management)
Real life Example
Real Life Example
Real Life Example
Real Life Example