Just-in-time

Repetitive production system in

which processing and movement
of materials and goods occur
just as they are needed, usually
in small batches.
Just-in-time

Used to refer to a production system in

which both the movement of goods during
production and deliveries from suppliers are
carefully timed so that at each step of the
process the next (usually small) batch arrives
for processing just as the preceding batch is
completed.
Just-in-time

It is characterized of lean production

systems, which operate with very little
“fat”
Ex: excess inventory
extra workers
wasted space
Just-in-time
Just-in-time
 JIT originated in Japan at Toyota Motor Co, fueled
by a need to survive the devastation post WWII
 JIT gained worldwide prominence in the 1970s
 Often termed “Lean Production” or “Lean
Systems”
 Broad view that entire organization has the same
goal to serve customers
 Philosophy of
Just-in-Time

 JIT is built on simplicity – simpler is better

 Visibility – all waste must be visible to be
identified and eliminated
 Flexibility – to adapt to changes in
environment
• it goes beyond inventory control and encompasses the entire system
of production.
• To sum up
• Is an approach that seeks to eliminate all sources of waste in
production activities by providing the right part at the right place
at the right time.
• Elimination of waste and variability
• Pull verses Push System
• Manufacturing Cycle System
• Exact delivery schedule
• Quality of product is improved
• Satisfying market demand without delay in delivery
• JIT helps in effective communication and reduce waste
• Consists of various slogans and idealistic goals
such as lot size of one, zero inventories and
zero defects.
• A set of techniques, some fairly technical that relate to
machine change overs, layout design, product
simplification, quality training, equipment maintenance.
• Eliminate disruptions.
• Make the system flexible.
• Reduce setup times and lead times
• Minimize inventory.
• Eliminate waste.
a. Over production
b. Waiting time
c. Unnecessary transporting
d. Inventory
e. Processing waste
f. Inefficient work methods
g. Product defects
1. Product Design
2. Process Design
3. Personnel or Organizational Elements
4. Manufacturing Planning and Control
a. Standard Parts
b. Modular Design
c. Quality
1. Small lot sizes
2. Setup time reduction
3. Manufacturing cells
4. Limited work in process
5. Quality improvement
6. Production flexibility
7. Little inventory storage
• In both the production process and deliveries from
suppliers yield a number of benefits that enable JIT
system to operate effectively.
• Reduces carrying costs
• Space requirements
• Small variety of products
• Setup tools and equipment and setup procedures must be
simple and standardized. Multipurpose equipment or
attachment can help to reduce setup time.
• The cells are highly specialized and efficient production
centers.
• Cells contain the machines and tools needed to process
• Occurrence of quality defects during the process can disrupt the
orderly flow of work.

• Examples:
• improvement in health care services,health status
1. QI as systems and processes
2. Focus on patients
3. Focus on being part of the team
4. Focus on use of the data
• The overall goal of a JIT system is to achieve the ability
to process a mix of products in a smooth flow.
• JIT systems are designed to minimize inventory
storage.
1. Workers as assets
2. Cross-trained workers
3. Continuous improvement
4. Cost accounting
5. Leadership/project management
• A fundamental tenet of the JIT philosophy is that workers
are assets.
• Workers are cross-trained to perform several parts of a
process and operate a variety of machines.
• Workers in a JIT system have greater responsibility for
quality than workers in traditional systems,and they are
expected to be involved in problem solving and
continuous improvement.
• Accounting methods sometimes distort overhead
allocation because they allocate it on the basis of direct
labor hours.
• Another feature of JIT relates to leadership. Managers
are expected to be leaders and facilitators, not order
givers.
Manufacturing Planning
and Control
• JIT systems place a strong emphasis
on achieving stable, level daily mix
schedules.
• A level production schedule requires
smooth production.
• Mixed-model sequencing begins with daily production
requirements of each
Model Daily Quantity
A 10
B 15
C 5
• Issues to be resolved:
• Which sequence to be use
• How many times the sequence should be repeated daily
• How many units of each model to produce in each cycle
 Model Daily Quantity
A 10
B 15
C 5
Model Daily Quantity Units per Cycle
A 10 10/5 =2
B 15 15/5= 3
C 5 5/5 = 1
 Model Daily Quantity
A 7
B 16
C 5

Cycles 1 2 3 4 5
Pattern A B(3)C A(2)B(3)C AB(4)C A(2)B(3)C AB(3)C
Extra A B A
Units
 MODELS Daily Quantity
A 8
B 16
C 5

Cycles 1 2 3 4 5
Pattern A (2)B(3)C AB(3)C A(2)B(4)C AB(3)C A(2)B(3)C
Extra Units A AB A
• The terms push and pull are used
to describe two different systems
for moving work through a
production process.
 when work is finished at
workstation the output is pushed to the
next station or in the case of the final
operation, it is pushed on to final
inventory.
• Control of moving the work rest with the
following operation; each workstation pulls the
output from the preceding station as it needed;
output of the final operation is pulled by
customer demand or the master schedule.
• A system can communicate such demand in
variety of ways, including a shout or a
wave, but by far the most commonly used
device is the kanban card.
• Japanese word which means signal or
Visible record
 N= DT(1 + X)
C

N = Total number of containers

D= Planned usage rate of using work center
T = Average waiting time for replenishment of parts plus average production
time for a container of parts
X = Policy variable by management that reflects possible inefficiency in the
system
C= Capacity of a standard container
• Usage at work center is 300 parts per day, and a standard container holds
25 parts. It takes an average of .12 day for a container to complete a
circuit from the time a kanban card is received until the container is returned
empty. Compute the number of Kanban Cards(containers) needed if X = 20

N=?
D = 300 parts per day
T = .12 day
C = 25 parts per container
X = .20
N= 300(.12)(1+.20)
25
N= 1. 728
• JIT system typically have close relationships
with vendors, who are expected to provide
frequent small deliveries of high – quality
goods.
• Traditional manufacturing system often
have many built-in transaction that do not
add value.
• Logistical transaction- includes ordering, execution and
confirmation or material transported from one location to another.
• Balancing transactions - include forecasting, production
planning, production control, procurement, scheduling, and order
processing.
• Quality Transaction - determining and communicating
specifications, monitoring, recording, and follow-up activities.
• Change Transaction-primarily involve engineering changes
and the ensuing changes generated in specifications, bills of
material, scheduling, processing instruction, and so on
TRADITIONAL
BUYER

supplier supplier
supplier
supplier
supplier
supplier
TIERED BUYER

supplier

supplier supplier

supplier
supplier supplier supplier
supplier
supplier
 Make sure top management is committed to the conversion and that they
know what will be required.
 Study the operations carefully
 Obtain the support and cooperation of workers.
 Begin by trying to reduce setup times while maintaining the current
system.
 Gradually convert operations, beginning at the end of the process
and working backward.
 Convert suppliers to JIT and be prepared to work closely with them.
 Be prepared to encounter obstacle to conversion.
 Management may not be totally committed or may be unwilling to devote
the necessary resources to conversion.
 Workers and or management may not display cooperative spirit.
 Suppliers may resists for several reasons:
 Buyers may not be willing to commit the resources necessary to help them adapt to
the JIT system
 They may be uneasy about long-term commitments to a buyer.
 Frequently, small deliveries are difficult.
 Burden of quality control will shift to the supplier
 Engineering changes may result from continuing JIT improvements by the buyer.
 Services can and do benefit from many JIT concepts. When JIT is used in the
context of services, the focus is often on the time needed to provide a service –
because speed is often an important order winner for services.
• Some of the ways JIT benefits can be achieved in services:

Eliminate disruptions.

Make the system flexible.

Reduce set-up and processing time.

Eliminate waste.

Minimize work-in-process.

Simplify the process, especially when customers are part of the system.
• Diane Elizabeth B. Camansag
• David Evangelista
• Trixie Sarmiento
• Kiesel Yang
• Aleiza Manibo
• Leona Angelica Leviste

Just-in-time