JUST-IN-TIME (JIT) PRODUCTION Just-in-time (JIT) is defined in the APICS dictionary as a philosophy of manufacturing based on planned elimination of all

waste and on continuous improvement of productivity. It also has been described as an approach with the objective of producing the right part in the right place at the right time (in other words, just in time). Waste results from any activity that adds cost without adding value, such as the unnecessary moving of materials, the accumulation of excess inventory, or the use of faulty production methods that create products requiring subsequent rework. JIT (also known as lean production or stockless production) should improve profits and return on investment by reducing inventory levels (increasing the inventory turnover rate), reducing variability, improving product quality, reducing production and delivery lead times, and reducing other costs (such as those associated with machine setup and equipment breakdown). In a JIT system, underutilized (excess) capacity is used instead of buffer inventories to hedge against problems that may arise. JIT applies primarily to repetitive manufacturing processes in which the same products and components are produced over and over again. The general idea is to establish flow processes (even when the facility uses a jobbing or batch process layout) by linking work centers so that there is an even, balanced flow of materials throughout the entire production process, similar to that found in an assembly line. To accomplish this, an attempt is made to reach the goals of driving all inventory buffers toward zero and achieving the ideal lot size of one unit. The basic elements of JIT were developed by Toyota in the 1950's, and became known as the Toyota Production System (TPS). JIT was well-established in many Japanese factories by the early 1970's. JIT began to be adopted in the U.S. in the 1980's (General Electric was an early adopter), and the JIT/lean concepts are now widely accepted and used. Some Key Elements of JIT 1. Stabilize and level the MPS with uniform plant loading (heijunka in Japanese): create a uniform load on all work centers through constant daily production (establish freeze windows to prevent changes in the production plan for some period of time) and mixed model assembly (produce roughly the same mix of products each day, using a repeating sequence if several products are produced on the same line). Meet demand fluctuations through end-item inventory rather than through fluctuations in production level. Use of a stable production schedule also permits the use of backflushing to manage inventory: an end items bill of materials is periodically exploded to calculate the usage quantities of the various components that were used to make the item, eliminating the need to collect detailed usage information on the shop floor. 2. Reduce or eliminate setup times: aim for single digit setup times (less than 10 minutes) or "one-touch" setup -- this can be done through better planning, process redesign, and product redesign. A good example of the potential for improved setup times can be found in auto racing, where a NASCAR pit crew can change all four tires and put gas in the tank in under 20 seconds. (How long would it take you to change just one tire on your car?) The pit crews efficiency is the result of a team effort using specialized equipment and a coordinated, wellrehearsed process. 3. Reduce lot sizes (manufacturing and purchase): reducing setup times allows economical production of smaller lots; close cooperation with suppliers is necessary to achieve reductions in order lot sizes for purchased items, since this will require more frequent deliveries. 4. Reduce lead times (production and delivery): production lead times can be reduced by moving work stations closer together, applying group technology and cellular manufacturing concepts, reducing queue length (reducing the number of jobs waiting to be processed at a given machine), and improving the coordination and cooperation between successive

processes; delivery lead times can be reduced through close cooperation with suppliers, possibly by inducing suppliers to locate closer to the factory. 5. Preventive maintenance: use machine and worker idle time to maintain equipment and prevent breakdowns. 6. Flexible work force: workers should be trained to operate several machines, to perform maintenance tasks, and to perform quality inspections. In general, JIT requires teams of competent, empowered employees who have more responsibility for their own work. The Toyota Production System concept of respect for people contributes to a good relationship between workers and management. 7. Require supplier quality assurance and implement a zero defects quality program: errors leading to defective items must be eliminated, since there are no buffers of excess parts. A quality at the source (jidoka) program must be implemented to give workers the personal responsibility for the quality of the work they do, and the authority to stop production when something goes wrong. Techniques such as "JIT lights" (to indicate line slowdowns or stoppages) and "tally boards" (to record and analyze causes of production stoppages and slowdowns to facilitate correcting them later) may be used. 8. Small-lot (single unit) conveyance: use a control system such as a kanban (card) system (or other signaling system) to convey parts between work stations in small quantities (ideally, one unit at a time). In its largest sense, JIT is not the same thing as a kanban system, and a kanban system is not required to implement JIT (some companies have instituted a JIT program along with a MRP system), although JIT is required to implement a kanban system and the two concepts are frequently equated with one another.

1. Pengamalan sistem tarik terhadap aliran bahan-bahan : - kerja bergerak tepat pada waktunya untuk operasi berikutnya - komponen tertentu hanya akan diambil daripada stesen atau proses sebelumnyabila diperlukan sahaja Aliran JIT DD pelanggan menggiatkanpengeluaran , bahan BETUL-BETULdiperlukan oleh pelanggan. 2 . Pengekalan kualiti yang tinggi secara KONSISTEN : - meminimumkan kecacatan produk - mengelakkan kerja semula bagi tujuanpembetulan/ pembaikan - amalan TQM ( Pengurusan KualitiMenyeluruh ) : penglibatan setiap pihakdalam memupuk komitmen. contoh :peningkatan proses komunikasi yang lebihbaik 3 . Penekanan kepada saiz lot yang sekecil mungkn: - dapat mengurangkan kos pergudangan - membenarkan penjadualan yang lebihfleksibel - menjimatkan masa dan ruang dalampengendalian inventori - menyeragamkan beban kerja antarastesen kerja - ruang menyimpan inventori bolehdigunakan untuk perkara yang lebihproduktif 4 . Masa Penyediaan yang Pendek - pekerja diberi latihan yangsecukupnya untuk melakukanpemasangan sendiri - meningkatkan masa yangproduktif - meminimakan kos operasi 5 . Beban Stesen kerja yang seragam

- setiap individu melakukan beban kerjayang seragam 6 . Komponen dan kaedah kerjayang sama - meningkatkan kemahiranpekerja kerana prosespengulangan kerja - akan meningkatkanproduktiviti 7. Hubungan rapat dengan pembekal - ini memastikan prosespengeluaran berjalan denganlancar - mengurangkan bilanganpembekal - meningkatkan kerjasamadengan pembekal untukjangkamasa panjang 8 . Keanjalan Tenaga Kerja - pekerja adalah multi-fungsian dan mampu mengendalikan lebihdaripada satu operasipengeluaran - boleh dipinjam ke stesen-stesen lain semasa kesesakandan ketidakhadiran 9 . Susun Atur ProsesPengeluaran mengikut Produk - mengurangkan kospengendalian dan menjimatkanruang - satu produk satu ruang 10. Penyenggaraan pencegahan: - penjagaan mesin dan peralatansecara baik kerana mempunyai satupasukan penyenggaraan dalamkilang - mesin-mesin perlu diselenggarasetiap masa untuk mengelakkan pengendalian operasi pengeluaran