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JIT & Lean Production

This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

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Rana Muhammad Ayyaz Rasul
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261 views22 pages

JIT & Lean Production

This document discusses Just-in-Time (JIT) and Lean operations. It describes how JIT was developed by Toyota in the 1960s and expanded to other automakers and industries. The main elements of JIT are the elimination of waste, quality at the source, balanced and flexible workflow, respect for people, continuous improvement, simplification and visual control, focus on customer needs, and partnerships with key suppliers. The goals of JIT are to increase productivity, improve quality, and reduce costs through minimizing waste and inventory and promoting continuous process improvement.

Uploaded by

Rana Muhammad Ayyaz Rasul
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Just-in-Time and

Lean Operations

Instructed by
Muhammad Waqas Chughtai
What Are Toyota’s Secrets of
Success?
What Are Toyota’s Secrets of
Success?
Just-in-Time and
Lean Operations
Developments of JIT and
Lean Operations

 1960’s: Developed as Toyota Production


System by Taiichi Ohno and his colleagues
 1970’s: U.S. and European auto makers
began to apply JIT to improve quality and
productivity
 1990’s and beyond: Expanded the JIT
concept to streamline all types of operations
Definition of JIT

 JIT is set of techniques to increase, productivity,


improve quality, and reduce cost of an
operations.
 JIT philosophy means getting the right quantity
of goods at the right place and the right time
 A management philosophy to promote
elimination of waste and continuous
improvement of productivity
What Could Be the Expected
Benefits of JIT?
Main Elements of JIT

 Elimination of waste
 Quality at the source
 Balanced and flexible work flow
 Respect for people
 Continuous improvement (Kaizen)
 Simplification and visual control
 Focus on customer needs
 Partnerships with key suppliers
What is A “Waste?”
Why is Inventory Reduction
Important?
Quality at the Source

 Jidoka – autonomation (automatic


detection of defects, e.g., Poka-yoke)
 Employee empowerment
 Statistical process control
 Prevention orientation (elimination of root
causes through PDSA cycle)
Balanced and Flexible
Work Flow
 Yo-i-don (ready, set, go) system
 Stable production schedule
 Set-up time reduction
 Flow-shop and cellular layouts
 Shojinka (flexible & multi-skilled workforce)
 Teamwork
 Total productive maintenance (TPM)
Respect for People
 Productivity improvement needs employee support
 Demonstrate by
• providing cross-training opportunities
• creating a safe and equitable work environment
• encouraging people to achieve their potential by
giving them greater responsibility and authority
• promoting teamwork (formal and informal)
• developing partnerships with unions
Continuous Improvement
(Kaizen)
 Employee suggestion system
 Process improvement
 5S’s
• Seiri - organization
• Seiton - tidiness
• Seiso - purity
• Seiketsu - cleanliness
• Shitsuke - discipline
Simplification and Visual
Control

 Standard and simple product designs


 Music as signals
 Performance display systems
Focus on Customer Needs

 Customer needs determine the “value” of


a product or service
 Be responsive to customers needs
(present and future)
 Strive to “delight,” not just “satisfy”
customers
Partnerships with Suppliers

 Reduce number of suppliers


 Use long-term contracts
 Emphasize price, delivery, and services
 Improve communication
 Share information
 Develop local just-in-time delivery
 Provide technical support to suppliers
JIT Implementation
 Top management commitment
 Steering committee
 Education program
 Pilot project planning
 Employee training
 Pilot implementation
 Pilot post mortem
 Feedback to steering committee
 Expansion to next project
Advancements in JIT (JIT II)
 Backwards Integration of staff and line
functions to suppliers (e.g., purchasing)
 On-site supplier representative(s) with
transaction processing authority
How Can JIT Be Applied to Non-
Manufacturing Operations?
What Are Toyota’s Secrets of
Success?
Thanks

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