JUST-IN-TIME (JIT)

A philosophy originating from the Japanese

auto maker where TAIICHI OHNO developed
the Toyota Production System (Ohno, 1988).

The basic idea behind JIT is to PRODUCE ONLY

WHAT YOU NEED, WHEN YOU NEED IT.

It aims at creating manufacturing system that

is a response to the market needs by
ELIMINATING ALL WASTE AND SEEKING
CONTINUOUS IMPROVEMENT.

JUST-IN-TIME (JIT)

The system operates with LOW WIP (WORK-INPROCESS) INVENTORY and often with VERY LOW
FINISHED GOODS INVENTORY.
INVENTORY

Products are assembled just before they are

sold, subassemblies are made just before they
are assembled and components are made and
fabricated just before subassemblies are made.

This leads to LOWER WIP and REDUCED LEAD

TIMES.
TIMES

JUST-IN-TIME (JIT)

According to Voss, JIT is viewed as a

Production methodology which aims to
improve overall productivity through
elimination of waste and which leads to
improved quality.

JIT provides an EFFICIENT production in an

organization and delivery of only the
NECESSARY parts in the RIGHT quantity, at
the right time and place while using MINIMUM
facilities.

JUST-IN-TIME (JIT)

JIT manufacturing is a production model in

which ITEMS ARE CREATED TO MEET DEMAND,
DEMAND
not created in surplus or in advance of need.

Just-in-time means making MAKING ONLY

WHAT IS NEEDED, WHEN IT IS NEEDED, AND
IN THE AMOUNT NEEDED.

JUST-IN-TIME (JIT)

The JIT concept was described by Henry Ford in his book,

My Life and Work:
We have found in buying materials that it is not
worthwhile to buy for other than immediate needs. We buy
only to fit into the plan of production, taking into
consideration the state of transportation at the time. If
transportation were perfect and an even flow of materials
could be assured, it would be necessary to carry any stock
whatsoever. The carloads of raw materials would arrive on
schedule and in the planned order and amounts, and go
from the railway cars into production. That would save a
great deal of money, for it would give a very rapid turnover
and thus decrease the amount of money tied up in
material.

Toyota adopted the JIT in the Toyota Production Systems

(TPS), as a means of eliminating the seven wastes.

However, it was not at the Ford Motor Company that

Toyota representatives saw the JIT model in action.
When Toyota toured plants in the United States in 1956,
Ford had not yet fully implemented the JIT model.

It was at PIGGLY WIGGLY,

WIGGLY the first self-service grocery
chain, that Toyota representatives saw JIT demonstrated
and that was the model they based their system on.

SEVEN WASTES

Shiego Shingo, a Japanese JIT authority and

engineer at the Toyota Motor Company
identifies seven wastes as being the targets of
continuous improvement in production
process. By attending to these wastes, the
improvement is achieved.

Waste is considered in the widest sense as

any activity which does not add value to the
operation.

Types of
Wastes
Over
Production

This is classified as the greatest source of waste and

is an outcome of producing more than what is needed
by the next process.
Waste of over production eliminate by reducing setup times, synchronizing quantities and timing
between processes, layout problems. Make only what
is needed now.

Waiting Time

This is the time spent by labor or equipment waiting

to add value to a product. This may be disguised by
undertaking unnecessary operations which are not
immediately needed.
Waste of waiting eliminate bottlenecks and balance
uneven loads by flexible work force and equipment.

Transport

Unnecessary transportation of WIP is another source

of waste.
Waste of transportation establish layouts and
locations to make handling and transport
unnecessary if possible. Minimize transportation and

Types of
Wastes
Process

Some operations do not add value to the product but

are simply there because of poor design or machine
maintenance.
Improved design or preventive maintenance should
eliminate these processes

Inventory

Inventory of all types is considered as wastes and

should be eliminated.

Motion

Simplification of work movement will reduce waste

caused by unnecessary motion of labor and
equipment

Defective
Goods

The total costs of poor quality can be very high and

will include scrap material, wasted labor time and
time expediting orders and loss of goodwill through
missed delivery dates.

BENEFITS OF JIT

The most significant benefit is to improve the

responsiveness of the firm to the changes in the
market place thus providing an advantage in
competition. Following are the benefits of JIT:

Product costs is greatly reduced due to reduction of

manufacturing cycle time, reduction of waste and
inventories and elimination of non-value added operation.
Quality is improved because of continuous quality
improvement programmes
Design due to fast response to engineering change,
alternative designs can be quickly brought on the shop floor
Productivity improvement
Higher production system flexibility
Administrative and ease and simplicity

CONTINUOUS IMPROVEMENT

Continuous improvement of KAIZEN,

KAIZEN the
Japanese term, is a philosophy which believes
that IT IS POSSIBLE TO GET TO THE IDEALS OF
JIT BY A CONTINUOUS IMPROVEMENTS OVER
TIME.

JIT PULL SYSTEMS

The idea of the PULL system comes from the

need to reduce inventory within the production
system.

In a PUSH system, a schedule pushes work on

machines which is then passed to the next work
center.

The PULL system comes from the idea of a

supermarket in which items are purchased by a
customer only when needed and are replenished
as they are removed.

KANBAN SYSTEM

The KANBAN System has also been called the

Supermarket method because the idea behind
it was borrowed from supermarkets.

To implement a PULL system a kanban (Japanese

for card or sign) is used to pass information
through the production system.

Each kanban provides information on the part

identification, quality per container that the part
is transported in and the preceding and next
work station.

KANBAN SYSTEM

There are two types of kanban system, the

single-card and two-card.

The single-card system uses only one type of

kanban card called the conveyance kanban
which authorizes the movement of parts