JITmanufacturing[1]

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JustJust--InIn--Time ManufacturingTime Manufacturing

Matt SchmidtMatt Schmidt

Penn State UniversityPenn State University

OISM 470WOISM 470W


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JustJust--InIn--Time Manufacturing?Time Manufacturing? What is JIT Manufacturing?What is JIT Manufacturing?

Where did it come from?Where did it come from?

What are the main principles?What are the main principles?

Is it easy to Implement?Is it easy to Implement?

What phrase best describes JIT?What phrase best describes JIT?


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JustJust--In Time ManufacturingIn Time Manufacturing

JITJIT-- A philosophy ofA philosophy of continuous improvementcontinuous improvementthat puts emphasis on prevention rather thanthat puts emphasis on prevention rather than

correction, and demands a company wide focuscorrection, and demands a company wide focuson quality.on quality.

JITJIT-- operational management approach tooperational management approach toachieve world class manufacturing.achieve world class manufacturing.

JITJIT-- production is based on demandproduction is based on demand


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History of JIT ManufacturingHistory of JIT Manufacturing Evolved in Japan after World War II, as a result ofEvolved in Japan after World War II, as a result of

their diminishing market share in the autotheir diminishing market share in the auto

industry.industry.

Toyota Motor CompanyToyota Motor Company-- Birthplace of the JITBirthplace of the JITPhilosophy Under Taiichi Ohno.Philosophy Under Taiichi Ohno.

W. Edwards DemingW. Edwards Deming

14 points for Management14 points for Management

JIT is now on the rise in American Industries.JIT is now on the rise in American Industries.


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Principles Of JIT ManufacturingPrinciples Of JIT Manufacturing Total Quality ManagementTotal Quality Management

Production ManagementProduction Management

Supplier ManagementSupplier Management

Inventory ManagementInventory Management

Human Resource ManagementHuman Resource Management


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Total Quality ManagementTotal Quality Management

Seek longSeek long--term commitment to qualityterm commitment to quality

efforts with continuous improvementefforts with continuous improvement

Quality must be a higher priority than costQuality must be a higher priority than cost

Minimizing wasteMinimizing waste


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Total Quality ManagementTotal Quality Management Eliminate Quality InspectorsEliminate Quality Inspectors

Quality is everyones responsibilityQuality is everyones responsibility

Do it right the first timeDo it right the first time


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Production ManagementProduction Management Pull System vs. Push SystemPull System vs. Push System

Pull = Made to orderPull = Made to order

Push = Made for inventoryPush = Made for inventory

Flexability of the systemFlexability of the system

Design For TestabilityDesign For Testability In the processIn the process

PokaPoka--Yoke= MistakeYoke= Mistake--proofingproofing

Throughout entire processThroughout entire process


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Reduced lot sizes= Shorter cycle timesReduced lot sizes= Shorter cycle times

Eliminate disruptions in the processEliminate disruptions in the process

Standardized Parts/ SimplicityStandardized Parts/ Simplicity


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Production ManagementProduction Management Communication TechniquesCommunication Techniques

Completion of taskCompletion of task--KanbanKanban

ProblemProblem-- AndonAndon or siren/lightor siren/light

Stopping the process if something goesStopping the process if something goes

wrong =wrong =JidokaJidoka

Preventive MaintenancePreventive Maintenance


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Production Management atProduction Management at

ToyotaToyota Toyota uses a Kanban pull systemToyota uses a Kanban pull system

throughout the production process.throughout the production process.

Each task in the process seems to takeEach task in the process seems to take

identical length and work content, soidentical length and work content, so

everyone is working at the same pace toeveryone is working at the same pace to

reduce bottlenecks.reduce bottlenecks.


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Supplier ManagementSupplier Management Establish Long Term Relationships with fewEstablish Long Term Relationships with few

suppliers.suppliers.

Delivery of Parts = 100% Defect FreeDelivery of Parts = 100% Defect Free

Where they are neededWhere they are needed

When they are neededWhen they are needed

The exact quantityThe exact quantity

Work TogetherWork Together


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Supplier ManagementSupplier Management Elimination inspection of partsElimination inspection of parts

Information SystemsInformation Systems

Eliminating barriers to informationEliminating barriers to information

Communicate problems to suppliers in aCommunicate problems to suppliers in a

positive manner.positive manner.


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Supplier Relations at ToyotaSupplier Relations at Toyota Toyota communicates their damand forToyota communicates their damand for

parts 20 days in advance to their suppliers,parts 20 days in advance to their suppliers,

with the right to change the forecast up towith the right to change the forecast up to

the 10the 10thth day.day.


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Inventory ManagementInventory Management Eliminate Safety Stock = Zero InventoryEliminate Safety Stock = Zero Inventory

Reduce WIPReduce WIP

JIT is not an inventory control systemJIT is not an inventory control system

Reduction in inventory opens up spaceReduction in inventory opens up space


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Inventory hides problems in aInventory hides problems in aprocess.process.

Water Level = InventoryWater Level = InventoryRocks = Problems in the systemRocks = Problems in the system

Boat = Company OperationsBoat = Company Operations


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Human Resource Management


CompanyCompany--wide Involvementwide Involvement

Motivation for continuous improvementMotivation for continuous improvement

Problem SolvingProblem Solving

High Employee InteractionHigh Employee Interaction

Build Pride In WorkmanshipBuild Pride In Workmanship


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SelfSelf--Inspection of workInspection of work

Diversified EmployeesDiversified Employees

AbsenteeismAbsenteeism

To eliminate boredom in processTo eliminate boredom in process

Management Support and Empowerment ofManagement Support and Empowerment ofworkforceworkforce


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Human Resource Management atHuman Resource Management at

ToyotaToyota

In 1986 from a labor force of 60,000 ToyotaIn 1986 from a labor force of 60,000 Toyotareceived 2.6 million improvementreceived 2.6 million improvement

proposals, 96% of which were implementedproposals, 96% of which were implemented

by either management or the employeesby either management or the employeesthemselves.themselves.


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WIP ExampleWIP Example


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Implementation ProblemsImplementation Problems

Worker resistanceWorker resistance

Lack of top management supportLack of top management support

Lack of communicationLack of communication

Lack of formal trainingLack of formal training


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Most Important QuestionMost Important Question What phrase best describes theWhat phrase best describes the

JustJust--InIn--Time philosophy?Time philosophy?

Continuous ImprovementContinuous Improvement


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SummarySummary

JITJIT-- A philosophy ofA philosophy of continuous improvementcontinuous improvement

that puts emphasis on prevention ratherthat puts emphasis on prevention rather

than correction, and demands a companythan correction, and demands a company

wide focus on quality.wide focus on quality.


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ReferencesReferences

Cammaranano, J.Cammaranano, J. Lessons to be Learned: JIT.Lessons to be Learned: JIT. Atlanta, Georgia: Engineering andAtlanta, Georgia: Engineering andManagement Press, 1997.Management Press, 1997.

Dear, A.Dear, A. Working toward JIT: Management Technology.Working toward JIT: Management Technology. London: Derek Doyle and Associates,London: Derek Doyle and Associates,

1988.1988.Fisher, D.Fisher, D. The JIT Self Test: Success Through Assesment and Implementation.The JIT Self Test: Success Through Assesment and Implementation. Chicago, IL:Chicago, IL:

Irwin Inc., 1995.Irwin Inc., 1995.

Hernandez, A.Hernandez, A. JIT Quality: A Practical Approach.JIT Quality: A Practical Approach. Englewood Cliffs, NJ: PrenticeEnglewood Cliffs, NJ: Prentice--Hall, 1993.Hall, 1993.

Hutchins, D.Hutchins, D. JustJust--InIn--Time: Inventory Control.Time: Inventory Control. Brookfield, VT: Gower Publishing, 1988.Brookfield, VT: Gower Publishing, 1988.

OGrady, P.J.OGrady, P.J. Putting the JIT PhilosophyInto Practice.Putting the JIT PhilosophyInto Practice. New York, NY: Nichols Publishing, 1988.New York, NY: Nichols Publishing, 1988.

Reinfeld, N.V.Reinfeld, N.V. Handbook of Production and InventoryControl.Handbook of Production and InventoryControl. Englewood Cliffs, NJ: PrenticeEnglewood Cliffs, NJ: Prentice--Hall, 1987.Hall, 1987.

Schneiderjans, M.J.Schneiderjans, M.J. Advanced Topics In JIT Management: JIT Systems.Advanced Topics In JIT Management: JIT Systems. Westport, CT:Westport, CT:Greenwood Publishing Group, 1999.Greenwood Publishing Group, 1999.

Taver, R.W.Taver, R.W. Manufacturing Solutions for ConsistentQualityand Reliability: The 9 StepManufacturing Solutions for ConsistentQualityand Reliability: The 9 StepProblem Solving ProcessProblem Solving Process. New York, NY: AMACON, 1995.. New York, NY: AMACON, 1995.

Wesner, J.W., Hiatt, J.M., and Trimble, D.C.Wesner, J.W., Hiatt, J.M., and Trimble, D.C. Winning withQuality: Applying QualityPrinciplesWinning withQuality: Applying QualityPrinciplesin ProductDevelopment.in ProductDevelopment. Reading, MASS: AddisonReading, MASS: Addison--WesleyPublishing Co., 1995.WesleyPublishing Co., 1995.

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JITmanufacturing[1]