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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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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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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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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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Production ManagementProduction Management
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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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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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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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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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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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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Human Resource Management
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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Human Resource Management
Human Resource Management
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.