JustinTime and Lean Operations Developments of JIT and
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Just-in-Time and Lean Operations
Developments of JIT and Lean Operations l 1960’s: Developed as Toyota Production System by Taiichi Ohno and his colleagues l 1970’s: U. S. and European auto makers began to apply JIT to improve quality and productivity l 1990’s and beyond: Expanded the JIT concept to streamline all types of operations
Definition of JIT l A set of techniques to increase, productivity, improve quality, and reduce cost of an operations l 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 l l l l 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 l Jidoka – autonomation (automatic detection of defects, e. g. , Poka-yoke) l Employee empowerment l Statistical process control l Prevention orientation (elimination of root causes through PDSA cycle)
Balanced and Flexible Work Flow l l l l 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 l Productivity improvement needs employee support l 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) l l l Employee suggestion system Process improvement 5 S’s • Seiri - organization • Seiton - tidiness • Seiso - purity • Seiketsu - cleanliness • Shitsuke - discipline
Simplification and Visual Control l Standard and simple product designs l Andon boards l Kanban pull system l Flag systems l Music as signals l Performance display systems
Focus on Customer Needs l Customer needs determine the “value” of a product or service l Be responsive to customers needs (present and future) l Strive to “delight, ” not just “satisfy” customers
Partnerships with Suppliers l Reduce number of suppliers l Use long-term contracts l Emphasize price, delivery, and services l Improve communication l Share information l Develop local just-in-time delivery l Provide technical support to suppliers
JIT Implementation l l l l l 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) l l Backwards Integration of staff and line functions to suppliers (e. g. , purchasing) Requires EDI or web access to materials and logistics systems On-site supplier representative(s) with transaction processing authority Goal: link suppliers’ cycle to firm’s cycle to mutually reduce wait and move times
How Can JIT Be Applied to Non. Manufacturing Operations?
What Are Toyota’s Secrets of Success?
- Lean processing principles include
- Jit tps and lean operations
- Justintime production
- Lean operational management
- Jit in operations management
- Lean systems operations management
- The four building blocks of lean operations are
- Lean systems operations management
- Lean systems operations management
- Lean systems operations management
- In the lean philosophy the ideal lot size is
- Lean systems operations management
- What is process management in tqm
- Warp jit service
- Estructura tpm
- Just-in-time philosophy
- Jit approach
- What are the three major elements of jit?
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