Table of Contents

Just in time (JIT): ...................................................................................................................................... 2

Introduction:.............................................................................................................................................. 2
Advantages:............................................................................................................................................... 2
Disadvantages: .......................................................................................................................................... 3
Precautions: ............................................................................................................................................... 3
Conclusion: ............................................................................................................................................... 3
Basic Principles of JIT: ................................................................................................................................. 4
JIT Elimination of Waste: ......................................................................................................................... 4
Quality at the Source (Judoka):................................................................................................................. 4
Simplification:........................................................................................................................................... 5
Cellular Manufacturing System: ............................................................................................................... 5
Respect for People: ................................................................................................................................... 5
Total Quality Management (TQM): .............................................................................................................. 6
The Primary Elements of TQM: ............................................................................................................... 6
Customer-focused: .................................................................................................................................... 6
Total employee involvement: ................................................................................................................... 6
Process-centered: ...................................................................................................................................... 7
Integrated system: ..................................................................................................................................... 7
Strategic and systematic approach: ........................................................................................................... 7
Continual improvement ............................................................................................................................ 7
Fact-based decision making: ..................................................................................................................... 8
Communications ....................................................................................................................................... 8
References:.................................................................................................................................................... 9

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Just in time (JIT):

Introduction:
Just-in-time manufacturing was a concept introduced to the United States by the Ford motor
company. It works on a demand-pull basis, contrary to hitherto used techniques, which worked
on a production-push basis. To elaborate further, under just-in-time manufacturing (colloquially
referred to as JIT production systems), actual orders dictate what should be manufactured, so that
the exact quantity is produced at the exact time that is required. Just-in-time manufacturing goes
hand in hand with concepts such as Kanban, continuous improvement and total quality
management (TQM).Just-in-time production requires intricate planning in terms of procurement
policies and the manufacturing process if its implementation is to be a success.JIT is a pull
system of production, so actual orders provide a signal for when a product should be
manufactured. Demand-pull enables a firm to produce only what is required, in the correct
quantity and at the correct time. This means that stock levels of raw materials, components, work
in progress and finished goods can be kept to a minimum. This requires a carefully planned
scheduling and flow of resources through the production process. Modern manufacturing firms
use sophisticated production scheduling software to plan production for each period of time,
which includes ordering the correct stock. Information is exchanged with suppliers and
customers through EDI (Electronic Data Interchange) to help ensure that every detail is correct.
Supplies are delivered right to the production line only when they are needed. For example, a car
manufacturing plant might receive exactly the right number and type of tyres for one days
production, and the supplier would be expected to deliver them to the correct loading bay on the
production line within a very narrow time slot. The main advantages and disadvantages of JIT
can be summarized as follows:
Advantages:
Lower stock holding means a reduction in storage space which saves rent and insurance costs As
stock is only obtained when it is needed, less working capital is tied up in stock There is less
likelihood of stock perishing, becoming obsolete or out of date Avoids the build-up of unsold
finished product that can occur with sudden changes in demand

Less

time

is

spent

on

checking and re-working the product of others as the emphasis is on getting the work right first
time.
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Disadvantages:
There is little room for mistakes as minimal stock is kept for re-working faulty product
Production is very reliant on suppliers and if stock is not delivered on time, the whole production
schedule can be delayed There is no spare finished product available to meet unexpected orders,
because all product is made to meet actual orders however, JIT is a very responsive method of
production.
Precautions:
Following are the things to Remember When Implementing a Just-In-Time Manufacturing
System Management buy-in and support at all levels of the organization are required; if a just-intime manufacturing system is to be successfully adopted. Adequate resources should be
allocated, so as to obtain technologically advanced software that is generally required if a just-intime system is to be a success. Building a close, trusting relationship with reputed and timetested suppliers will minimize unexpected delays in the receipt of inventory. Just-in-time
manufacturing cannot be adopted overnight. It requires commitment in terms of time and
adjustments to corporate culture would be required, as it is starkly different to traditional
production processes. The design flow process needs to be redesigned and layouts need to be reformatted, so as to incorporate just-in-time manufacturing. Lot sizes need to be minimized.
Workstation capacity should be balanced whenever possible. Preventive maintenance should be
carried out; so as to minimize machine breakdowns. Set-up times should be reduced wherever
possible. Quality enhancement programs should be adopted, so that total quality control practices
can be adopted. Reduction in lead times and frequent deliveries should be incorporated. Motion
waste should be minimized, so the incorporation of conveyor belts might prove to be a good idea
when implementing a just-in-time manufacturing system.
Conclusion:
Just-in-time manufacturing is a philosophy that has been successfully implemented in many
manufacturing organizations. It is an optimal system that reduces inventory whilst being
increasingly responsive to customer needs; this is not to say that it is not without its pitfalls.
However, these disadvantages can be overcome with a little forethought and a lot of commitment
at all levels of the organization.

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Basic Principles of JIT:

Just in Time (JIT) pioneered by Toyota in the 1950s and adopted successfully all over the world
entails eliminating waste and improving product quality to maximize returns on investment. The
basic JIT principles are to make only what is needed, when needed, and in the amount needed.
JIT Elimination of Waste:
The core principle objective of Just in Time (JIT) is to improve process efficiency by eliminating
waste. Toyota's Fuji Cho defines waste as "anything other than the minimum amount of
equipment, materials, parts, and workers, which are absolutely essential to production" (Suzuki,
1987).
The seven common types of waste identified by JIT include:
Processing waste
Waste due to idling time of machinery
Waste due to product defects
Waste of motion or faulty working techniques
Waste related to transportation
Waste from overproduction
Inventory waste
JIT elimination of waste deploys tools such as total quality management, continuous quality
improvement, focused factory, reducing setup times, flexible resources, group technology layout,
and pull production system to eliminate waste.
Quality at the Source (Judoka):
Judoka or ensuring quality at the source ranks amongst the major JIT principles. This principle
entails identification and correction of problems at the manufacturing stage itself, as soon as it
occurs.JIT provides for judoka through automation that caters to the automatic working of the
assembly line and complete shut down upon detection of error. The production line resumes only
after rectification of the error.Jidoka makes inspection and quality control a part of the
production process rather than a separate activity, and places the responsibility for quality on
everyone in the company rather than the quality team alone.

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Simplification:
The third of the major JIT principles is simplification or using minimum resources to attain
process efficiency. The JIT principle holds that excess of any kind masks problems such as low
quality raw materials, unreliable vendors, defects in machinery, and the like. Removing the
excess makes problems apparent.JIT systems strive to attain zero work in process inventory
buffers and zero ending finished goods inventory to ensure smooth process flow, elimination of
storage space, and cost savings. JIT promotes a demand driven pull system where the process
starts when the customer places an order that triggers the production, which in turn triggers a call
for resources. Each stage in the production process manufactures only what is required for the
next stage. Kanbans or instructions, usually by cards, provide each worker with specific
instructions on what to do and what to use.
Cellular Manufacturing System:
Group technology or Cellular manufacturing is another major JIT principle. The Cellular
manufacturing system advocates that segmented and product focused manufacturing is much
simpler than a linear process oriented manufacturing.JIT institutes strategic capacity
management techniques such as multiple small machines instead of a large bulky machine that
requires constant production for profitability and others towards this end.s
Respect for People:
Among the major JIT principles is respect for people at all levels, be it employees, customers,
suppliers or management. Success of JIT depends on identification of what the customer needs
and fulfilling the request in the best possible manner. Success of JIT depends on clear and
effective communication among all the stakeholders employees empowered to make decisions
and cross-trained to handle many machinery to ensure smooth flow of the product suppliers
understanding and fulfilling demand for specific components at the right time The management
that respects people and works towards such people related critical success factors succeeds in
reaping the benefits of JIT.

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Total Quality Management (TQM):

(TQM) describes a management approach to longterm success through customer satisfaction. In

a TQM effort, all members of an organization participate in improving processes, products,
services, and the culture in which they work. Total Quality Management (TQM) refers to
management methods used to enhance quality and productivity in business organizations. TQM
is a comprehensive management approach that works horizontally across an organization,
involving all departments and employees and extending backward and forward to include both
suppliers and clients/customers.TQM is only one of many acronyms used to label management
systems that focus on quality. Other acronyms include CQI (continuous quality improvement),
SQC (statistical quality control), QFD (quality function deployment), QIDW (quality in daily
work), TQC (total quality control), etc. Like many of these other systems, TQM provides a
framework for implementing effective quality and productivity initiatives that can increase the
profitability and competitiveness of organizations.
The Primary Elements of TQM:
Total quality management can be summarized as a management system for a customer-focused
organization that involves all employees in continual improvement. It uses strategy, data, and
effective communications to integrate the quality discipline into the culture and activities of the
organization.
Customer-focused:
The customer ultimately determines the level of quality. No matter what an organization does to
foster quality improvementtraining employees, integrating quality into the design process,
upgrading computers or software, or buying new measuring toolsthe customer determines
whether the efforts were worthwhile.
Total employee involvement:
All employees participate in working toward common goals. Total employee commitment can
only be obtained after fear has been driven from the workplace, when empowerment has
occurred, and management has provided the proper environment. High-performance work
systems integrate continuous improvement efforts with normal business operations. Selfmanaged work teams are one form of empowerment.
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Process-centered:
A fundamental part of TQM is a focus on process thinking. A process is a series of steps that
take inputs from suppliers (internal or external) and transforms them into outputs that are
delivered to customers (again, either internal or external). The steps required to carry out the
process are defined, and performance measures are continuously monitored in order to detect
unexpected variation.
Integrated system:
Although an organization may consist of many different functional specialties often organized
into vertically structured departments, it is the horizontal processes interconnecting these
functions that are the focus of TQM.Micro-processes add up to larger processes, and all
processes aggregate into the business processes required for defining and implementing strategy.
Everyone must understand the vision, mission, and guiding principles as well as the quality
policies, objectives, and critical processes of the organization. Business performance must be
monitored and communicated continuously. An integrated business system may be modeled after
the Baldrige National Quality Program criteria and/or incorporate the ISO 9000 standards. Every
organization has a unique work culture, and it is virtually impossible to achieve excellence in its
products and services unless a good quality culture has been fostered. Thus, an integrated system
connects business improvement elements in an attempt to continually improve and exceed the
expectations of customers, employees, and other stakeholders.
Strategic and systematic approach:
A critical part of the management of quality is the strategic and systematic approach to achieving
an organizations vision, mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as a core
component.
Continual improvement
A major thrust of TQM is continual process improvement. Continual improvement drives an
organization to be both analytical and creative in finding ways to become more competitive and
more effective at meeting stakeholder expectations.

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Fact-based decision making:

In order to know how well an organization is performing, data on performance measures are
necessary. TQM requires that an organization continually collect and analyze data in order to
improve decision making accuracy, achieve consensus, and allow prediction based on past
history.
Communications
During times of organizational change, as well as part of day-to-day operation, effective
communications plays a large part in maintaining morale and in motivating employees at all
levels. Communications involve strategies, method, and timeliness. These elements are
considered so essential to TQM that many organizations define them, in some format, as a set of
core values and principles on which the organization is to operate.

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References:
http://www.tutorialspoint.com/management_concepts/just_in_time_manufacturing.
htm
http://whatis.techtarget.com/definition/just-in-time-manufacturing-JITmanufacturing
http://beta.tutor2u.net/business/reference/just-in-time-jit
http://www.brighthubpm.com/methods-strategies/72095-five-major-principles-ofjit/
http://asq.org/learn-about-quality/total-qualitymanagement/overview/overview.html
http://www.inc.com/encyclopedia/total-quality-management-tqm.html
http://www.businessdictionary.com/definition/total-quality-managementTQM.html
http://searchcio.techtarget.com/definition/Total-Quality-Management

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