Just in Time Manufacturing Report

JUST IN TIME
MANUFACTURING
Temujen Banerji
1MS08ME183
JUST IN TIME MANUFACTURING
JIT is a management philosophy that strives to eliminate sources of

manufacturing waste by producing the right part in the right place at the right
time. The Waste results from any activity that adds cost without adding value,
such as moving and storing. The idea of producing the necessary units in the
necessary quantities at the necessary time is described by the short term Just-
in-time.
The implementation of this management philosophy in industries like

the automobile industry can bring about a see saw change in both quality &
quantity since in a JIT system, underutilized (excess) capacity is used instead
of buffer inventories to hedge against problems that may arise.
This seminar gives an over view of the JUST IN TIME technique by

considering the TOYOTA PRODUCTION SYSTEM in detail.
2 M.S. Ramaiah Institute of Technology

CONTENTS
CHAPTERS
1. INTRODUCTION
2. JIT-BACKGROUND AND HISTORY
3. ELEMENTS OF JIT
4. THE TOYOTA PRODUCTION SYSTEM
5. TOYOTAS JIT AND WESTERN PHILOSOPHY
6. KEYS TO SUCCESSFUL JIT IMPLEMENTATION
7. CONCLUSION
REFERENCES

Chapter 1
INTRODUCTION
JUST IN TIME (JIT) is a management philosophy that strives to

eliminate sources of manufacturing waste by producing the right part in the
right place at the right time. Waste results from any activity, which adds cost
without adding value, such as moving and storing. JIT (also known as stockless
production) should improve profits and return on investment by reducing
inventory levels (increasing the inventory turnover rate), improving product
quality, reducing production and delivery lead times, and reducing other costs
(such as those associated with machine setup and equipment breakdown).
The idea of producing the necessary units in the necessary quantities at

the necessary time is described by the short term Just-in-time. Just-in-time
means, for example, that in the process of assembling the parts to build a car,
the necessary kind of sub-assemblies of the preceding processes should arrive at
the product line at the time needed in the necessary quantities. If Just-in-time is
realized in the entire firm, then unnecessary inventories in the factory will be
completely eliminated, making stores or warehouses unnecessary. The
inventory carrying costs will be diminished, and the ratio of capital turnover
will be increased.
The implementation of this management philosophy in industries like

the automobile industry can bring about a see saw change in both quality &
quantity since in a JIT system, underutilized (excess) capacity is used instead of
buffer inventories to hedge against problems that may arise. JIT applies
primarily to repetitive manufacturing processes in which the same products
and components are produced over and over again. The general idea is to
establish flow processes (even when the facility uses a jobbing or batch
process layout) by linking work centres so that there is an even, balanced flow
of materials throughout the entire production process, similar to that found in
an assembly line. To accomplish this, an attempt is made to reach the goals of
driving all queues toward zero and achieving the ideal lot size of one unit.
This new trend in engineering production, which originally refers to the

production of goods to meet customer demand exactly, in time, quality and
quantity, reduces wastage by nearly 55-75%. "Waste" in this context is taken
in its most general sense and includes time and resources as well as goods. This
concept can really change the phase of industrial production of goods like car
& other important utilities.

Chapter 2
JIT BACKGROUND AND HISTORY
JIT is a Japanese management philosophy, which has been applied in

practice since the early 1980s in many Japanese manufacturing organizations.
It was first developed and perfected within the Toyota manufacturing plants
by Taiichi Ohno as a means of meeting consumer demands with minimum
delays. Taiichi Ohno is frequently referred to as the father of JIT.
Toyota was able to meet the increasing challenges for survival through
an approach that focused on people, plants and systems. Toyota realised that
JIT would only be successful if every individual within the organisation was
involved and committed to it, if the plant and processes were arranged for
maximum output and efficiency, and if quality and production programs were
scheduled to meet demands exactly.
JIT manufacturing has the capacity, when properly adapted to the

organization, to strengthen the organizations competitiveness in the market
place substantially by reducing wastes and improving product quality and
efficiency of production.
There are strong cultural aspects associated with the emergence of JIT in
Japan.

The Japanese work ethics involves the following concepts.
Workers are highly motivated to seek constant improvement upon that

which already exists. Although high standards are currently being met,
there exist even higher standards to achieve.
Companies focus on group effort, which involves the combining of
talents and sharing knowledge, problem-solving skills, ideas and the
achievement of a common goal.
Work itself takes precedence over leisure. It is not unusual for a
Japanese employee to work 14-hour days.
Employees tend to remain with one company throughout the course of
their career span. This allows the opportunity for them to hone their
skills and abilities at a constant rate while offering numerous benefits to
the company.
These benefits manifest themselves in employee loyalty, low turnover costs
and fulfillment of company goals.

Chapter 3
ELEMENTS OF JIT
There are some very important elements in just in time manufacturing which
makes it a successful philosophy. They are
Attacking fundamental problems - anything that does not add value to
the product.
Devising systems to identify problems.
Striving for simplicity - simpler systems may be easier to understand,
easier to manage and less likely to go wrong.
A product oriented layout - produces less time spent moving of
materials and parts.
Quality control at source - each worker is responsible for the quality of
his or her own output.
Poka-yoke - `foolproof' tools, methods, jigs etc. prevent mistakes
Preventive maintenance, Total productive maintenance - ensuring
machinery and equipment function perfectly when it is required, and
continually improving it.
Eliminating waste.
There are seven types of waste:
1. Waste from overproduction.

2. Waste of waiting time.
3. Transportation waste.
4. Processing waste.

5. Inventory waste.
6. Unnecessary movement of people.
7. Waste from product defects.
Good housekeeping - workplace cleanliness and organization.
Set-up time reduction - increases flexibility and allows smaller batches.
Ideal batch size is 1item. Multi-process handling - a multi-skilled
workforce has greater productivity, flexibility and job satisfaction.
Levelled / mixed production - to smooth the flow of products through
the factory.
Kanbans - simple tools to `pull' products and components through the
process.
Jidoka (Automation) - providing machines with the autonomous
capability to use judgement, so workers can do more useful things than
standing watching them work.
Andon (trouble lights) - to signal problems to initiate corrective action.
The poka yoke system and Andon or visual control system is very significant,
so are discussed in detail.

Poka yoke system:
Poka yoke or fool proofing is a method of 100% inspection. Poka yoke is

preferred option to SQC. In SQC one has a sampling plan. If the sample is ok
the lot is ok. However this does not mean that there are no defectives in the
lot. When this lot goes to the market if a customer finds a defect then for him
it is 100% defect. He is not concerned with batch or sample. Therefore SQC is
rationalization of method of inspection. It does not ensure defects are not
produced at all. Poka yoke does this. When a washing machine is packed an
instruction manual is placed in the carton. Packing takes place on a conveyer
out of one million cartons packed per month 7-8 customers complain that
instruction booklets were not received. When a complaint is received the
packer was asked to be more cautious. For a few days there were no
complaints and then once again it would occur. Fool proofing was carried out
by providing an electric switch on the box from which the instruction booklet
was withdrawn. Now every time an instruction booklet was withdrawn the
electric switch activated. This allowed the carton to move to the next stage of
the conveyer using an interlock no more customer complaints for missed
instruction manuals. This is a classical example of poka yoke in action.

Andon system:
JIT system puts emphasis on prevention of recurrence of a problem.

Using andon board a supervisor immediately comes to know where a problem
occurs. All employees are allowed to stop production when a problem occurs.
Stopping of machines or production lines with a view to permanently eliminate
the problem. One must not relieve pain by using pain killers; one must go to
the root of the problem and once and for all eliminate it. By stopping machines
or production lines everyones energy is focused in finding a permanent
solution. This in a way defines management philosophy which does not look
for short term gains but for long term results. Very often when a problem
occurs emergency measures are taken parts are reworked or salvaged which
then becomes a standard practice. This causes waste. If a company
management accepts this philosophy then it is advisable that it does not
attempt a JIT production system.

Chapter 4
THE TOYOTA PRODUCTION SYSTEM
Automobile Manufacturing
Today, automobile manufacturing is the world's largest manufacturing

activity. After First World War, Henry Ford and General Motors' Alfred Sloan
moved world manufacture from centuries of craft production led by European
firms into the age of mass production. Largely as a result, the United States
soon dominated the world economy.
Toyota Production System
After Second World War, Eiji Toyoda and Taiichi Ohno at the Toyota
motor company in Japan pioneered the concept of Toyota Production System.
The rise of Japan to its current economic pre-eminence quickly followed, as
other companies and industries copied this remarkable system. Manufacturers
around the world are now trying to embrace this innovative system, but they
are finding the going rough. The companies that first mastered this system
were all head-quartered in one country-Japan. However, many Western
companies now understand Toyota Production System, and at least one is well
along the path of introducing it. Superimposing this method on the existing
mass-production systems causes great pain and dislocation.

Perhaps the best way to describe the Toyota production system is to

contrast it with craft production and mass production, the two other methods
humans have devised to make things.
Craft Production methods
The craft producer uses highly skilled workers and simple but flexible
tools to make exactly what the customer ask forone item at a time. Few
exotic sports cars provide current day examples. The idea of craft production is
good, but the problem with it is obvious: Goods produced by the craft
methodas automobiles once were exclusivelycost too much for most of us
to afford. So mass production was developed at the beginning of the twentieth
century as an alternative.
Mass production methods
The mass-producer uses narrowly skilled professionals to design

products made by unskilled or semiskilled workers tending expensive, single-
purpose machines. These churn out standardized products in very high
volume. Because the machinery costs so much and is so intolerant of
disruption, the mass-producer keeps standard designs in production for as long
as possible. The result: The customer gets lower costs but at the expense of
variety and by means of work methods that most employees find boring and
dispiriting.

The Toyota motor corporation, by contrast, combines the advantages

of craft and mass production, while avoiding the high cost of the former and
the rigidity of the latter. Toward this end, they employ teams of multi-skilled
workers at all levels of the organization and use highly flexible and increasingly
automated machines to produce volumes of products in enormous variety. .
Perhaps the most striking difference between mass and Toyota

production system lies in their ultimate objectives. Mass-producers set a
limited goal for themselves "good enough," which translates into an
acceptable number of defects, a maximum acceptable level of inventories, a
narrow range of standardized products. Lean producers on the other hand, set
their sights explicitly on perfection.
Basic idea and Framework
The Toyota production system is a technology of comprehensive

production management the Japanese invented a hundred years after opening
up to the modern world. The basic idea of this system is to maintain a
continuous flow of products in factories in order to flexibly adapt to demand
changes. The realization of such production flow is called Just-in-time
production, which means producing only necessary units in a necessary
quantity at a necessary time. As a result, the excess inventories and the excess
work-force will be naturally diminished, thereby achieving the purposes of
increased productivity and cost reduction.

The basic principle of Just-in-time production is rational; that is, the Toyota
production system has been developed by steadily pursuing the orthodox way
of production management. With the realization of this concept, unnecessary
intermediate and finished product inventories would be eliminated. However,
although cost reduction is the system's most important goal, it must achieve
three other sub-goals in order to achieve its primary objective. They include:
1. Quantity control, which enables the system to adapt to daily and

monthly fluctuations in demand in terms of quantities and variety;
2. Quality assurance, which assures that each process will supply only good
units to the subsequent processes;
3. Respect-for-humanity, which must be cultivated while the system
utilises the human resource to attain its cost objectives.
It should be emphasized here that these three goals cannot exist

independently or be achieved independently without influencing each other or
the primary goal of cost reduction. All goals are output of the same system;
with productivity as the ultimate purpose and guiding concept, the Toyota
production system strives to realize each of the goals for which it has been
designed. Before discussing the contents of the Toyota production system in
detail, an overview of this system is in order. The outputs or result side as well
as the inputs or constituent side of the production system are depicted.
A continuous flow of production, or adapting to demand changes in

quantities and variety, is created by achieving two key concepts: Just-in-time
and Autonomation. These two concepts are the pillars of the Toyota
production system.

Just-in-time basically means to produce the necessary units in the necessary

quantities at the necessary time. Autonomation ("Jidoka" in Japanese) may be
loosely interpreted as autonomous defects control. It supports Just-in-time by
never allowing defective units from the preceding process to flow into and
disrupt a subsequent process. Two concepts also key to the Toyota production
system include Flexible work force ("Shojinka" in Japanese) which means
varying the number of workers to demand changes, and Creative thinking or
inventive ideas ("soikufu"), or capitalizing on workers suggestions.
To realize these four concepts, Toyota has established the following systems
and methods:
1. Kanban system to maintain Just-in-time production

2. Production smoothing method to adapt to demand changes
3. Shortening of set-up time for reducing the production lead time
4. Standardization of operations to attain line balancing
5. Machine layout and the multi-function worker for flexible work force
6. Improvement activities by small groups and the suggestion system to
reduce the work force and increase the worker's morale.
7. Visual control system to achieve the Autonomation concept
8. Functional Management system to promote company-wide quality
control.

Kanban system
A kanban is a card that is attached to a storage and transport container. It
identifies the part number and container capacity, along with other
information. There are two main types of kanban (some other variations are
also used):
1. Production Kanban (P-kanban): signals the need to produce more parts
2. Conveyance Kanban (C-kanban): signals the need to deliver more parts
to the next work centre (also called a "move kanban" or a "withdrawal
kanban")
A Kanban system is a pull-system, in which the kanban is used to pull parts

to the next production stage when they are needed; a MRP system (or any
schedule-based system) is a push system, in which a detailed production
schedule for each part is used to push parts to the next production stage when
scheduled. The weakness of a push system (MRP) is that customer demand
must be forecast and production lead times must be estimated. Bad guesses
(forecasts or estimates) result in excess inventory and the longer the lead-time,
the more room for error. The weakness of a pull system (kanban) is that
following the JIT production philosophy is essential, especially concerning the
elements of short setup times and small lot sizes.
A Withdrawal Kanban details the kind and quantity of product which the
subsequent process should withdraw from the preceding process, while a
Production Kanban specifies the kind and quantity of the product which the
preceding process must produce.

Concept of kanban is explained as a device which prevents over production.

For example on a single track line in the railways a key is given to the train
driver as he leaves the railway station. When he reaches the next station he
gives this key to the station master. The key now unlocks the signal allowing
the train to move forward. Another key is now given which the train driver
hands over to the next station. The key in this example is the kanban and the
train is the quantity of material which passes from one process to the next. The
train in the opposite direction returns the key or kanban. Please note it is only
one train and therefore quantity is controlled
In case of factories a kanban is a document which controls the
quantity to be produced and in what time. Final assembly personnel are given
the customers order. As they draw the material they hand over a kanban to
the proceeding process to replace the material drawn. The proceeding process
manufactures the product in the quantity and time as per the kanban and
delivers it to the succeeding process. In turn it consumes the material while
processing and releases a kanban to its proceeding process. In this manner the
chain continues throughout the factory to the stage of raw material.
Kanban, which is a document, carries three types of information.
It identifies the product or material.
It indicates the stage of processing to be carried out, till when it is to
be carried out and in what amounts it is to be carried out.
It indicates from where to where the material or products to be
transported.
Since production is repetitive in an automobile industry, kanban can be re
used. By limiting the number of kanbans in circulation one can eliminate the
waste of over production and minimize stocks. A kanban indicates total time of
delivery. This means from the time kanban is released to the parts being
physically available at the required point. Say in assembly 5 pieces are

consumed in an hour. Kanban time is two hours. Then there may be two
kanban of 5 pieces each in circulation. Continuous improvement would be
carried out to reduce the delivery time to one hour and eliminate one kanban.
Further improvements may reduce the quantity of the kanban
Dual-card Kanban Rules
1. no parts made unless P-kanban authorizes production

2. exactly one P-kanban and one C-kanban for each container (the number
of containers per part number is a management decision)
3. only standard containers are used, and they are always filled with the
prescribed (small) quantity
Productivity Improvement with Kanban
1. deliberately remove buffer inventory (and/or workers) by removing

kanban from the system
2. observe and record problems (accidents, machine breakdowns,
defective products or materials, production process out of control)
3. take corrective action to eliminate the cause of the problems
Many people think the Toyota production system a Kanban system: this is
incorrect. The Toyota production system is a way to make products, whereas
the Kanban system is the way to manage the Just-in-time production method.
In short, the kanban system is an information system to harmoniously

control the production quantities in every process. It is a tool to achieve just-
in-time production. In this system what kind of units and how many units

needed are written on a tag-like card called Kanban. The Kanban is sent to the
people of the preceding process from the subsequent process. As a result,
many processes in a plant are connected with each other. This connecting of
processes in a factory allows for better control of necessary quantities for
various products.
The Kanban system is supported by the following:
Smoothing of production
Reduction of set-up time design of machine layout
Standardization of jobs
Improvement activities
Autonomation
Autonomation
In order to realize Just-in-time perfectly, 100 per cent good units must
flow to the prior process, and this flow must be rhythmic without interruption.
Therefore, quality control is so important that it must coexist with the Just-in-
time operation throughout the Kanban system. Autonamation means to build
in a mechanism a means to prevent mass-production of defective work in
machines or product lines. Autonamation is not automation, but the
autonomous check of abnormality in the process. The autonomous machine is
a machine to which an automatic stopping device is attached. In Toyota
factories, almost all the machines are autonomous, so that mass-production of
defects can be prevented and machine breakdowns are automatically checked.
The idea of Autonomation is also expanded to the product lines of manual
work. If something abnormal happens in a product line, the worker pushes

stop button, thereby stopping his whole line. For the purpose of detecting
troubles in each process, an electric light board, called Andon, indicating a line
stop, is hung so high in a factory that it can easily be seen by everyone. The
Andon in the Toyota system has an important role in helping this autonomous
check, and is a typical example of Toyota's "Visual Control System."
Just-in-time production
The idea of producing the necessary units in the necessary quantities at

the necessary time is described by the short term Just-in-time. Just-in-time
means, for example, that in the process of assembling the parts to build a car,
the necessary kind of sub-assemblies of the preceding processes should arrive
at the product line at the time needed in the necessary quantities. If Just-in-
time is realised in the entire firm, then unnecessary inventories in the factory
will be completely eliminated, making stores or warehouses unnecessary. The
inventory carrying costs will be diminished, and the ratio of capital turnover
will be increased.
However, to rely solely on the central planning approach which instructs

the production schedules to all processes simultaneously, it is very difficult to
realise Just-in-time in all the processes for a product like an automobile, which
consists of thousands of parts. Therefore, in Toyota system, it is necessary to
look at the production flow conversely; in other words, the people of a certain
process go to the preceding process to withdraw the necessary units in the
necessary quantities at the necessary time. Then what the preceding process
has to do is produce only enough quantities of units to replace those that have
been withdrawn.

So Toyotas slogan in manufacturing would be to produce in as small

lots as possible with minimum cost as per market needs. If we look at parts
that go into an assembly line in an automobile industry like Toyota we find that
customisation is maximum at the final stage. For e.g. Customer would chose
colour seats etc. this happens at the assembly. However at the aggregate stage
a particular model would have a specific engine, transmission etc. many
common parts go into different models. Finally the same steel and pig iron
goes into different parts. Schematically it would as below.
Fig 5. (a)

Planning system for materials can be based on the forecast where as

planning system for final assembly must be based on accepted orders and
there is a transition when one moves from raw material to finished product
planning.
The result of Toyotas planning process is as follows; if a special car is

ordered in Japan at Toyota dealer, it is immediately transferred to head office
and onwards to Toyota motors .through computers this information is sent to
the assembly plant. Within two days the required car is manufactured. It takes
maximum six days to transport it and another two days are kept as allowance.
Thus a customers special car can be delivered in ten days. In contrast if one
wishes to purchase a specific color car in India the dealer does not have in
stock or it can be delivered when the company takes up a batch of that
particular color. In case the color is not a standard one, one may never get it at
all. We have come some way from Henry Fords we can deliver all colors as
long as they are black.
How does Toyota assemble a special car in two days? Does it mean that
manufacture of car really take place in just two days? The answer to these
questions can be obtained by observing the planning and execution system in a
little detail.

Planning
Using strong marketing system and yearly plan is prepared. This

consists of assessment of market size and share of Toyota. Rough
indication of models and quantities.
A tentative monthly production plan is prepared two months in
advance. This includes information on types of models and
number of sets.
On the fifteenth day of previous month, manufacturing models,
types and other details are firmed up. At this stage leveling of
production is carried out and quantity of production per day
model wise is decided and informed to the production lines. This
is again informed to venders.
On twenty fifth day of previous confirmed plan of first ten days is
released. On fifth day of the month confirmed plan for next ten
days and on fifteenth day of the month final ten days plan is
released. This is what is called the T plan or ten day plan.
Global adaptation
Since Toyota production system has been created from actual practices
in the factories of Toyota, it has a strong feature of emphasizing practical
effects, and actual practice and implication over theoretical analysis. This
system can play a great role in the task of improving the constitutions of the
companies, world-wide (especially those of the automobile industry).

Chapter 5
TOYOTAS JIT AND WESTERN PHILOSOPHY
There are striking differences between the Toyotas just in time

manufacturing philosophy and the western philosophy. The major differences
can be tabulated as below.
Factors Toyota's JIT Western Philosophy
1. Inventory A liability. Every effort An asset. It protects

must be extended to do against
away with it. forecast errors, machine
problems, and late vendor
deliveries.
More inventories are
safer".
2. Lot sizes Immediate needs only. A Formulas.

minimum replenishment is Theyre always revising
desired for both quantity the optimum lot
manufactured and size with some formula
purchased based on the trade-off
parts. between the cost of
inventories and the cost of
set up.
3. Set ups Make them insignificant. Low priority. Maximum

This requires either output is the usual goal.
extremely rapid Rarely does similar
changeover to minimize thought and effort go
the impact on production, similar thought and effort
or the availability of extra go
machines already set up. into achieving quick
Fast changeover permits changeover
small lot sizes to be
practical, and allows a wide
variety of parts to be made
frequently.

4. Queues Eliminate them. When Necessary investment.

problems occur, identify Queues permit succeeding
the causes and correct operations to continue in
them. The correction the event of a problem with
process is aided when the feeding operation. Also,
queues are by providing a selection of
small. If the queues are jobs, the factory
small, it surfaces the need management has greater
to identify and fix the opportunity to match up
cause. varying operator skills and
machine capabilities,
combine set ups
and thus contribute to the
efficiency of the operation
5. Vendors Co-workers. They're part Adversaries. Multiple

of the team. Multiple sources are the rule, and
deliveries for all active it's typical to play them off
items are expected daily. against each other.
The vendor takes care of
the needs of the
customer, and the customer
treats the vendor as an
extension of his factory.
6. Quality Zero defects. If quality isnt Tolerate some scrap. They

100%, production is in usually track what the
jeopardy. actual scrap has been and
develop formulae for
predicting it.
7. Equipment Constant and effective. As required. But not
maintenance Machine break downs must critical because we have
be minimal. queues available.
8. Lead times Keep them short. This The longer the better.
simplifies the job of Most foremen and
marketing, purchasing, and purchasing agents want
manufacturing as it reduces more lead time, not less
the need for expediting
9. Workers Management by consensus Management by edict. New
Changes are not made until systems are installed in
consensus is reached, spite of the workers, not
whether or not a bit of arm thanks to the workers.
twisting is involved. The Then they concentrate on
vital ingredient of measurements to determine
"ownership" is achieved. whether or not they're
doing it.

Chapter 6
Keys to Successful JIT Implementation
The following are some of the keys for successful JIT

implementation
1. Stabilize and level the master production schedule (MPS) with uniform
plant loading: create a uniform load on all work centres through
constant daily production (establish freeze windows to prevent changes
in the production plan for some period of time) and mixed model
assembly (produce roughly the same mix of products each day, using a
repeating sequence if several products are produced on the same line).
Meet demand fluctuations through end-item inventory rather than
through fluctuations in production level.
2. Reduce or eliminate setup times: aim for single digit setup times (less
than 10 minutes) or "one-touch" setup -- this can be done through
better planning, process redesign, and product redesign.
3. Reduce lot sizes (manufacturing and purchase): reducing setup times
allows economical production of smaller lots; close cooperation with
suppliers is necessary to achieve reductions in order lot sizes for
purchased items, since this will require more frequent deliveries.
4. Reduce lead times (production and delivery): production lead times can
be reduced by moving work stations closer together, applying group
technology and cellular manufacturing concepts, reducing queue length
(reducing the number of jobs waiting to be processed at a given
machine), and improving the coordination and cooperation between

successive processes; delivery lead times can be reduced through close

cooperation with suppliers, possibly by inducing suppliers to locate
closer to the factory
5. Preventive maintenance: use machine and worker idle time to maintain
equipment and prevent breakdowns
6. Flexible work force: workers should be trained to operate several
machines, to perform maintenance tasks, and to perform quality
inspections. In general, the attitude of respect for people leads to giving
workers more responsibility for their own work.
7. Require supplier quality assurance and implement a zero defects
quality program: errors leading to defective items must be eliminated,
since there are no buffers of excess parts. A quality at the source (jidoka)
program must be implemented to give workers the personal
responsibility for the quality of the work they do, and the authority to
stop production when something goes wrong. Techniques such as "JIT
lights" (to indicate line slowdowns or stoppages) and "tally boards" (to
record and analyze causes of production stoppages and slowdowns to
facilitate correcting them later) may be used.
8. Small-lot (single unit) conveyance: use a control system such as a
kanban (card) system to convey parts between workstations in small
quantities (ideally, one unit at a time). In its largest sense, JIT is not the
same thing as a kanban system, and a kanban system is not required to
implement JIT (some companies have instituted a JIT program along with
a MRP system), although JIT is required to implement a kanban system
and the two concepts are frequently equated with one another.

Chapter 8
CONCLUSION
From this study, it is understood that, in this modern competitive world,

where only those industries, which provide maximum customer satisfaction at
attracting prices can succeed, the JIT system plays an important role, as it
reduces the manufacturing time & wastage, during production. Thus it
increases the amount of goods produced and decreases the cost of production
of these goods.
This seminar stresses the need to implement JIT technique in

Automobile industries &other modern industries where large-scale production
takes place.

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JUST IN TIME

JIT is a management philosophy that strives to eliminate sources of

The implementation of this management philosophy in industries like

This seminar gives an over view of the JUST IN TIME technique by

2 M.S. Ramaiah Institute of Technology

3 M.S. Ramaiah Institute of Technology

JUST IN TIME (JIT) is a management philosophy that strives to

The idea of producing the necessary units in the necessary quantities at

The implementation of this management philosophy in industries like

This new trend in engineering production, which originally refers to the

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JIT is a Japanese management philosophy, which has been applied in

JIT manufacturing has the capacity, when properly adapted to the

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The Japanese work ethics involves the following concepts.

Workers are highly motivated to seek constant improvement upon that

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1. Waste from overproduction.

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Poka yoke system:

Poka yoke or fool proofing is a method of 100% inspection. Poka yoke is

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JIT system puts emphasis on prevention of recurrence of a problem.

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Today, automobile manufacturing is the world's largest manufacturing

Toyota Production System

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Perhaps the best way to describe the Toyota production system is to

Craft Production methods

Mass production methods

The mass-producer uses narrowly skilled professionals to design

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The Toyota motor corporation, by contrast, combines the advantages

Perhaps the most striking difference between mass and Toyota

Basic idea and Framework

The Toyota production system is a technology of comprehensive

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1. Quantity control, which enables the system to adapt to daily and

It should be emphasized here that these three goals cannot exist

A continuous flow of production, or adapting to demand changes in

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Just-in-time basically means to produce the necessary units in the necessary

1. Kanban system to maintain Just-in-time production

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A Kanban system is a pull-system, in which the kanban is used to pull parts

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Concept of kanban is explained as a device which prevents over production.

physically available at the required point. Say in assembly 5 pieces are

Dual-card Kanban Rules

1. no parts made unless P-kanban authorizes production

Productivity Improvement with Kanban

1. deliberately remove buffer inventory (and/or workers) by removing

In short, the kanban system is an information system to harmoniously

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The Kanban system is supported by the following:

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The idea of producing the necessary units in the necessary quantities at

However, to rely solely on the central planning approach which instructs

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So Toyotas slogan in manufacturing would be to produce in as small

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Planning system for materials can be based on the forecast where as