Key Elements of Just In Time System | JIT System

Just In Time System (JIT), nowadays, is followed in the modern manufacturing arena. It
provides many benefits to the organization if could be followed effectively. There are four Key
Elements of Just In Time System (JIT) which ordinarily have some fundamental characteristics.

Four Key Elements of Just In Time System

1. Setup Time: An effective Just In Time System (JIT System) environment generally requires
reduced setup time. Reduced setup time offers the capability to react swiftly to customer orders
and shrinks the demand for safety stocks. The SMED program was proposed to minimize time
required to put the machinery and equipment to point (Almomani et al. 2013). This technique
emerged in the automotive sector and focused mainly on changing tools from lathes, milling
machines, and material grinding equipment. Thus, in a production system, the programs to
reduce setup times for machines and equipment are based both on the analysis of unnecessary
movements by operators and machines and the design of these machines. It is important to
highlight that in order to meet short preparation times, people in the company should be highly
trained and skilled to identify all unnecessary movements. So, it is considered under the Key
Elements of JIT Systems.

2. Plant Layout: Just In Time System (JIT) offers enhanced plant layout. The layout of the
manufacturing plant should be improved to decrease distances work-in-process should flow. In
conventional layouts, all of the machinery of a comparable class are assembled together in one
cost centre or physical location.

For example, all the granulation machines are ordinarily in one location and all of the
compression machines in another. As a result, work-in-process must move long distances
between operations. There are several evils with this. At first, relocation of components around
the plant results in unnecessary costs incurrence. Secondly, relocation leads waiting time.
Thirdly, it is challenging to keep track of singular items when the inventory is scattered all over
the production floor.
3. Flexible workforce. Workers should be multi-skilled in a Just In Time System environment,
which is often organized into small “cells” that contain all of the equipment required to carry out
many steps in the production process. Workers need to be able to use all the various pieces of
equipment in the work cell. Also, workers are typically expected to perform maintenance tasks
on their own equipment and to do their own quality inspections. Flexible workforce is created
through education and training, along with the establishment of clear policies for its
implementation, since there are often Constitutional or Federal rights in labor laws that are clear
in terms of the payment of overtime work, the holidays granted, and more. Authors Kohler and
Schultz-Wild (1985) discussed the issues and policies that may be found when companies seek to
implement a flexible workforce. Similarly, Toikka (1987) analyzed the procedures that
companies should follow in order to develop their workforce in an environment of visible
manufacturing. So, the Flexible workforce is considered under the Key Elements of Just In Time
System.

4. Defect Rates: JIT technology ordinarily offers lower defect rates. An establishment must
persistently endeavor for reducing the defects. Big numbers of defects entail that excess work-in-
process be put into operations to ensure that there will be adequate defect less output to satisfy
customer orders. Hence, defects must be taken care and possibly eliminated in a JIT
environment. So, Defect Rates is also considered the Key Elements of Just In Time System or
JIT System.
REFERENCES.

Knowledgiate Team June 28, 2013

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------- Almomani MA, Aladeemy M, Abdelhadi A, Mumani A (2013) A proposed approach for
setup
time reduction through integrating conventional SMED method with multiple criteria
decision-making techniques. Comput Ind Eng 66(2):461–469. doi:10.1016/j.cie.2013.07.011

------- Kohler C, Schultz-Wild R (1985) Flexible manufacturing systems—manpower problems

and
policies. J Manuf Syst 4(2):135–146. doi:10.1016/0278-6125(85)90020-2

------- Toikka K (1987) Development of work in FMS—case study on new manpower strategy.
In:
BrÖDner P (ed) Skill based automated manufacturing. Pergamon, Oxford, pp 7–12. doi:10.
1016/B978-0-08-034800-1.50007-0