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INTRODUCTION TO JIT: A REVIEW

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 International Journal of Latest Research in Science and Technology ISSN (Online):2278-5299
Volume 2, Issue 6: Page No.97-101,November-December 2013
http://www.mnkjournals.com/ijlrst.htm

INTRODUCTION TO JIT: A REVIEW

Sandeep Phogat
Mech. Engg. Deptt. , DCRUST Murthal, Sonepat, Haryana.
Email:sandeepphogat1@gmail.com.

Abstract- Just-in Time system has been defined and identified worldwide by many researchers and practitioners for world class
manufacturing. This system has been accepted as a systematic approach to achieve competitiveness and excellence in manufacturing by
many researchers and practitioners in many countries in last three decades. This system has potential to compete in the present scenario of
rapid development and growth of industrialization. This paper presents the spread of JIT movement, concepts, objectives, elements,
benefits, implementation and motivation of JIT system.

Keywords :- JIT, Elements, kanban, waste, 5’s

I. INTRODUCTION According to Hirano, the introductory phases of JIT involves

The principle of Just in time (JIT) is to eliminate sources of
manufacturing waste by getting right quantity of raw
materials and producing the right quantity of products in the
right place at the right time. The main purpose of this paper is
to provide informations to the people who is interesting in
knowing JIT.
Just-In-Time is a Japanese manufacturing management
method developed in 1970s. It was first adopted by Toyota
manufacturing plants by Taiichi Ohno. The main concern at
that time was to meet consumer demands. Because of the
success of JIT management, Taiichi Ohno was named the
Father of JIT (Cheng).After the first introduction of JIT by
Toyota, many companies followed up and around mid
1970s’, it gained extended support and widely used by many
companies. One motivated reason for developing JIT and
some other better production techniques was that after World
War II , Japanese people had a very strong incentive to
develop a good manufacturing techniques to help them
rebuilding the economy. They also had a strong working
ethnic which was concentrated on work rather than leisure,
seeked continuous improvement, life commitment to work,
group conscious rather than individualism and achieved
common goal. These kind of motivation had driven Japanese
economy to succeed (Cheng).Because of the natural
constraints and the economy constraints after World War II,
Japanese Manufacturers looked for a way to gain the most
efficient use of limited resources. They worked on "optimal
cost/quality relationship"(Cheng).Before the introduction of
JIT, there were a lot of manufacturing defects for the existing
system at that time. According to Hirano, this included
inventory problem, product defects, risen cost, large lot
production and delivery delays. The inventory problems
included the unused accumulated inventory that was not only
unproductive, but also required a lot of effort in storing and
managing them. Other implied problems such as parts
storage, equipment breakdowns, and uneven production
levels.
2. PHASES FOR IMPLEMENTATION OF JUST IN
TIME
5 steps.
Step 1: Awareness Revolution
It means giving up old concept of managing and adopting JIT
way of thinking. There are 10 principles for improvement:
1. Abolish old tradition concepts.
2. Assume that new method will work.
3. No excuses is accepted.
4. It is not seeking for perfection, absolutely zero-defect
process, few defects is acceptable.
5. Correct mistakes immediately.
6. Do not spend money on improvement.
7. Use you brain to solve problem.
8. Repeat to ask yourself 5 times before any decision.
9. Gather information from several people, more is better!
10. Remember that improvement has no limits. (Hirano).
The idea of giving up old concept was especially for the large
lot production, The lot production was felt that "having fewer
changeover was better", but it was no longer true. Whereas
JIT is a one-piece flow manufacturing. To compare the two,
Hirano had this idea. Lot production: "Unneeded goods...In
unneeded quantities...At unneeded times..." JIT: "Needed
goods...In needed quantities...At needed times..."
The main point here is to have an awareness of the need of
throwing out old system and adopting a new one.
Step 2: 5S’s For Workplace Improvement (Hirano)
This 5S’s should be implemented company-wide and this
should be part of a total improvement program.
Seiri - Proper Arrangement means sorting what you have,
identifying the needs and throwing out those unnecessary.
One example is using red-tags. This is a little red-bordered
paper saying what the production is, how many are
accumulated and then stick these red tags onto every box of
inventory . It enhances the easiness to know the inventory
status and can reduce cost.

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Seiton - Orderliness means making thing in order. Examples
include keeping shelves in order, keeping storage areas in
order, keeping workplace in order, keeping worktables in
order and keeping the office in order.
Seiso - Cleanliness means having a clean workplace,
equipment, etc.
Seiketsu - Cleanup mean maintaining equipment and tools.
Shitsuke - Discipline means following the rules and making
them a habit.
Step 3: Flow Manufacturing (Hirano)
Flow manufacturing means producing one single piece of
product at a time but multi-handling which follows the
process sequence.
There are several main points concerning flow
manufacturing:
1. Arrange machines in sequence.
2. U-shaped production line (Cellular Manufacturing)
3. Produce one-piece at a time.
4. Train workers to be multi-skilled.
5. Follow the cycle time.
6. Let the workers standing and walking around while
working.
7. Use small and dedicated machines.
The author continued by comparing lot production with flow
manufacturing, here is a short summary of comparison.
1. Cycle time It means how long it would take to "carry out
part all the way through the cell". (Hirano) Following are the
equations for calculating cycle time. (Hirano)
Daily Quantity Required = Monthly Quantity Needed /
Working Days per month
Cycle Time = Working Hours per day / Daily Quantity
Required
2. Work sequence
3. Standard stock - on - hand
4. Use operation charts
Step 5: Multi-Process Handling
Multi-process handling means one worker is responsible for
several processes in a cell. (Hirano)
Some points that should be aware: (Hirano)
· Clearly assign jobs to machines and workers.
· Make a good use of U-shaped cell manufacturing.
· Multi-skilled workers
· Operation should be able to perform multi-machine
handling and multi process handling.

Lot Production Flow Manufacturing 3. ELEMENTS OF JUST IN TIME

1. Floor layout is job- 1. Floor layout is U-shaped cell.
shop type. 2. Different types of machines are According to Cheng, the basic elements of JIT manufacturing
2. Grouping machines of type together put together into one are:
same type together. cell.
3. Large lot product. 3. One-single piece at a time. · People Involvement
4. Machines used are 4. Machines used are small. · Plants
large. · System
5. Inventory is easy to 5. Less or even no inventory
accumulate between between processes accumulated. People Involvement
processes.
6. Single-process 6. Multi-process handling
Maintaining a good support and agreement from people
handling.
involved in production. This is not only reduce the time and
7. Workers are sitting 7. Workers are standing while
effort in implementation of JIT, but also minimize the chance
while working. working.
of creating implementation problem. (Cheng) The attempt to
8. Workers are single- 8. Workers are multi-skilled.
maximize people’s involvement may carry through the
skilled.
introduction of quality circle and total involvement concept.
9. Inspection at the final 9. Inspection at the end of each
(Cheng)
stage process process
Manufacturers can gain support from 4 sources.
So, we can see that there was a need to change from large lot
production to flow manufacturing. 1. Stockholders and owners of the company - should
maintain a good long-term relationship among them.
Step 4: Standard Operations (Hirano) (Cheng)
2. Labor organization - all labors should be well-
Standard Operation means to produce quality safely and less informed about the goals of JIT, this is crucial in
expensively through efficient rules and methods of arranging gaining support from the them. (Cheng)
people, products and machines. 3. Management support - support from all level of
management. The ideas of continuous improvement
The basis of standard operations are : should spread all over the factory, managers and all
shop-floor labor. (Cheng)
4. Government support - government can show their
support by extending tax and other financial help.

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This can enhance the motivation, and also help in
financing the implementation of JIT. (Cheng)
Plants
Certain requirements are needed to implement JIT, there are:
Plant layout - the plant layout is mainly focus on
maximizing working flexibility. It requires the use of "multi-
function workers". (Cheng)
Demand pull production - it means to produce when the
order is received. This can manage the quantity and time
more appropriately. (Cheng)
Kanban - a Japanese term for card or tag. Special inventory
and process information are written on the card catch
mistakes immediately.
Continuous improvement - this concept should be adopted
by every members in the organization in order to carry out
JIT. This is the most important concept of JIT. This can allow
an organization to improve its productivity, service, operation
and even customer satisfaction in an on-going basis. (Cheng).
This helps tying and linking the process more efficiently.
(Cheng)
System
This refers to the technology and process that combines the
different processes and activities together. Two major types
are MRP(Material Requirement Planning) and MRP II
(Manufacturing Resource Planning). (Cheng)MRP is a
computer-based, bottom-up manufacturing approach. This
involves two plans, production plan and master production
schedule. Production plan involves the management and
planning of resources through the available capacity. Master
production schedule involves what products to be produced
in what time. (Cheng)MRP II is mainly involved the
management or planning of financial resources in order to
carry out the operation. (Cheng).
4. GOAL OF JUST IN TIME
According to Cheng in Just-In-Time Manufacturing – An
Introduction, he explains the ideas of Suzaki for the
objectives of JIT. There are three main objectives:
A. Increasing the organization’s ability to compete with
others and remain competitive over the long run. The
competitiveness of the firms is increased by the use of
JIT manufacturing process as they can develop a more
optimal process for their firms.
B. Increasing efficiency within the production process.
Efficiency is obtained through the increase of
productivity and decrease of cost.
C. Reducing wasted materials, time and effort. It can help
to reduce the costs.
Other short-term and long-term objectives(Cheng) are:
1. Identify and response to consumers needs. Customers’
needs and wants seem to be the major focus for
business now, this objective will help the firm on what
is demanded from customers, and what is required of
production.
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2. Optimal quality/cost relationship. The organization
should focus on zero-defect production process.
Although it seems to be unrealistic, in the long run, it
will eliminate a huge amount of resources and effort in
inspecting, reworking and the production of defected
goods.
3. Reduce unwanted wastes. Wastes that do not add value
to the products itself should be eliminated.
4. Develop a reliable relationship between the suppliers. A
good and long-term relationship between organization
and its suppliers helps to manage a more efficient
process in inventory management, material
management and delivery system. It will also assure
that the supply is stable and available when needed.
5. Plant design for maximizing efficiency. The design of
plant is essential in terms of manufacturing efficiency
and utility of resources.
6. Adopt the work ethnic of Japanese workers for
continuous improvement. Commit a long-term
continuous improvement throughout the organization. It
will help the organization to remain competitive in the
long run.
5. LIMITATION OF JUST IN TIME
Regardless of the great benefits of JIT, it has its limitation,
JIT has the following major limitations:
Culture Differences- The organizational cultures vary from
firm to firm. There are some cultures that tie to JIT success
but it is difficult for an organization to change its cultures
within a short time.
Traditional Approach The traditional approach in
manufacturing is to store up a large amount of inventory in
the means of backing up during bad time. Those companies
rely on safety stocks may have a problem with the use of JIT.
Difference in implementation of JIT Because JIT was
originally established in Japanese, it is somehow different for
implementing in western countries. The benefits may vary.
Loss of individual autonomy This is mainly due to the
shorter cycle times which adds pressures and stress on the
workers.
Loss of team autonomy This is the result of decreasing
buffer inventories which lead to a lower flexibility of the
workers to solve problem individually.Loss of method
autonomy It means the workers must act some way when
problems occur, this does not allow them to have their own
method to solve a problem. JIT success is varied from
industry to industry Some industries are benefit more from
JIT while others do not.
Resistance to change JIT involves a change throughout the
whole organization, but human nature resists to change. The
most common resistance are emotional resistance and rational
resistance. Emotional resistance are those psychological
feeling which hinder performance such as anxiety. Rational
resistance is the deficient of the needed information for the
workers to perform the job well. Relationship between
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 International Journal of Latest Research in Science and Technology.
management and employees is important A mutual trust must
be built between management and employees in order to have
effective decision making. Employee commitment mployees
must commit to JIT, to enhance the quality as their ultimate
goal, and to see JIT as a way to compete rather than method
used by managers to increase their workload.
Production level JIT works best for medium to high range of
production volume. Employee skill JIT requires workers to
be multi-skilled and Flexible to change. Compensation
Compensation should be set on time-based wages. This allow
the workers to concentrate on building what the customers
wants.
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