Just-In-Time

z and Lean
System

Module No. 5
 z
The origin of the "just-in-time" (JIT)
philosophy

 What is Just In Time Manufacturing?

- A philosophy of continuous improvement that puts emphasis on
prevention rather than correction and demands a company wide focus
quality.

 History of JIT?
- Evolve in Japan after World War II in 1970s
- Toyota Motor Company
• The Just in Time or JIT, inventory ordering process has been around since
the 1970s, but much newer examples show how much more efficiently a
business can run when it adopts the practice of ordering what is needed
only when it is needed. Companies that are successful in using just-in-time
methods minimize inventory, maximize efficiency, and increase
profitability.

• The JIT inventory system is popular with small businesses and major
corporations because it provides more efficient use of working capital and
enhances cash flow. The JIT system can be especially helpful to small
businesses that are just starting out. It can reduce the amount of capital
required to get the business up and running. Companies tie up less money
in unused inventory and need less storage space.
What is the Basic Principle behind Just in Time
Manufacturing?
 

-Total Quality Management It seeks long term commitment to quality

efforts with continuous improvement
- Production Management Pull System vs. Push System Communication
Techniques
- Supplier Management Establish long term relationship with few
suppliers
- Inventory Management Commonly used by retailers
- Human Resource Management Motivation for continuous
Improvement Problem Solving
High Employee Interaction
 z
apply continuous quality improvement
strategies to improve organization processes

What are some of the characteristics of

continuous quality improvement?
 
*Systematic data guided activities
*Involvement of iterative development and testing
-continuous quality improvement recognize that this is a process of
ongoing learning training and application of new ways to make change. It
requires a commitment to incremental revision rather than by skilled
and knowledgeable workers.
 
 • What factors contribute to a culture of continuous quality
improvement?
 
Continuous improvement consists of incremental initiatives and innovations to achieve
best practices. All expectations and objectives should be deployed to stakeholders clearly.
Providing encouragement and implementing incentive plans should help in developing a
culture of continuous improvement.

The some dimensions of contribute are:

Leadership
Strategic quality planning
Customer satisfaction
Information and analysis
Human resources management
Quality management,
And organizational performance results.
• What are the stage for change to be continuous quality
improvement culture?
 
The stage an organization goes through to change to one of continuous
quality improvement include DORMANT where the organization is not sure
where to begin and member tend to feel overwhelmed testing and
coordinating where the organization collect data which is not yet connected
to ( goals ) or ( plants ) ( empowerment ) where performance indicators are
widely used throughout the organization with individual member taking
responsibility for analyzing an applying result .
• What are the core competencies of an organization that use a
continuous quality improvement is strategy?
(Core)
*Intellectual
*Personal
*Social and emotional proficiencies
 
Organization with a culture of continuous quality Hi to accomplish and had a
skill and knowledge to reach their goals they have a culture of learning and
gathering information and can communicate their findings both internally
and externally there is a leadership support as well as support of staff
member and change can be made as needed .
-  
z
Categorize non value-adding
activities into eight types of waste

What are the eight types of waste

as identified by both lean and six-
sigma practices?
z

Use of "kanbans" in JIT pull systems

• How does the Kanban method process

facilitate efficient manufacturing processes?
Help you to eliminate bottlenecks on your system

Improve flow and reduce cycle time

Help you deliver more continouship and get

faster feedback.
 • Why are materials for each step held back until
they are needed?

- They need to prevent on hide them materials so that it’s

price does not go down and release the item in market
first when person needs it and here they raise the price.
And at this print here come the term when supply is high
the demand is low, and when demand is high the supply
is low.
 z
The strategic elements in Lean for the use in
manufacturing and service
organizations

• [ Lean control involves the non-financial aspects of a business's operations and focuses on
improving quality and decreasing waste.]
• [ This process was originally used only in manufacturing and used for all product and service
development and related process.
• What are the characteristics of a lean system, and how can managers benefit from this
system?
• [managers must first understand what they are seeking to accomplish. ]
• [ Identify the specific tools and techniques that will be effective for achieving their business
goals, and which tools are not appropriate.]
• What are the five core principles of lean?

1. Always look at the value being provided from the viewpoint of the
customer. Managers must understand how a product meets customer
needs and seek to meet those needs by providing value at a price the
customer is willing to pay.
 
2. Describe the activities required to bring a product to the customer.
This is known as the value stream and includes both manufacturing
processes, as well as other activities such as purchasing and materials
management. A manager's responsibility includes ensuring that only
activities that provide value are performed.
3. Ensure that the process moves smoothly from one stage to another. This is referred to
as "flow" in each value stream, and seeks to increase flexibility and lower costs.
 
4. Requires that production takes place at the demand of the customer, known as a
"pull" strategy. This help to reduce lead times, increases flexibility, and seeks to meet
customer demand rather than to predict it in advance.
 
5. Lean process seeks continuous improvement, known by the Japanese work Kaizen.
This is a mindset that accepts that improvement is always possible, with companies
launching kaizen events from time to time to improve specific activities or processes.
Kaizen is a Japanese term meaning "change for the better" or "continuous
improvement." It is a Japanese business philosophy regarding the processes that
continuously improve operations and involve all employees. Kaizen sees improvement in
productivity as a gradual and methodical process.
The Kaizen approach consists of 5 founding elements: teamwork, personal discipline,
improved morale, quality circles, suggestions for improvement.