TOOLS AND TECHNIQIES OF

JUST IN TIME
 Major tools and techniques of JIT manufacturing.
Just in time manufacturing works at 2 different levels. As a large scale
organization wide Philosophy, it directs everyone efforts at identifying and
eliminating waste in the firm. This Broad- based strategic orientation is referred
to as corporate JIT or big JIT.
On the other hand practitioners can focus on various analytical tools and
techniques that are Frequently associated with just-in-time manufacturing. Often
this tactical orientation is Referred to as jitor shop floor JIT or little JIT the
tactical JIT.

1) Kanban system or pull scheduling:

Kanban is a Japanese word meaning card and these cards are the means of
communicating within 2 and from a work center. The kanban cards may be
made of paper, metal or plastic. Kanbans are the heart of the JIT system.
They effectively replace all written work orders, move tickets and routing
sheets. No parts can be moved, produced or used without an appropriate
Kanban.
2) Lean production: Lean production incorporating just-in-time implies being
rigorous, organised and efficient. The Japanese have five expressions for this,
which are discussed
below:
Seiro - remove: Here the philosophy is to remove from the work area any
irrelevant work tools, materials, equipment or paperwork.
Seiton -organise : This means to organize all materials, tools, pencils, tools,
materials, equipment or paperwork, documents and files that are used in the
operation.
iii) Seiso -keep clean : ln a manufacturing environment ,keeping the working
area clean is appropriate from the health & safety point of view. If machines are
being used, this means removing excess oil, dirt, water etc. In the office, keep
disks clean & computer equipment free of grease.
iv) Seiketsu - standardise: Wherever possible, standardise onperations and
activities so that so that, whoever is at the work centre, the job in hand is
performed in trhe same manner and with the same materials.
(v) Shitsuke- respect the rules: Organisations, firms and society all function
through teamwork and cooperation, which involves respecting rules.
3) Single minute exchange of dice SMED: JIT systems concentrate on
reducing the cost of setting up machines to avoid the negative aspects of
producing small lot sizes this principle is known as SMED single minute
exchange of dies.

SMED tries to reduce the impact of these causes in a three stage process.

Stage 1: This stage separates internal and external set-ups. An internal set-up
is a set-up procedure that occurs while the equipment or machine sits idle or
stopped. An external set-up is any set-up activity that workers complete while
the equipment or machine is running.

Stage 2: This Stage responds to the distinction between internal set-up and
external set-up.

Stage 3: This stage in the SMED process works to streamline all activities in
set-up, specifically, it advocates eliminating any activities for adjustments,
calibrations, elaborate positioning, unnecessary tightening or trial runs.
4) Poka yoke (fool proofing): Just-in-time practitioners try to develop
production system that produce output with perfect quality every time. But
processes can obstruct this goal by creating opportunities for error and
confusion.
5) Quality at the source: To achieve the objectives of JIT, a firm must develop
new ways of viewing customers and to identify and solve problems. Rather than
trying to catch problems after they occur through inspections, improvement
must focus on the sources of products.
6)Jidoka : Jidoka, the Japanese name for autonomation, describes technological
features of equipment and processes that detect problems while the systems run
and flag these
problems to operators.A Jidoka system tries to eliminate the need for the
operator to spend monitoring routine activities of a process.
7)Standardisation and simplification: Standardisation replaces inconsistent
methods with standard routine for process tasks.By defining a single method for
all workers who perform any activity, standardisation helps operations managers
to identify problems with equipment, materials and worker capabilities.
8. Supplier (or vendor) Partnerships: JIT systems typically have close
relationshino with vendors who are expected to provide frequent small
deliveries of high-qualit goods.
9)Reduced transaction processing : Traditional manufacturing systems often
have
many built in transactions that do not add value The transactions can be
classifieded a
1 Logical transactions.
2. Balancing transactions.
3. Quality transactions.
4. Change transactions.
10). Kaizen (continuous improvement): A central theme of a true JIT systems
is to work
towards continual improvement of the system- reducing inventories, reducing
set-up cost & time, improving quality, increasing output rate & generally
cutting waste & inefficiency. Towards the end, problem solving becomes a way
of life-a “culture” that must be assimilated into the thinking of management &
workers alike.
THANK YOU