Just In Time & Lean

Manufacturing
(JIT &LEAN)
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The What Is Just-in-Time (JIT/LEAN)?

The just-in-time (JIT) is a management

philosophy that seeks to eliminate all
forms of waste. As a production
system, JIT/Lean produces only what is
needed, when it is needed, in the
quantity needed.
Rationale for Just-In-Time(JIT/LEAN)

The production schedules of mass production

manufacturers are based on a forecast of future
needs, which is based historical data and trend
analysis

The system’s major flaw is that no one can

forecast the future with adequate accuracy,
even if they have past and solid feel of current
market patterns.
Rationale for Just-In-Time(JIT/LEAN)

Even successful items have limitations in

terms of the quantity that purchasers will
absorb. The risk of loss from overproduction is
significantly greater when production is based
on real demand that when production is based
on forecast of the future. JIT/LEAN is defined
in the preceding section as producing only
what is required, and only in the amount
required

As a results of JIT/LEAN, no goods are

created in the absence of demand. As a results,
no goods are produced that cannot be sold at a
price that supports the company’s profitability
Development of JIT/LEAN
Development of JIT/LEA. We have recognized Ohno as the founder of
the just-in-time/Lean system, and it is true that he was responsible for the
system's current development. However, other names should be
remembered, at least to the extent to which they contributed by
inspiration. The first is Henry Ford, creator of mass production. Because
of Ford’s great appreciation of the expense of waste, Ohno said that if
Ford were alive today, he would have developed a system much like
Toyota’s.

Toyota was able to face the rising problems of survival by focusing on

people, plants, and systems. Toyota saw that JIT would be effective only
if every employee inside the company was involved and dedicated to it, if
the plant and processes were configured for maximum output and
efficiency, and if quality and production programmes were precisely timed
to meet demand.
 Types of Wastes Taiichi Ohno Identified
Taiichi Ohno (the creator of JIT/Lean) identified seven types of
wastes:
1. Overproducing
2. Waiting (Time)
3. Transporting
4. Processing Itself
5. Having unnecessary stock on hand
6. Using unnecessary motion
7. Producing defective goods
Internal Supplier-Customer Relationships
Mass Production Push System
Just-In-Time/ Lean Pull Demand System
 Difficulties Ohno Encountered in Developing the System

Machine Problems:
Process
1. Is it running and turning out
products. Problems
2. If it is running, is the quality of its
output product acceptable?

Lot Size
Relationship of JIT/LEAN to total quality and world class
manufacturing
Kanban is the the regulation agent in a pull system, whereas the traditional production line pushes
merchandise from the front of the line to the end customers. Both are incompatible. Similary, implementing
JIT/LEAN in the absence of a comprehensive overall quality system encmpassing the entire organisation
might be difficult.

Separate departments exist in a typical manufacturing, purchasing, accounting and so on, each having their
own boundaries and agendas. JIT/LEAN has little regard for boundaries. It necessitates that all departments
comply to its requirements.

Manufacturing workers will face challenges if the manufacturing department has embraced JIT/LEAN but
the organisation as a whole has not begun a whole quality effort. Most of the time, there will be blantant
resistance because the criteria of JIT/LEAN imply change, and departments that are unwilling to change
will oppose it as every step.
Benifits of Just-in-Time (JIT/LEAN) ???

Inventory and Cycle Time

Work-in-Process

Continual Elimination of
Improvement waste
 Requirements Of Just in Time
(JIT/LEAN)
Factory Training, Establishing Kanban Pull
Organization Teams and the Flow and System
Skills Simplifying

Visibility and Eliminating Small Lot Sizes

Visual Control Bottlenecks and Reduced
Setup Times
 Requirements Of Just in Time
(JIT/LEAN) Cont

Total Productive Process Capability,

Suppliers
Maintenance and Statistical Process
Housekeeping Control and Continual
Improvement
 Automation and JIT/LEAN
Automation and JIT/LEAN Discussing processes that employ humans and manual machines
is more meaningful than discussing processes that use robots. If the fundamentals that apply
to humans are grasped, the same fundamentals will be applicable in an automated plant. All of
the rules remain the same. We are not opposed to automation.

(Example):The difference in the two companies' ideas becomes clear. Executives at GM

believed that by spending enough money, they could buy their way out of their situation.
Toyota knew what it was capable of doing in one of its other low-tech plants in Japan and
simply cloned it down to the last detail in Kentucky. There's no gimmickry here; just basic
logic.
Automation can be beneficial in many applications, but if you haven't solved the problems in
the human-operated versions of those apps, you won't be able to automate them efficiently. If
you attempt, your problems will be automated, and the robots will be considerably less adept
at working around them than the humans they replaced.
 Automation and JIT/LEAN
It is frequently found that the need for automation is decreased or eliminated by converting to
JIT/Lean.

In those few weeks of JIT/Lean training, we learnt that world-class manufacturing equals to JIT/Lean
in a whole quality environment, not a plant full of robots and automatic guided vehicles. JIT/Lean
and automation are compatible, but before automating operations, consider the necessity and the
company's readiness for it.

However, automation obviously has a place in tandem with JIT/Lean. There are numerous examples
of highly effective automated facilities, particularly in high-volume production. JIT/Lean and
automation are totally compatible.

JIT/Lean was originally created for a car manufacturer, and as automation has been integrated and
capabilities have evolved, JIT/Lean has been there to do its job. JIT/Lean is at least as valuable in
these plants as it is in facilities with less automation. Its pull method avoids overproduction of any
manufacturing element and distributes materials at the front end of the process when needed, all
without the enormous stocks that existed prior to JIT/Lean. It makes no difference whether the
procedures are run by people or robots in this regard.
 Summary
1. JIT/Lean is a management philosophy that seeks to
eliminate all forms of waste. As a production system,
JIT/Lean produces only what is needed, when it is
needed, in the quantity needed.

2. The root justification for JIT/Lean is improved product

quality with lower costs.

3. Inventory reduction, shortened cycle time, continual

improvement, and elimination of waste are all inherent
benefits of JIT/Lean
THANK YOU!!!
That is all from us, thank you for listening to our presentation.