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Related:  Just In Time Manufacturing

Just in time (business) Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. To meet JIT objectives, the process relies on signals or Kanban (看板?, Kanban) between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality. JIT relies on other elements in the inventory chain as well. The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting.

Brilliant Video for Just in Time and Kaizen Saturday, November 05, 2011 PrintEmailTweet This!Save to Favorites THis video is perfect to illustrate Just in Time and Kaizen in action. The video only lasts around 4 minutes which makes it perfect for any lesson on lean production. Stunning. Please enable JavaScript to view the <a href=" Business Studies Revision / Exam Coaching Workshops Coming Up: GCSE Business (AQA Unit 2 & Edexcel Unit 3) Thursday 24 April 2014 - Birmingham Friday 25 April 2014 - London (Stratford City) AQA AS & A2 Business (BUSS1 & BUSS3) Monday 20 January 2014 - London (Stratford City) Tuesday 21 January 2014 - London (Fulham Broadway) Wednesday 22 January 2014 - Bristol (Cribbs Causeway) Thursday 23 January 2014 - Birmingham (Star City) Friday 24 January 2014 - Manchester (Salford Quays) AQA AS & A2 Business (BUSS2 & BUSS4) Post-Easter (BUSS1/BUSS2 Combined & BUSS4) Try some of these superb starter activities for Business Studies:

Just-In-Time Systems Comments Favorited Successfully! Favorite Failed! Already Added! Login To Add! Cannot favorite your own presentation! Please Login to flag this presentation! Your inappropriate request is sent successfully! Failed to send your inappropiate request! Please login to send a feature request! Your feature quest has been sent successfuly! Error while send your feature request! Description: Chapter 16. Chapter 16 An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use only and may not be sold or licensed nor shared on other sites. While downloading, If for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. Slide 1 Slide 2 JIT/Lean Production Slide 3 JIT Goals Eliminate disruptions Make system flexible by reduce setup and lead times Eliminate waste, especially excess inventory Slide 4 Sources of Waste Slide 5 Big vs. Slide 6 JIT Building Blocks

Lean manufacturing Overview[edit] The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective. Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.[5] These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. Origins[edit] Lean aims to make the work simple enough to understand, do and manage. A brief history of waste reduction thinking[edit] 20th century[edit]

Just-in-Time Just-in-Time "Just-in-Time" means making "only what is needed, when it is needed, and in the amount needed." For example, to efficiently produce a large number of automobiles, which can consist of around 30,000 parts, it is necessary to create a detailed production plan that includes parts procurement. Kanban System In the TPS (Toyota Production System), a unique production control method called the "kanban system" plays an integral role. Evolution of the kanban through daily improvements Through continuous technological improvements, the kanban system has evolved into the "e-kanban," which is managed using IT methodologies and has increased productivity even further. - Why use a supermarket concept? Two kinds of kanban (the production instruction kanban and the parts retrieval kanban) are used for managing parts.

What is just-in-time manufacturing (JIT manufacturing Just-in-time (JIT) manufacturing is a production model in which items are created to meet demand, not created in surplus or in advance of need. The purpose of JIT production is to avoid the waste associated with overproduction, waiting and excess inventory, three of the seven waste categories defined in the Toyota Production System (known in North America as the lean production model). The JIT concept was described by Henry Ford in his 1923 book, My Life and Work: We have found in buying materials that it is not worthwhile to buy for other than immediate needs. Toyota adopted JIT in the Toyota Production System (TPS), as a means of eliminating the seven wastes. In the major alternative to JIT manufacturing, inventory in excess of immediate need is managed.

Just-In-Time Manufacturing (JIT) Introduction Just-in-time manufacturing was a concept introduced to the United States by the Ford motor company. It works on a demand-pull basis, contrary to hitherto used techniques, which worked on a production-push basis. To elaborate further, under just-in-time manufacturing (colloquially referred to as JIT production systems), actual orders dictate what should be manufactured, so that the exact quantity is produced at the exact time that is required. Just-in-time manufacturing goes hand in hand with concepts such as Kanban, continuous improvement and total quality management (TQM). Just-in-time production requires intricate planning in terms of procurement policies and the manufacturing process if its implementation is to be a success. Highly advanced technological support systems provide the necessary back-up that Just-in-time manufacturing demands with production scheduling software and electronic data interchange being the most sought after. Advantages Just-In-Time Systems Conclusion

Harley-Davidson's Just-in-Time (JIT) Journey | Operations Case Studies | Business Operations Management Cases | Case Study Abstract: process control, and JIT. The company soon realized that in order to beat Japanese competition, it had to implement these practices as well. The company successfully implemented JIT practices and reaped several benefits. After spectacular growth in the 1990s and the early 2000s, Harley-Davidson again faced hard times from 2007. Issues: » To understand Just-in-time philosophy and its importance in reducing overall production cost and enhancing product quality. » To understand how the JIT philosophy requires the alignment of operational strategies to achieve the goal. » To understand the important role of having a stable supplier network for achieving JIT. » To understand that besides the use of statistical techniques in achieving JIT, employees' involvement is equally important. » To discuss the challenges faced by Harley-Davidson since 2007. » To explore operational strategies that Harley-Davidson can adopt to overcome those strategies. Contents: Keywords: Introduction- Next Page>>