JIT and Lean System_20241011_113942_0000

JUST IN TIME &
LEAN
Group 5
SYSTEM
Operations and
Management
JUST-IN-
TIME
JUST-IN-TIME
X
Inventory Goods are Only as they are
management received required
• Producing and procuring the right items at the right time,
and in the right amounts.
HISTORY OF JIT
• JIT's origins can possibly traced back to Japan, when the
country aimed to improve its industrial base by achieving
full employment and a positive trade balance after the
Second World War.
• Founded by Taiichi Ohno

• Vice President of Toyota
• Implemented in Toyota plant 1950 well established after
1970
• Well known as Toyota Production System
BELIEFS OF JIT
1. Elimination of waste
2. Continous improvement (Kaizen)
3. Customer focus (pull production system)
4. Respect for people
IMPACT OF JIT BELIEFS

a. Efficiency
b. Quality
c. Flexibility
JUST-IN-TIME
Advantag
es Inventory cost
1. Reduced
2. Lower waste - demand-driven production
3. Improved product quality
4. Greater flexiblity and responsive to customer
demand
Disadvantag
1. Risk of running out of stock
es
2. Lack of control over time frame
ELEMENTS
OF JIT
JUST-IN-TIME TOTAL QUALITY
MANUFACTURING MANAGEMENT
RESPECT FOR
PEOPLE
ELEMENTS OF JIT
1. JUST-IN-TIME MANUFACTURING
is an element of JIT that places the most emphasis on the
production system, enabling high production of high-quality,
low-cost products while precisely satisfying customer
expectations
ACHIEVED BY FOCUSING ON THESE ELEMENTS
▪︎Pull production system & Kanban
▪︎Small lots sizes & quick setups
▪︎Flexible resources
ELEMENTS OF JIT
THE PULL SYSTEM
Pull products into production only as they are needed or
requested. Preventing an over production of goods
• Less inventory space

needed
• Higher flexibility
KANBAN
an inventory control system used in JIT manufacturing to
track production and order new parts and materials.
Number of kanbans
required
N = number of kabans or containers
D = demand rate at a using working station
N= DT + S T = the time it takes to receive an order
from the previous workstation (lead time)
C S = safety stock
C = size of container
KANBAN
N = number of kabans or containers
N= DT + S D = demand rate at a using working station
T = the time it takes to receive an order (lead time)
C S = safety stock
C = size of container
An aspirin manufacturer has converted to JIT manufacturing using kanban
containers. They must determine the number of containers at the bottle
filling operation which fills at a rate of 200 per hour. Each container holds
25 bottles, it takes 30 minutes to receive more bottles, safety stock is 10%
of demand during lead time
SOLUTIO N=(200)(.5) + 10
N: D = 200 bottles per hour 25
T = 30 mins = .5 hr
SDT= .10 (200) (.5) =10 N= 4.4 kanban
bottles
C = 25 bottles per container containers
KANBAN
TO COMMUNICATE CAPACITY LEVELS IN REAL-TIME ON THE
FCTORY FLOOR
Worker
K
Team
Warehouse Supplier
ELEMENTS OF JIT
SMALL-LOT SIZE • Reduce inventory
Producing items in smaller • Flexibility
quantities rather that large • Quality Improvement
batches •Faster feedback
QUICK SETUPS
Reducing the time required to
switch from producing one
product to another
ELEMENTS OF JIT
FLEXIBLE RESOURCES
Ability of a workforce, equipment, and processes to adapt
quickly to changing production requirements.
1. FLEXIBLE WORKFORCE
Employees are trained to perform multiple tasks or operate
different types of equipment
2. FLEXIBLE EQUIPMENT
Machine and tools that can be easily adjusted to handle
different tasks or products.
ELEMENTS OF JIT
2. TOTAL QUALITY MANAGEMENT
is an approach that emphasizes quality in every aspect of an
organization's operations, from design to delivery. It is often
integrated with JIT to ensure that products are made right at
the first time, reducing waste and rework.
1. Continous improvement
2. Employee involvement
3. Customer focus
ELEMENTS OF JIT
3. RESPECT FOR PEOPLE
is an element of JIT that considers human resources as an
essential part of the JIT philosophy.
LEAN
SYSTEM
lean system
• A lean operation is a flexible system of operation that uses
considerably fewer resources (i.e., activities, people,
inventory, and floor space) than a traditional system.
Moreover, lean systems tend to achieve greater
productivity, lower costs, shorter cycle times, and higher
quality than nonlean systems.
• Lean is both a philosophy and a methodology that focuses

on eliminating waste (non-value-added activities) and
lean system
Lean systems have three basic elements:
• Demand driven
• Focused on waste reduction
• Dedicated to excellence and continuous improvement
NOTE: Lean system and Just-in-time is different from each

other
characteristics of lean
system
• Waste reduction — A hallmark of lean systems.
• Continuous improvement —Another hallmark; never-
ending efforts to improve.
• Use of teams — Cross-functional teams, especially for
process improvement.
• Work cells — Along with cellular layouts allow for better
communication and use of people.
• Visual controls — Simple signals that enable efficient flow
and quick assessment of operations.
characteristics of lean
system
• High quality — In processes and in output.
• Minimal inventory — Excess inventory is viewed as a
waste.
• Output only to match demand — Throughout the entire
system; referred to a “demand pull.”
• Quick changeovers — Enables equipment flexibility and
output variety without disruption.
• Small lot sizes — Enables variety for batch production.
• Lean culture — The entire organization embraces lean
principles of lean
system
1.Identify customer values.
2.Focus on processes that create value.
3.Eliminate waste to create “flow”.
4.Produce only according to customer demand.
5.Strive for perfection.

benefits of lean
system
• Reduced waste due to emphasis on waste
reduction.
• Lower costs due to reduced waste and lower
inventories.
• Increased quality motivated by customer focus and
the need for high-quality processes.
benefits of lean
system
• Reduced cycle time due to elimination of non-value-
added operations.
• Increased flexibility due to quick changeovers and
small lot sizes.
• Increased productivity due to elimination of non-
value-added processes.
risks of lean system
• Increased stress on workers due to increased
responsibilities for equipment changeovers,
• problem solving, and process and quality
improvement.
• Fewer resources (e.g., inventory, people, time)
available if problems occur.
• Supply chain disruptions can halt operations due to
the toyota approach
• Muda - waste and inefficiency.
• Kanban - a manual system that signals the
need for parts or materials.
• Heijunka - workload leveling.
• Kaizen - continuous improvement of the
system.
•
goals of a lean
system
ULTIMATE GOAL: a balanced system
SUPPORTING GOALS:
1.Eliminate disruptions
2.Make the system flexible
3.Eliminate waste, especially excess inventory
8 wastes in the lean
sytem
• Excess Inventory • Processing waste
• Overproduction • Inefficient work
• Waiting time methods
• Unnecessary • Product defects
transporting • Underused people
building blocks of a
lean system
1.Product design.
2.Process design.
3.Personnel/organizational elements.
4.Manufacturing planning and control.
Personnel and
Organizational Elements
1.Workers as assets.
2.Cross-trained workers.
3.Continuous improvement.
4.Cost accounting.
5.Leadership/project management.
Manufacturing Planning and
Control
1.Level loading.
2.Pull systems.
3.Visual systems.
4.Limited work-in-process (WIP).
5.Close vendor relationships.
6.Reduced transaction processing.
7.Preventive maintenance and housekeeping.
lean tools
1.Value Stream Mapping

2.Process Improvement Using 5W2H
3.Lean and Six Sigma
4.JIT Deliveries and the Supply Chain
THAT’S ALL,
THANK
YOU!

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JUST IN TIME &

• Founded by Taiichi Ohno

IMPACT OF JIT BELIEFS

• Less inventory space

• Lean is both a philosophy and a methodology that focuses

NOTE: Lean system and Just-in-time is different from each

2.Focus on processes that create value.

3.Eliminate waste to create “flow”.

4.Produce only according to customer demand.

5.Strive for perfection.

1.Value Stream Mapping

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