Express

JIT( 准时制 )
 J.I.T. Definition
J.I.T.( 准时制 ) 的定义

Produce the required product

in the required quantity at the
required time!
在规定的时间生产规定数量，规
定要求的产品！

Required by whom? - - - - - The customer!

谁的要求？ ------ 客户 !
 History of Manufacturing 生产方式发展史

• Craft 手工艺
• Batch Manufacturing 批量生产
• Assembly Line / Mass 装配线 / 规模
• Lean Manufacturing 精益生产
 Craft 手工艺

• One product made by one person 每人生产一件产品

• Each product unique 每一件产品都是唯一的
• Parts not interchangeable 零部件不可互换
• High quality, but expensive 高质量，但价格昂贵
 Batch Manufacturing
批量生产

• One product made by many people 多人生产一件产品

• Standardized parts 标准化的零部件
• Parts could be interchanged 零部件可以互换
• Assemblers move to product 产品由零件组装
 Assembly Line / Mass
装配线 / 规模

• Large mass of people involved 有大量的人参与

• Vehicles move to assembler 大量装配件送到装
配线上
• Low skill level 低水平技能
• Acceptable level of defects 可以接受的缺陷程度
• Profit, delivery, quality 利润，交付、质量
 Lean Manufacturing 精益生产

• Work cells 工作单元

• J.I.T. components J.I.T. 元件
• Multifunctional skill level 多技能水平
• Zero defects 零缺陷
• Quality, delivery, profit 质量、交付、利润
 Origins of Just-In-Time
准时制起源

• Process described by Henry Ford in 1926

– Today and Tomorrow (book)
– Raw material to finished product
• Henry Ford 于 1926 年对此程序所作的说明
– 今天和明天 ( 书 )
– 从原材料到成品

• Japan’s expansion of J.I.T. 日本对 J.I.T. 的释义

– Ford’s book reprinted in Japanese 福特的书被译成日文
– U.S. Supermarkets - model for Kanban 美国超市 - 看板模式
– Demeing & Juran (SPC) 戴明和居利安
– Refined to science (1947 - today) 精炼成科学 (1947 年至今 )
 Inventory Level- Old Paradigm
库存水平 - 旧例

The higher the inventory in the plant...

The better people sleep!
工厂里的库存越大…
人们就越是偷懒睡觉 !
 Inventory Level- New Paradigm
库存水平 - 新例

Use J.I.T. principles to improve the

processes and enable the plant to operate
successfully with lower inventory levels and
higher inventory turns.

使用 J.I.T. 原理改进生产程序，使工厂能够在低
水平库存和高库存周转的情况下顺利成功地运行
 Inventory Hides Problems/Costs Money
库存将问题掩盖起来并且耗费资金

Raw Material Finished Goods

原材料 成品
Sea of Inventory
浩大的库存

Long Line
Quality
Set-up Imbalance
Problems
Times 上线不均衡
质量问题 Lack of
Poor 长时间调整
Scheduling Housekeeping
糟糕的计划 缺乏内务管理

Long
Attendance
Transportation Communication
Machine 维护
长距离运输 Problems Supplier Delivery
Down Time
机器停机 信息问题 供应商交货
 Lower Inventory Levels?
库存水平较低？

Raw Material Finished Goods

原材料 HELP! 成品
救命 !

Sea of Inventory
浩大的库存

Quality Long Line

Problems Set-up Imbalance
Poor 质量问题 Times 上线不均衡 Lack of
Scheduling 长时间装配 Housekeeping
糟糕的计划 缺乏内务管理
Long
Communication Attendance
Machine Transportation
Machine 长距离运输 Problems 维护 Supplier Delivery
Down Time 机
Down
器停机 Time 信息问题 供应商交货
 J.I.T. Characteristics
J.I.T. 的特点

• Awareness revolution 观念革命

• 5S’s
• Cellular manufacturing / Continuous flow
reduction / Pull scheduling
单元式生产 / 连续流程减少 / 拉动式计划
• Set-up / Changeover reduction 设置 / 更换减少
• Standardized work 标准化工作
• Quality at the source 来料质量
• Visual control 可视化控制
• TPM 全员生产性维护
 Awareness Revolution 观念革命

• Assume current production system can be improved

认为能够改善当前的生产体系
• Instill new plant culture to revitalize the entire workplace 慢
慢地灌输新的公司文化，使工厂得到新生
• Understand customer’s needs must be met
要知道必须满足客户的要求
• Eliminate waste in the manufacturing system by removing
non-value added activities
通过去除没用多余的工作消除生产体系中的浪费
• Ask “why?” five times and “how” to improve it
问五遍“为什么”，和“怎么”改善提高
• Operators trained on new methods
培训操作人员掌握新方法
 Leveling Production 均衡生产

When both the volume of production and the

types of products (models) are evenly
distributed during the operation time

在生产期间，如果产量和产品类型是均匀地分布
 Types of Production 生产类
型 - Monthly 批量生产 - 每月
Lot Production
Month
One Month
Model Req.
一个月
类型 月产要求
A 100 100

B 200 200

C 300 300

Lot Production - Semi-Monthly 批量生产 - 每半月

Month
Model Req. One Month
类型 月产要求 一个月

A 100 50 50

B 200 100 100

C 300 150 150

 Leveling Production (cont.) 均衡生
产
Daily Production 日生产

Month Day
Model
Req. Req. One Day
类型
月产 日产 一天
A 100 5 5
B 200 10 10

C 300 15 15

Synchronized Production - Mixed Stream 同步生产 - 混合生产

Month Day
Model Req. Req. One Day
类型 月产 日产 一天
A 100 5

B 200 10

C 300 15
FLOW 流程
JIT
 U-Shaped Work Cell
U 形工作单元
• Provides flexibility 带来机动性 / 弹性
– Incoming material and finished goods in same area
来料与成品在相同区域
– Number of operators can be varied depending upon customer requirements
根据客户的要求，工人数量可随时增减
– Work cell can be operated by 1 or more people
工作单元可以由 1 人或 1 人以上控制
• Good communications 良好的信息交流
– With equipment close together operators can verbally communicate
机器设备安置在一起，操作员可以进行口头交流
• Promotes teams 提升小组工作
• Facilitates one-piece flow 促进单件流程
• Improves maintenance access 改善维护渠道
• Makes problems visual 使问题呈现出来
 U-Shaped Work Cell
U 形工作单元

MACHINE
机器

ENTRY
入口
1 2 4 5 8

9
3 7 6 10

EXIT
 Cellular Manufacturing / Continuous Flow
单元式生产 / 连续流程

• Place machines/operations in the process sequence

按生产次序安置机器、设置操作
• Design the cell in a U-shape 把工作单元设置成 U 形
• Train workers to operate more than one process
within a work cell
训练工人，使他们在一个工作单元中能够掌握一个以上的工艺
• Make one piece at a time within the work cell
在一个工作单元中每次只作一件
• Produce according to TAKT time 根据 TAKT 时间生产
 Cycle Time and TAKT Time
周期时间和 TAKT 时间
Cycle Time ： The time for an operator to do a task and return to his or her original position.
周期时间 : 一名操作员完成一项工作又回到他或她最初的状态上所用的时间。

TAKT Time ： The time (usually seconds or minutes) required to produce one quality part to satisfy
TAKT 时间 : customer daily requirements in the working time available.
用于生产一件合格产品的时间，符合客户在可利用工作期内的每天的要求

Total Available Time: Is the total time in the work shift (clock-in and clock-out).
全部有效时间： 一个工作班次的全部时间 ( 上班计时和下班计时 )

Net Available Time: Is the time management has planned for the production of parts. It is calculated by
净可用时间： subtracting scheduled downtime, such as lunch, breaks, clean-up time*, team
meetings, etc., from total available time.
管理层为生产部件所计划安排的时间。此时间是根据从全部有效时间减去计划
内停工时间如午餐、休息、打扫清洁、小组会议等时间算出的。

Customer Requirement: In the TAKT time calculation, refers to weekly customer releases expressed in
客户要求： requirement per shift. 根据 TAKT 时间计算，指反应在每班次产量中的的每周客
户发货量

Net Available Time 净可用时间 = TAKT Time /

时间
Customer Requirement 客户要求
 TAKT Time Calculation Example
TAKT 时间计算举例

Total Available Time 7:00 am (clock-in) - 3:30pm (clock-out)

全部可用时间 7:00 am ( 上班计时 ) - 3:30pm ( 下班计
时间 ) = 8.5 hours or 510
minutes 8. 5 小时或 510 分钟
- 30 minutes / Lunch 30 分钟 / 午餐
- 20 minutes / Breaks 20 分钟 / 休息
- 5 minutes / PM5 分钟
- 5 minutes / Team Meeting 5 分钟 / 小组会议

Net Available Time =  seconds

450 minutes or 27,000
净可用时间 450 分钟或 27000 钞

Customer Requirement = (9,000 units / week) / 10 (2 shifts per day)

客户要求 (9000 件 / 周 ) / 10 ( 每天两班 )
= 900 units per shift 每班 900 件

Net Available Time = 27,000 seconds = 30 seconds/unit TAKT Time

Customer Requirement 900 units
净可用时间 27000 秒 = 30 秒 / 件 TAKT 时间
客户要求 900 件
 TAKT Time Calculation Example
TAKT 时间计算举例
Net Available Time 450 minutes (27,000 seconds)
净可用时间 450 分钟 (27000 秒 )
-45 minutes / changeovers 45 分钟 / 变化
-15 minutes / late start-ups (shift, lunch, breaks) 15 分钟 / 晚启动 ( 换班、午餐、休
息)
-10 minutes / early shutdown 10 分钟 / 早停工
-40 minutes / equipment breakdowns 40 分钟 / 设备停机
-15 minutes / material outages 15 分钟 / 材料储运损耗
Operating Time 操作时间 = 325 minutes (19,500 seconds) 30 分钟 (19500 秒 )

Scrap % 废料百分比 = 7.5%

Operating Time = 19,500 seconds = 19,500 seconds = 20 seconds/unit (Current Time)
Customer Req. 900
(adjusted for scrap) 900 / .925 = 973
操作时间 = 19500 秒 = 19500 秒 = 20 秒 / 件 ( 通用时间 )
客户要 求 900
( 废料用 ) 900 / .925 = 973
*The cause for the difference (125 minutes) between Net Available Time and Operating
Time, plus the 7.5% scrap, are opportunities for improvement of the process.
* 净可用时间和操作时间的差别 (125 分钟 ) 以及 7.5% 废料的成因是改进工艺的机会
 TAKT Time vs. Cycle Time
TAKT 时间 - 周期时间
Calculate TAKT Times 计算 TAKT 时间
Obtain Operators’ Cycle Times (time to do their job)
获得操作者的周期时间
Identify Waste in the Cycle 鉴别周期中的浪费
40
35 Target Takt Time = 30 seconds
30 目标 Takt 时间 = 30 秒
25 Current Time = 20 seconds
20 通用时间 = 20 秒
Seconds
秒 15
10
5
0
Operators A B C D E F
操作员
Total Process Time 总加工时间 = 130 seconds Total
秒 Process Time = 130 seconds 秒
TAKT Time 时间 = 30 seconds 秒 总加工时间
130 30 = 4.3 people 人 Waste 浪费 - 35 seconds
Target 目标 = 4 people 人 Value-Added 增值 = 95 seconds 秒

= Value Added Work = Waste

增值工作 浪费
 Time vs. Cycle Time (cont.)
TAKT 时间 - 周期时间 ( 内容 )
 Improve Operating Time, eliminate most of scrap, 改进操作时间，消除大部分费料
TAKT Time = 30 seconds TAKT 时间 = 30 秒
 Reduce waste in operators’ cycle, balance work load among operators
在操作周期中减少浪费，在操作者中均衡工作负荷
40
Target TAKT Time = 30 seconds
35
目标 TAKT 时间 = 30 秒
30
Current Time = 26 seconds
25 通用时间 = 26 秒
Seconds
20
秒 15
10
5
0
Operators A B C D E F
操作人员
ss Time = 97 seconds Total Process Time = 97 seconds
97 秒 总加工时间
= 30 seconds Waste - 12 seconds
30 秒 浪费
2 people Value-Added = 85 seconds
2人 = Value Added Work = Waste 增值
增值的工作 浪费
 Review of JIT Principles
JIT 原理回顾
• Multi-skilled employees in all areas
所有区域中持多项技能的员工
• Changeover <10 minutes 更改 <10 分钟
• Work cells organized by Product Focus
根据产品焦点 组织的各个工作单元
• Only Inventory required to maintain production flow
维护生产流程必须的、最合适的库存
• One Piece Flow 单件流程
• U-shaped work cells U 形工作单元
• Pull System scheduling 拉动式系统 计划
• TAKT Time based upon customer requirements
根据客户要求的 TAKT 时间
• Standardized Work and processes 标准化 的工作和工艺过程
• 5S
 Review of JIT Principles
JIT 原理回顾

• Quality - Quality at the source 质量 - 来料质量

• Visual Control 可视化控制
• Continuous Process Improvement 持续工艺 改进
• Level Schedules 均衡计划
• Elimination of Waste 消除浪费
• Reduction of Variability 减少变化
– Elimination of defects - mistake proofing 消除缺陷 - 防错
– Elimination of unscheduled downtime 消除计划外的停工
– Elimination of minor stoppage of equipment
消除设备的短时间中断
• TPM - Total Productive Maintenance 全员生产维护
– OEE
• Value-Added work 增值 工作
 Typical Benefits 益处
• Reduce cycle time by 85% 减少生产周期 85% *
• Reduce inventory by 85% 减少库存 85% *
• Reduce defects by 80% 减少缺陷 80% **
• Reduce lead time by 75% 减少订货至交货时间开发时间 75%**
• Improve productivity by 100% 提高生产力 100% **
• Increase inventory turns by 300% 提高库存周转 300% **
* Boeing Corp. presentation to the NIST/MEP Directors, Seattle,
Washington, February 1998
波音公司 1998 年 2 月在西雅图、华盛顿向 NIST/MET 的董事所做的陈述

**Becoming Lean, J. Liker et. Al., pp 456-475, Table 13-1, “Expected

Improvement from Implementing Lean”
作为 Lean, J. Liker 和 Al. 第 456-475 页，表 13-1“ 从实施精益生产中获得
所期望的改进”
Key Success Factors 成功的关键因素

• War on Waste
向浪费开战

• Commitment to Perfect
Quality
优质承诺

• High Level of Employee

Involvement
高水平员工的参与
 Key Points 关键
• J.I.T. is an integrated manufacturing and点
supply system that produces the
highest quality at the lowest cost through the elimination of waste
J.I.T. 是一个生产与供应的综合体系，能够通过消除浪费以最低的成本生产出最高
质量的产品
• Waste does not add value to the product 浪费不能增加产品价值
• J.I.T. integrates and controls the entire production process; what should be
stored, moved, operated on or inspected and when it should be done
J.I.T. 把整个生产过程综合起来并对其进行控制；贮存什么、移动什么、操作什么
或检查什么以及什么时候做这些事
• Participation of the entire workforce will continuously improve the
production system and bring us closer to our goal of producing the
required product in the required quantity at the required time
全体职工的参与会持续改进生产体系并使我们靠近我们的目标：按时按量生产
出所要求的产品
 Key Points 关键
点
• J.I.T. production continuously strives to improve production
processes and methods
J.I.T 生产不断努力改进生产工艺和方法
• J.I.T. attempts to reduce, and ultimately to eliminate,
inventories because high inventories tend to hide or cover up
production problems
J.I.T. 旨在减少和最终消除库存，因为大量库存会隐藏或掩盖生产问题
• J.I.T. changes the factory,management, supplier selection, plant
layout, production equipment, scheduling methods, material
handling maintenance control, quality control and working
training
J.I.T. 会对以下方面带来改变：管理、对供应商的选择、工厂布局、加
工设备、作生产计划的方法、维修材料控制、质量控制和工作培训