JIT (Just in Time)

JIT
• Just-in-time (JIT) production refers to a system of
production that makes and delivers what is needed, just
when it is needed, and just in the amount needed. Just-
in-time is comprised of three elements:

• Takt time,
• Continuous flow, and
• Pull system
• Takt time refers to how often a part or product should be produced to
meet customer requirements based on the rate of sales. Takt time is
calculated by dividing the available working time per shift by the rate of
customer demand per shift.

• Continuous flow means producing and moving one item at a time (or a small,
consistent batch) to match takt time. Each item is passed immediately from one
process step to the next, without any wasted time (or any other waste) in
between.

• Pull system refers to arranging all the processes in the production sequence in a
single, smooth flow based on the rate of sales. Basically, sales demand drive
production, because it “pulls” items from the manufacturing process
 Just in Time (JIT)
Advantages Disadvantages
• Reduction in storage space • Little room for
which saves rent and mistake as
insurance cost minimal stock is
• Less working capital is tied
kept
up in stock
• Less likelihood of stock • Dependency on
perishing supplier
• Less time spent on checking • No stock for
and auditing uncertain demand
 Requirements for JIT
• Management support at all level
• Technologically advanced softwares, ERP
system
• Building a close relationship with reputed
suppliers
• Time to adopt
 Toyota Production System
• Heavily influenced by Training Within Industry, which spread to Japan after the end
of World War II, the Toyota Production System (TPS) was developed in Japan
between 1948 and 1975 by Taiichi Ohno and Eiji Toyoda, industrial engineers at
Toyota.

• TPS is grounded on two main conceptual pillars:

• Just-in-time–the principle of producing only what is needed, only when it is
needed, and only in the amount that is needed
• Jidoka, the concept of “automation with a human touch.”” It refers to providing
machines and operators the ability to detect when an abnormal situation has
occurred and immediately stop work to institute countermeasures. Adopting
Jidoka enables work to be more efficient because operators are freed to do
work that creates value rather than keep watch at machines to prevent defects.

• The main objective of TPS is to eliminate waste (“muda”) by designing out

overburden (“muri”) and inconsistency (“mura”).
 Principles of TPS
• TPS is grounded by 6 principles, known as The Toyota
Way:

• Continuous improvement
• Respect for people
• Long-term philosophy
• The right process will produce the right results
• Add value to the organization by developing your people
and partners
• Continuously solving root problems drives organizational
learning