J-I-T (Just-In-Time) is a production approach that aims to eliminate waste by providing the right parts at the right place and time. It was developed in Japan in the 1970s-80s and contributed to their success in automotive and electronics. Key elements of J-I-T include reducing inventory levels, achieving zero defects quality, reducing lead times, and continuous improvement. J-I-T focuses on pulling materials as needed rather than pushing them through the production system. It requires close supplier partnerships and precise scheduling to deliver small lot sizes with perfect quality on demand.

1. JUST-IN-TIME(J-I-T)
J-I-T is an approach that seeks to
eliminates all sources of waste in
production activities by providing the
right part at right place at the right time

2. Challenges of Manufacturing
Organization
• Quality of Products
• Cost of Products
• Speed of fulfilling Customers Orders

3. Back drop of J-I-T
• During 1970s & 1980s JAPAN became an
International Economic Power
• In Automotive and Electronics Industry
JAPAN became leader in World Market by
setting product quality and cost
• This success is attributed to Japanese
development and application of J-I-T
production system

4. Primary Elements of J-I-T
• Required Inventory when needed
• Quality to Zero defects
• Reduced lead time by reducing set-up
time
• To incrementally revise the operations
themselves
• To accomplish the production at minimum
cost

5. Classification of J-I-T
J-I-T
Romantic Pragmatic
J-I-T J-I-T

6. Lean Production & J-I-T
• Lean Production has its roots in Toyota
Automobiles Co, Japan where wastes are
avoided at all costs
• The waste in time caused by having to
repair faulty products
• The waste of Investment in keeping with
high Inventories
• The waste of having Idle Workers

7. Elements of Lean Production
• To Consider the Organization in terms of
Supply Chain of Value streams from
suppliers of raw materials to final
Customers
• To produce products & perfect quality
• To have continuous quality improvement

8. Elements of Lean Production
(Contd)
• To organize the operation by Product or
Cellular manufacturing rather than
functional or process layout
• To operate the facility in J-I-T mode
• J-I-T is a key element in lean production

9. CONCEPTS OF J-I-T
• Elimination of waste and Variability
• Pull versus Push System
• Manufacturing cycle time

10. Waste Reduction
• Anything that does not add value is waste
in the production
• Products being stored, inspected or
delayed, products awaiting in queue and
defective products do not add value and
are 100% waste
• J-I-T speeds up manufacturing cycle
reduces WIP and releases capital tied up
in Inventory holding.

11. Variability Reduction
• J-I-T material movement demands
reduction in variability by both internal and
external factors
• Variability is any deviation of actual
process from the optimum process
• Inventory holding hides variability
• Variability is caused by tolerating wastes
or by poor management.

12. Reasons for occurrence of
Variability
• Employees, machines and suppliers produce
units that do not conform to standards, are late
and are not proper quantity.
• Engineering drawings and specifications are
inaccurate
• Production personnel try to produce before the
drawings and specifications are finalized
• Customer demands are unknown
• J-I-T philosophy of continuous improvement
removes variability

13. Pull versus Push System
• The concept behind J-I-T is Pull System
• In J-I-T Concept materials produced or
supplied only when requested and moved
to where it is needed
• Pull System uses signals to request
production and delivery from upstream
sections to the station that has production
capacity available

14. Pull versus Push System(Contd)
• Push System pushes materials into
downstream workstation regardless of
their timeliness or availability of resources
to perform the work

15. Objectives of J-I-T Manufacturing
• Produce only the products that Customers
want
• Produce products only as quickly as
customers want to use them
• Produce products with perfect quality
• Produce in minimum possible lead time

16. Objectives of J-I-T
Manufacturing(Contd)
• Produce products with features that
customers want and no others
• Produce with no waste of labour,materials
or equipment, designate a purpose for
every movement to leave Zero idle
inventory
• Produce with methods that reinforce the
occupational development of workers.

17. Activities of J-I-T Manufacturing
• Inventory Reduction
• Quality Improvement
• Lead time Reduction
• Vendor Control/Performance Improvement
• Continuous Improvement
• Total Preventive Maintenance
• Strategic Gain

18. Characteristics of J-I-T System
• Pull method of material flow
• Constantly high Quality
• Small lot sizes
• Uniform workstation loads
• Standardized components and work
Methods
• Close Supplier ties
• Flexible Workforce

19. Characteristics of J-I-T
System(Contd)
• Line flow strategy
• Automated Production
• Total preventive maintenance

20. Pull method of Material Flow
• Uses signals to request production and delivery
from stations upstream to the station that has
production capacity available
• By pulling materials through the system in very
small lots just as it is needed, the cushion of
inventory that hides problems is removed
• This reduces investment locked in inventory and
manufacturing Cycle time.

21. Consistent High Quality
• J-I-T System seeks to eliminate scrap and
rework
• J-I-T System Controls Quality at Source
• Workers act as their own Inspector

22. Small Lot Sizes
• Reduces lead time
• Reduces WIP
• Help achieve uniform workload

23. J-I-T Purchasing
• Supplier development and supplier
relation undergo fundamental changes
• Suppliers Customers maintain co-
operative relation
• Supplier network is referred to as co-
producer
• Purchasing department develop lomg term
relationship with few suppliers only instead
of too many suppliers

24. J-I-T Purchasing(Contd)
• Apart from price quality, delivery
schedules, mutual trust and co-operation
forms the basis of supplier selection
• Suppliers are encouraged to extend J-I-T
methods to their suppliers
• To make lead time shorter suppliers are
developed near the Customer or clustered
toghether at some distance

25. J-I-T Purchasing(Contd)
• Shipments are delivered directly to
customer’s production line usually through
suppliers own vehicle
• Parts are delivered in small, standard size
containers without much paper work
• Delivered materials are of perfect quality

26. Pre-requisites for J-I-T
Manufacturing
• Stabilized production schedules
• Make the factories focused
• Increase production characteristics of
manufacturing work centers
• Improve product quality
• Cross train workers for multi skilling
• Reduce equipment breakdown through
preventive maintenance
• Develop long time supplier relationship

27. Elements of J-I-T Manufacturing
Systems
• Eliminating wastes
• Enforced problem solving
• Continuous Improvement
• Involvement of people
• Total Quality Management
• Parallel processing

28. Major Tools & Techniques of J-I-T
Manufacturing
• Kanban System or Pull Scheduling
• Set up Reduction(SMED)
• Lean Production
• Poka-yoke(Fool proofing)
• Quality at the source
• Standardization & Simplification
• Supplier Parternership
• Reduced transaction processing
• Kaizen( Continuous improvement)

29. Kanban System or Pull Scheduling
• Kanban is a Japanese word meaning
CARD
• Kanban communicates within the
workshop
• To build only what Customers demand is
Pull Scheduling

30. Set-up time reduction
• Evolve towards lot size of one unit
• Run every part every day
• Make the first piece right every time
• Keep up set up times to 10 minutes
• Process flow analysis of set-up times
• Housekeeping
• Practiced Teamwork

31. Problems in Implementing J-I-T
• J-I-T is primarily applicable to repetitive
production situation
• J-I-T demands discipline
• J-I-T is based on co-operation and trust of
people,worker,managers,supplier,custome
r and so on.
• Toyota Company took 20 years to develop
J-I-T

32. Problems in Implementing J-I-
T(Contd)
• J-I-T implementation is expensive when
training costs, preventive maintenance
costs and consulting costs are considered
• Many companies equate J-I-T with cutting
inventory which is dangerous
• J-I-T Environment often places additional
stress on shop workers