1. Just-in-time (JIT) production aims to eliminate waste by producing goods only as needed, thereby reducing inventory costs and improving productivity. 2. JIT was pioneered by Toyota in the 1950s and became widely adopted in Japanese manufacturing by the 1970s before spreading to other countries. 3. A key element of JIT is the kanban system which uses visual signals to control the flow of materials and trigger production through a manufacturing process.

3.  Just-in-time (JIT) is defined in the APICS
dictionary as “a philosophy of manufacturing
based on planned elimination of all waste and on
continuous improvement of productivity”.
 Just-In-Time (JIT) production system was founded
by Taiichi Ohno (a Vice President at Toyota) and
first successfully implemented at the Toyota Motor
Company’s plants in Japan.
 Just-in-time production, or JIT, and cellular
manufacturing are closely related, as a cellular
production layout is typically a prerequisite for
achieving just-in-time production.

4.  JIT (also known as lean production or stockless
production) should improve profits and return on
investment by reducing inventory levels (increasing
the inventory turnover rate), reducing variability,
improving product quality, reducing production and
delivery lead times, and reducing other costs (such as
those associated with machine setup and equipment
breakdown).see fig (a)
 JIT applies primarily to repetitive manufacturing
processes in which the same products and
components are produced over and over again.
 The basic elements of JIT were developed by Toyota in
the 1950's, and became well-known as the Toyota
Production System (TPS).
 JIT was well-established in many Japanese factories
by the early 1970's.

5.  JIT began to be adopted in the U.S. in the 1980's
(General Electric was an early adopter), and the
JIT/lean concepts are now widely accepted and used.
 The competiveness of Japanese manufactured
products has focused attention on their manufacturing
systems since the basis of their success has been high-
quality, competitively priced products.
 Some companies, IBM for example, refer to JIT as
‘continuous flow manufacture’; some others ,like
Hewlett-Packard, for example, call it stockless
production and repetitive manufacturing system; GE
calls it management by sight and Japanese firms use
the term Toyota System instead of JIT.

6.  Stabilize and level the MPS with
uniform plant loading
 Reduce or eliminate setup times
 Reduce lot sizes
 Reduce lead times
 Preventive maintenance
 Flexible work force

7.  Require supplier quality assurance and implement a
zero defects quality program.
 Small-lot (single unit) conveyance.
 J-I-T is a combination of single-unit production and the
conveyor system and is called ‘Ikko Nagare’ in Japanese
meaning Single Unit Production and Conveyance.
 It is obvious that J-I-T can be more easily used for
continuous mass production of a variety of finished
products.
 It may not be that easy to apply it to the totally
customized intermittent production.
 Effects of JIT See fig (b)

8.  A kanban or “pull” production control system uses
simple, visual signals to control the movement of
materials between work centers as well as the production
of new materials to replenish those sent downstream to
the next work center.
 A kanban is a card that is attached to a storage and
transport container.
 It identifies the part number and container capacity,
along with other information, and is used to provide an
easily understood, visual signal that a specific activity is
required.
 A J-I-T production system uses a peculiar material
withdrawal and work ordering system. This is called the
Kanban (or market) system.

9.  The J-I-T system works based on the
requirement at the final product level.
 Basically, it believes in producing at a time only
that many items as have been withdrawn.
 This chain of withdrawal-and-production is
continuous from the end product to the
beginning process.
 This is the way the work-in-process inventory is
kept very very low.
 The withdrawal of material from the preceding
process and the production of items to replace
this are ordered through a withdrawal and
production Kanban (or maker card.)

10.  It is physical control system, and is visual in nature
which is an advantage over the conventional
production control paper work which could be quite
confusing at times.
 The containers for the material are of fixed size, and
the production lot-size is that which a container can
contain. The number of containers used depends
upon: (i) the cycle time for a container to go the next
work centre and return, (ii) The rate at which the
material is getting consumed, and (iii) size of the
container. Needless to say, the number of containers
(i.e., the work-in-process inventory) should be small.
This can be achieved by reducing the cycle time. This
means a reduction in the set-up and conveyance
times. (see fig c)

11.  In Toyota’s dual-card Kanban system, there are two main
types of Kanban:
1. Production Kanban: signals the need to produce more parts
2. Withdrawal Kanban (also called a "move" or a "conveyance”
kanban): signals the need to withdraw parts from one work
center and deliver them to the next work center.
 Dual-card Kanban Rules:
1. No parts are made unless there is a production kanban to
authorize production. If no production kanban are in the “in
box” at a work center, the process remains idle, and workers
perform other assigned activities. This rule enforces the “pull”
nature of the process control.
2. There is exactly one kanban per container.
3. Containers for each specific part are standardized, and they are
always filled with the same (ideally, small) quantity.

12.  Short set up times:
1. In the Toyota Motor Company in Japan there have been
continuous efforts to reduce the set-up times.
2. For example, the set-up time of the pressing department
which was 2-3 hours during 1945-64 was reduced to 3
minutes after 1965.
3. Such set-ups which have single digit (in minutes) set-up
times are called single set-ups. Through the use of Quality
Circles, set-up times of even less than a minute have been
achieved in some cases at the Toyota Motor Company,
Japan.
4. These may be appropriately called One Touch Set-ups.
5. This kind of reduction in set-ups times has been achieved
by (i) recognized the internal portion of the set-up being
different from the external portion, i.e. activities that can
be done while the machine is running,(ii) by converting
internal set-up to external set-up as much as possible ,
and (iii) by eliminating the ‘adjustment’ aspects in the
set-up.

13.  1 A simple and understandable process.
 2 Provides quick and precise information.
 3 Low costs associated with the transfer of information.
 4 Provides quick response to changes.
 5 Limit of over-capacity in processes.
 6 Avoids overproduction.
 7 Is minimizing waste.
 8 Control can be maintained.
 9 Delegates responsibility to line workers.

14.  Data craft Solutions uses the on-demand delivery model
because many of the Kanban solutions used by Fortune 100
and 500 companies are well outside the budget of small to
mid-sized companies.
 Datacraft Solutions provides solutions that allow even the
smallest companies to remain competitive, without having to
incur costly IT expenses.
 Sharing knowledge is also a key new distinction in the Digital
Kanban world; as the solutions continue to spread throughout
the manufacturing industry, Datacraft Solutions draws upon
the insights and experiences of their client base to enhance the
functionality of their product offerings.
 Data craft Solutions is applying the lessons of continuous
improvement to their platform, making the Digital Kanban (
cont..)

15. Contd.. implementation more efficient and effective as time
goes on.
 This optimization occurs on an ongoing basis.
 There is no need to reload software and retool hardware;
new capabilities are added, ready for manufacturers and
suppliers to use the next log in.
 According to Founder Matthew Marotta, "Datacraft
Solutions' Internet-based on-demand delivery platform
offers key benefits from the very beginning of an
implementation namely, the elimination of lengthy,
complicated and expensive infrastructure upgrades before
you can even begin to see positive ROI.
 There is simply no faster or easier way to begin exploiting
the power of Digital Kanban in your operations."

16.  The term 'Poka Yoke' was coined in Japan during the 1960s by
Shigeo Shingo, an industrial engineer at Toyota.
 Poka Yoke is Japanese for mistake-proofing: yokeru is "to
avoid", while poka means "inadvertent errors".
 Anyone, from regional sales manager to sales associate to
document specialist can develop a poka yoke.
 Poka Yoke devices thus enable avoiding inadvertent errors
through behaviour-shaping constraints.
 People cannot function like machines, with the same result
every time. A small distraction can lead to work going wrong.
 It is not necessarily the worker's fault, as poorly-designed
processes that require a great deal of attention can contribute
severely to problems.

17.  The basic principles of Poka Yoke, therefore, advocate
designing or developing tools, techniques and processes
such that it is impossible or very difficult for people to
make mistakes.
 Poka Yoke is based on the premise that everyone must
work together to achieve zero defects.
 Poka Yoke doesn't violate or negate good engineering
practices. Instead, it expands on those practices to
include ways to help people and machines do the job
right as well as quickly.
 First, you need to educate your workforce on the concept
of poka yoke (call it mistake proofing for ease). Second,
you need to empower your employees to make a bunch of
small improvements to their processes -- continuously.
What you will end up with a business that wastes less
energy, time and resources doing things wrong in the
future.

18.  Not long ago Larry Ficarra, and engineer with Varian Ion
Implant Systems, Glouster, Mass.., was assembling a
vacuum chamber for a 10,000-component particle
accelerator used in microprocessor production.
 A guide pin near an O-ring surface on one component
face was supposed to go into a hole on the mating face to
ensure proper alignment of critical components. The
part with the pin was so bulky it required a little juggling
before the pin found the hole.
 Everything seemed to be working well, but on start up,
the critical assembly would not hold a vacuum.

19.  After a lengthy diagnosis, Ficarra discovered that while trying
to get the pin into the hole, he had inadvertently scratched the
O-ring surface which prevented the chamber from holding a
vacuum.
 During his R&D sessions he discovered the Japanese refer to
mistakeproofing as poka-yoke and think of it as their first
defense against defects.
 Ficarra’s poka-yoke solution to the vacuum chamber involved
installing alignment pins into components with O-ring sealing
surfaces. This prevents the stainless-steel alignment pin from
scratching the 16-rms aluminium finish during assembly.
 The pin may contact the elastomer O-ring, but the complaint
O-ring resists damage.
 Additional pins prevent damage to the sealing surface while a
component rests on a bench during assembly or service.
Ficarra says the scratched –surface error has not happened
since.

20.  A push-pull-system in business describes the move of
a product or information between two subjects.
 On markets the consumers usually "pulls" the goods or
information they demand for their needs, while the
offerers or suppliers "pushes" them toward the
consumers.
 In logistic chains or supply chains the stages are
operating normally both in push- and pull-manner.
 The interface between push-based stages and pull-
based stages are called push-pull boundary or
decoupling point.

21.  Push Systems: schedule  Pull Systems: authorize
work work
releases based on releases based on
demand. system status.
 inherently due-date  inherently rate
driven driven
 control release rate,  control WIP level,
observe WIP level observe throughout

22. PUSH PULL
(Exogenous)
Schedule
(Endogenous)
Status
Production Process Production Process
Job Job
Push systems are inherently Pull systems are inherently
make-to-order. make-to-stock.

23.  If WIP is capped, then disruptions in the line
(e.g. machine failures, shutdowns due to quality
problems, slowdowns due to product mix
changes) do not cause WIP to grow beyond a
predetermined level
 In a pure push system, no such limit exists
 In a pull system, releases are choked off before
the system has become overloaded.
 A WIP cap regardless of the type of pull system
will reduce the average WIP level required to
achieve a given level of throughout.

24.  Low Unit Cost:  Good Customer
 low inventory
Service:
 short cycle times
 reduced space
 steady, predictable
 little rework output stream
 High External  Flexibility:
Quality:  avoids committing
 high internal quality jobs too early
 pressure for good  encourages
quality floating capacity
 promotion of good
quality (e.g., defect
detection)

25. Example – IBM Panel Plant
Original Line
Treater Prepreg, Copper
Lamination Machining Circuitize Drilling
Copper Plate
Push/Pull Interface
Sizing,
Procoat
Test
process that gives
Revised Line boards “personality”
Treater Prepreg, Core
Lamination Machining Circuitize
Copper Blanks
Push/Pull Interface
Sizing, Copper Drilling
Procoat
Test Plate
Notes:
• Moving push/pull interface closer to customer shortens lead time
seen by customer.
• Small number of core blanks presents opportunity to make them to stock.

26.  Single Minute Exchange of Die (SMED) is one of the
many lean production methods for reducing waste in a
manufacturing process.
 It provides a rapid and efficient way of converting a
manufacturing process from running the current
product to running the next product.
 This rapid changeover is key to reducing production
lot sizes and thereby improving flow ([Mura (Japanese
term)| The phrase "single minute" does not mean that
all changeovers and startups should take only one
minute, but that they should take less than 10 minutes
(in other words, "single digit minute").

27.  Stockless production which drives capital turnover
rates,
 Elimination of unusable stock from model
changeovers and demand estimate errors
 Goods are not lost through deterioration
 Ability to mix production gives flexibility and
further inventory reductions as well as opening the
door to revolutionized production methods (large
orders ≠ large production lot sizes)
 New attitudes on controllability of work process
amongst staff

28.  Reduction in footprint of processes with reduced
inventory freeing floor space
 Productivity increases or reduced production time
 Increased machine work rates from reduced setup
times even if number of changeovers increases
 Elimination of setup errors and elimination of trial
runs reduces defect rates
 Improved quality from fully regulated operating
conditions in advance
 Increased safety from simpler setups
 Simplified housekeeping from fewer tools and better
organisation
 Lower expense of setups
 Operator preferred since easier to achieve
 Lower skill requirements since changes are now
designed into the process rather than a matter of
skilled judgment.

29.  Separate internal from external setup operations
 Convert internal to external setup
 Standardize function, not shape
 Use functional clamps or eliminate fasteners altogether
 Use intermediate jigs
 Adopt parallel operations
 Eliminate adjustments
 Mechanization

30.  Autonomation describes a feature of machine
design to effect the principle of jidoka used in the
Toyota Production System (TPS) and Lean
manufacturing.
 It may be described as "intelligent automation" or
"automation with a human touch.”
 This type of automation implements some
supervisory functions rather than production
functions.
 At Toyota this usually means that if an abnormal
situation arises the machine stops and the worker
will stop the production line.

31.  Autonomation prevents the production of
defective products, eliminates
overproduction and focuses attention on
understanding the problem and ensuring
that it never recurs.
 It is a quality control process that applies
the following four principles:
 Detect the abnormality.
 Stop.
 Fix or correct the immediate condition.
 Investigate the root cause and install a
countermeasure.

32.  Taiichi Ohno and Sakichi Toyoda, originators of the TPS and
practices in the manufacturing of textiles, machinery and
automobiles considered JIT & Autonomation the pillars upon
which TPS is built.
 Jeffrey Liker and David Meier indicate that Jidoka or "the
decision to stop and fix problems as they occur rather than
pushing them down the line to be resolved later" is a large
part of the difference between the effectiveness of Toyota and
other companies who have tried to adopt Lean
Manufacturing.
 For "just-in-time" (JIT) systems, it is absolutely vital to
produce with zero defects, or else these defects can disrupt
the production process - or the orderly flow of work.

33.  Autonomation, therefore can be said to be a key
element in successful Lean Manufacturing
implementations.
 JIT and Lean Manufacturing are always
searching for targets for continuous
improvement in its quest for quality
improvements, finding and eliminating the
causes of problems so they do not continually
crop up.
 Jidoka involves the automatic detection of
errors or defects during production. When a
defect is detected the halting of the production
forces immediate attention to the problem.
 The halting causes slowed production but it is
believed that this helps to detect a problem
earlier and avoids the spread of bad practices.