1. Just-in-Time and Lean Systems

2. The Philosophy of JIT Often termed “Lean Systems”
All waste must be eliminated- non value items
Broad view that entire organization must focus on serving customers
JIT is built on simplicity- the simpler the better
Focuses on improving every operation- Kaizen
Install simple visible control systems
Flexibility to produce different models/features
Abid Haleem, JMI

3. A Simple Definition of JIT
A philosophy of manufacturing based on planned elimination of ALL waste,
and improvement of productivity and customer value,
through “Continuous Improvement” (or ‘Kaizen’) ……
Abid Haleem, JMI

4. What is ‘Waste’?
Waste is ‘anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product.’
— Shoichiro Toyoda President, Toyota
© 1995 Corel Corp.
Abid Haleem, JMI

5. THE SEVEN WASTES Waste of over production Waste of waiting
Waste of transportation  
Waste of processing itself
Waste of stocks
Waste of motion
Waste of making defective products
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6. The Problem of Manufacturing…
Getting the right material and physical resources together at the right place and at the right time to meet the customer’s requirements.
Desired features, On time delivery, High Quality, at the best price…
Abid Haleem, JMI

7. Breaking down the problem…
Getting the material needed…
Having enough inventory of material to support production
Not having too much inventory and extra costs…
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8. Claims for JIT: reduced inventory shorter lead times
not too early, not to late...  
JIT is the result businesses want, not a starting point  
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9. A More Complete Definition of JIT
JIT (Just-In-Time) is
a STATE OF MIND
for
achieving competitive excellence by
creating an attitude of continuous improvement,
through 100 percent involvement to
eliminate all waste,
institutionalizing only value-adding activities
with
100 percent quality—NOTHING LESS
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10. Three Elements of JIT
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11. Elements of JIT Manufacturing
Inventory reduction exposes problems
Kanbans & pull production systems
Small lots & quick setups
Uniform plant loading
Flexible resources
Efficient facility layouts
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12. Role of Inventory Reduction
Inventory = Lead Time (less is better)
Inventory hides problems
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13. Small Lot Sizes & Quick Setups
Small lots mean less average inventory and shorten manufacturing lead time
Small lots with shorter setup times increase flexibility to respond to demand changes
Strive for single digit setups- < 10 minutes
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14. Effective Facility Layouts
Workstations in close physical proximity to reduce transport & movement
Streamlined flow of material
Often use:
Cellular Manufacturing (instead of process focus)
U-shaped lines: (allows material handler to quickly drop off materials & pick up finished work)
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15. Types of Manufacturing Layout
Process Layout
Product Layout
Cellular Layout
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16. Traditional Process Focused Layout
Jumbled flows, long cycles, difficult to schedule
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17. Process Layout Characteristics
Advantages
Deep knowledge of the process
Common tooling and fixtures
Most Flexible -- can produce many different part types
Disadvantages
Spaghetti flow -- everything gets all tangled up (can not “pull” materials with this layout)
Lots of in-process materials
Hard to control inter-department activities
Can be difficult to automate
Abid Haleem, JMI

18. PRODUCT LAYOUT Part #1 L L M D G A A Receiving L M G Part #2 L M D
Shipping
Part #3
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19. Product Layout Characteristics
Advantages
Easy to control -- input control
Minimum material handling -- frequently linked to the next process
Minimal in-process materials
Can be more easily automated
Disadvantages
Inflexible -- can only produce one or two parts
Large setup
Duplicate tooling is required for all cells
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20. JIT Cellular Manufacturing
Product focused cells, flexible equipment, high visibility, easy to schedule, short cycles
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21. Cellular Layout Characteristics
Advantages
Control is simplified
Common tooling and fixtures
Flexible -- can produce many different part types - a part family??
Disadvantages
Setup ??
Need to know about many different processes
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22. From Process Layout to Work Cell – For Flow
Saw
Lathe
Grinder
Heat
Treat
Press 1 2 3 4 5 6
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23. Benefits of JIT Smaller inventories Shorter lead times
Improved quality
Reduced space requirements
Lower production costs
Increased productivity
Greater flexibility
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24. Quality Processes Yield Quality Results
Inconsistent
Process
Inconsistent
Results
Traditional = People doing whatever they can to get results
Consistent
Process
Desired
Results
Lean = People using standard process to get results
Abid Haleem, JMI

25. Definition of Lean Manufacturing
“A philosophy of production that emphasizes the minimization of the amount of all the resources (including time) used in the various activities of the enterprise. It involves:
… identifying and eliminating non-value-adding activities,
… employing teams of multi-skilled workers,
… using highly flexible equipment, which may eventually be automated.”
Abid Haleem, JMI

26. Implementing JIT Reorganize workplace Reduce setup times
Remove clutter & minimize storage
Reduce setup times
Reduce lot sizes & lead times
Implement layout changes
Cellular manufacturing & close proximity
Switch to pull production
Extend methods to suppliers
Abid Haleem, JMI

27. People Make JIT Work
JIT has a strong element of training and involvement of workers.
A culture of mutual trust and teamwork must be developed.
An attitude of loyalty to the team and self-discipline must be developed.
Another crucial element of JIT is empowerment of workers, giving them the authority to solve production problems.
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28. Highlights
JIT manufacturing has become the standard for many industries; concept incorporates TQM and respect for people.
JIT views waste as anything that does not add value.
JIT converts traditional “push” systems to a “pull” production system.
Key elements of JIT are “pull”, kanbans, small lots, quick setups, uniform plant loading, flexibility, and work cells.
Abid Haleem, JMI

29. Highlights (Continued)
TQM concepts must be incorporated JIT manufacturing.
Team based work systems, empowerment, cross-functional flexibility, with appropriate reward systems are all part of JIT.
Most of the JIT concepts are equally applicable to “Service Organizations.”
JIT requires changes to be made in all functional areas and examination of all processes for waste.
Abid Haleem, JMI

30. THANK YOU
Abid Haleem, JMI