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Just in Time Manufacture (JIT) : Reduction of Batch Sizes

Just in Time (JIT) manufacturing is a system that aims to reduce waste, particularly waste of time and resources associated with excess inventory levels. It focuses on reducing batch sizes, set-up times, buffer inventories, and lead times in order to increase responsiveness to customers. Kanban cards authorize production and movement of parts between workstations, ensuring production of only what is needed just in time. The kanban system keeps inventory levels visible and regulated through authorization of production and movement of parts between workstations.

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165 views5 pages

Just in Time Manufacture (JIT) : Reduction of Batch Sizes

Just in Time (JIT) manufacturing is a system that aims to reduce waste, particularly waste of time and resources associated with excess inventory levels. It focuses on reducing batch sizes, set-up times, buffer inventories, and lead times in order to increase responsiveness to customers. Kanban cards authorize production and movement of parts between workstations, ensuring production of only what is needed just in time. The kanban system keeps inventory levels visible and regulated through authorization of production and movement of parts between workstations.

Uploaded by

sankalp pandey
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Just in Time Manufacture (JIT)

A system of organising manufacturing, the essence of which is to remove


waste, particularly in the waste of time and resources associated with stocks
held at different stages of the manufacturing process.
• Reduction of batch sizes
Large batch sizes are costly to produce (large amounts of stock, long time to
produce the whole batch before reaping a return). JIT philosophy is to reduce
batch sizes towards unity.
• Reduction of set-up times
Each batch is costly in set-up time. Achieving small batch sizes requires the strive
towards reduced set-up times. Achieved with, e.g. reprogrammable equipment,
quick change tooling, storage of tooling close to machine etc.
• Reduction of buffer inventories
Materials, sub assemblies, part processed parts etc. in queues/storage are costly
and inefficient. They cost money rather than make money.
• Frequent deliveries and long term relationships with suppliers
Reduced batch sizes and buffer inventories require small, but frequent deliveries
often on demand. Suppliers viewed as partners rather than adversaries.
Just in Time Manufacture (JIT)
• Short lead times
Results in increased responsiveness to customer requirements and therefore
increased competitiveness.
• Simple material flows and reduced floor space
‘Product’ or ‘cellular’ plant layouts are essential to ensure smooth flow of material
through the factory. The ‘functional’ layout results in too much work in progress.
• Teamwork and a motivated workforce
The sensitivity of the system to down-time requires that problems are solved
quickly, and by all concerned. Problem solving and continual improvement cannot
be achieved without consultation and involvement of the workforce who are the
people on the shop floor that know the operations best.
• Workers responsible for the quality of their own work
Workers on the shop floor should think of themselves as making parts rather than
just operating a machine. ‘Non-productive’ costs such as education of the
workforce should be viewed as necessary.
• Visibility of performance
Simple flow of material allows each member of the workforce to see how their work
fits into the rest of the factory, and therefore allows rapid problem solving.
Material Control in JIT: Kanban
Kanban
A card or docket that authorizes either processing of a part at a particular
workstation, or movement of parts between workstations.

• Nothing can be made without an authorizing kanban from the next process
in line.
• Kanban system ensures nothing is made that is not required, and
everything is made just in time.
• Kanbans specify the item, number to be used in each batch, stocking
locations, the material required and where to find it.
• Production-kanbans move with the parts as they are processed, with a
different production-kanban for each operation.
• Move-kanbans remain between one workstation and the next.
• In both cases there is a well defined quantity of parts referred to that are
kept in a container holding exactly that number.
A Kanban System
Kanban authorizing Kanban authorizing move from
production at workstation A workstation A to workstation B

P P M P

Workstation Workstation
A B

P P M

M
P M

Production transaction
Containers waiting Parts waiting to
to be moved to be processed at Move transaction
workstation B workstation B
The Kanban System
• The amount of inventory in the system is determined by the number of kanbans.
• If demand stops suddenly then production continues until every kanban is attached to
a full container. Represents the maximum amount of inventory possible.
• If a reduction in inventory of the system is required then it is achieved by simply
reducing the number of kanbans.
• Kanban system is highly visible. No need for extensive computation to track
requirements in the factory.
• Only works well for repetitive production, and for a relatively stable level of demand.
• Kanban is a ‘pull system’ where parts are only processed at one workstation when
there is a requirement from the following workstation. In a ‘push system’ parts are
continued to be processed at workstation A whether or not they are required at
workstation B. If they are not required at B, e.g. due to machine failure, then parts
processed at A queue up to be processed at B and inventory levels rise
unnecessarily and control of inventory becomes difficult. However, in the kanban
system if one workstation fails then authorization for movement to that workstation
stops and the whole process comes to a halt. The system therefore demands strict
discipline in maintenance.

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