JIT TECHNIQUES

By:
Ankit Intodia
Vishal Pansare
Neha Pednekar
Yash Roongta
Viraj Shethia
Shruti Murali
 Just-In-Time Manufacturing:
• JIT is a philosophy of continuous improvement in which non-value-
adding activities (or wastes) are identified and removed for the
purposes of:
• Reducing Cost
• Improving Quality
• Improving Performance
• Improving Delivery
• Adding Flexibility
• Increase innovativeness
• . JIT is a collection of techniques used to improve operations  It can
also be a new production system that is used to produce goods or
services.
KANBAN
 KANBAN

• The Kanban Technique is a such support process which is an integrated

Just-In-Time (JIT) process.
• Kanban is a Japanese word that stands for “visual record.” Kan means
“card” and Ban means “signal”.
• It was first developed by Toyota in the 1950s.
• The fundamental concept of this technique is that the material or
components must be delivered by the warehouse to the production
department only as the need arises.
 USES
• It is used to manage the flow of material on the assembly line.
• This technique is used to fine-tune production, manage supplier
schedule systems, industrial re-engineering as well as human
resources.
 ADVANTAGES
• Provision of accurate information rapidly
• Easy to understand
• Reduction of overheads
• Control of over-capacity
• Minimization of waste
• Delegation of responsibility to those workers in the production line
 FEATURES

• Modular production
• U-shaped production
• Mass production of mixed models
• Total preventive maintenance
JIDOKA
 1. JIDOKA
• Jidoka is a Japanese term
used for autonomation and
being widely used in Toyota
Production System (TPS),
Lean Manufacturing and
Total Productive
Maintenance (TPM).
• This concept minimizes the
production of wasted
defects, over production
and minimizes wastes.
 The concept of automated line is being used to relieve
workers and minimize human related errors. If machine
detects any defect or problem, it should stop immediately.

Jidoka concept was developed due to many reasons, the

common reasons are:
• Overproduction of goods.
• Wasted time during manufacturing at the machine.
• Wastage of time during transportation of defected material
from one place to other.
• Waste of time during defective piece re-processing.
• Waste of inventory.
 Jidoka is being effectively used in TPM, Lean Manufacturing
and providing substantial benefits to the organizations.
Common benefits obtained by its implementation are:

• Helps in detection of problem at earlier stages.

• It helps in becoming world class organization.
• Human intelligence is integrated into automated machinery.
• Defect free products are produced.
• Enhances substantial improvement in productivity of the
organization.
 Following goals are being achieved through its application:

• Effective utilization of manpower.

• Product produced will be of top quality.
• Shorter delivery time of products.
• Reduction in equipment failure rate.
• Improve level of customer satisfaction.
• Increase quality of final product.
• Lower costs (Internal, External, and Appraisal cost etc.).
POKA-YOKE
PokaYoke devices
 A prevention device engineers the process so that it is impossible
to make a mistake at all.
• A 3.5 inch computer diskette
 A detection device signals the user when a mistake has been
made, so that the user
can quickly correct the problem
• Small dish for push buttons
Characteristics
• they are simple and cheap.

• they are part of the process.

• they are placed close to where the mistakes occur.

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 Everyday Examples

• 3.5 inch diskettes cannot be inserted unless diskette

is oriented correctly. This is as far as a disk can be inserted
upside-down. The beveled corner of the diskette along with
the fact that the diskette is not square, prohibit incorrect
orientation.

• Fueling area of car has three error-proofing devices:

1. insert keeps leaded-fuel nozzle from being inserted
2. tether does not allow loss of gas cap
3. gas cap has ratchet to signal proper tightness and
prevent over tightening.

• New lawn mowers are required to have a safety

bar on the handle that must be pulled back in order
to start the engine. If you let go
of the safety bar, the mower blade stops in 3
seconds or less.
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SMED
Introduction Of SMED Techniques
• SMED is Single-Minute Exchange of Die (SMED)
• It 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).
• 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").
History Of SMED
• The concept arose in the late 1950s and early 1960s, when
Shigeo Shingo, was consulting to a variety of companies
including Toyota, and was contemplating their inability to
eliminate bottlenecks at car body-moulding presses. The
bottlenecks were caused by long tool changeover times which
drove up production lot sizes.
Effects Of Implementation
• Shigeo Shingo, who created the SMED approach, claims that
in his data from between 1975 and 1985 that average setup
times he has dealt with have reduced to 2.5% of the time
originally required; a 40 times improvement.
• Stockless production which drives inventory turnover rates
• 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
• Increased safety from simpler setups
• Lower expense of setups
• Lower skill requirements since changes are now designed into
the process rather than a matter of skilled judgement
TOTAL PRODUCTIVE
MAINTENANCE
 TOTAL PRODUCTIVE MAINTENANCE (TPM)
What is TPM??

TPM can be considered as the medical science of machines. Total

Productive Maintenance (TPM) is a maintenance program which
involves a newly defined concept for maintaining plants and
equipment. The goal of the TPM program is to markedly increase
production while, at the same time, increasing employee morale and
job satisfaction.
 WHY TPM?
TPM was introduced to achieve the following objectives. The
important ones are listed below.
• Avoid wastage in a quickly changing economic environment.
• Producing goods without reducing product quality.
• Reduce cost.
• Produce a low batch quantity at the earliest possible time.
• Goods send to the customers must be non defective.
 TYPES OF MAINTENANCE
1. Breakdown maintenance :
2. Preventive maintenance ( 1951 ):
2a. Periodic maintenance ( Time based maintenance - TBM) :
2b. Predictive maintenance :
3. Corrective maintenance ( 1957 ) :
4. Maintenance prevention ( 1960 ):
 DIRECT BENEFITS
• Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5 or 2
times.
• Rectify customer complaints.
• Reduce the manufacturing cost by 30%.
• Satisfy the customers needs by 100 % ( Delivering the right quantity
at the right time, in the required quality. )
• Reduce accidents.
• Follow pollution control measures.
 INDIRECT BENEFITS
• Higher confidence level among the employees.
• Keep the work place clean, neat and attractive.
• Favourable change in the attitude of the operators.
• Achieve goals by working as team.
• Horizontal deployment of a new concept in all areas of the
organization.
• Share knowledge and experience.
CONCEPT OF 3 M’S
 TOYOTA PRODUCTION SYSTEM
Production system developed by Toyota, that
comprises its management philosophy and practices
• The system is a predecessor to the Lean
Manufacturing System
• Main Goals of TPS are to eliminate
1. Waste (Muda)
2. Inconsistency (Mura)
3. Overburden or stress in the system (Muri)
• Using TPS, Toyota was able to reduce lead-time and
cost, while improving quality.
 MUDA

• MUDA is the Waste, work that does not add any

value to the product

Input Process-1 V Process-2 V Process-3 V Process-4 V Product

W W W W

V: Value added product/services

W: Wasteful product / practices/services that does not add value
Seven MUDA [Wastes]

Unnecessary Motions

Waiting for work and materials

Transportations

Overproduction

Processing

Inventories / Unnecessary WIP

Corrective operation
 MURA

• Mura is the variation in the operation of a process not caused by

the end customer.

• It is the unevenness, unbalanced work on machines.

• For eg: Mura results when employees are told to work like crazy
early in the morning only to stand around and do nothing late in
the day.
 MURI

• Muri is the overburden on equipment, facilities &

people caused by mura and muda.

• It is pushing a machine or person beyond natural

limits.

• Overburdening people results in safety and quality

problems.

• Overburdening equipment causes breakdowns and

defects