Evaluating JIT initiatives in Manufacturing Industry E-Book

Dr. Chandan Deep Singh

• Herausgeber: BookRix
• Kategorie: Fachliteratur
• Sprache: Englisch

Veröffentlichungsjahr: 2018

Beschreibung

Today, JIT has developed into a management system as a figure of knowledge and surrounding the inclusive set of engineering ideologies and methods. JIT manufacturing has the capability to fortify the industry's competitiveness in the market by dropping wastes wastes and refining quality of product and production efficiency. JIT also appeared as a method of achieving the high usage level from available inadequate resources. 

Leseprobe

Dr. Chandan Deep Singh, Harleen kaur

Evaluating JIT initiatives in Manufacturing Industry

BookRix GmbH & Co. KG80331 Munich

Chapter 1

CHAPTER 1

INTRODUCTION

With the invention of fastest means of communication, better-quality quality computers and swift transportation systems, manufacturing is no longer forced at local level, but it has turned universal in character. Since manufacturing company needs to become competitive for its existence, it has to supply products of reliable high quality at decreased distribution time. Market also stresses on more product alternatives that means decreased lot size and great tractability in operations. Man power cost has also climbed. All these aspects leads to elevate the product price. But the company has to sustain the cost at a judicious level. Opposing these challenges, industries world-wide are enforced to discover ways to lessen costs, increase quality, and meet the changing requirements of their consumers. One positive resolution has been the implementation of Just-in-time (JIT) manufacturing approach in which many major areas of a company such as engineering, marketing, manufacturing and purchasing etc. are engaged [3].

JIT can be termed as the extension of the novel concept of handling the material flow in a factory in order to minimize the inventory levels. Actually, there is a considerable involvement in the industrial organization than dropping inventories to control costs. Manufacturing needs to cope up with several other issues, such as level of automation , process control , flexible manufacturing, machine set up times, direct employment productivity, Overhead, supplier management, engineering maintenance, and the superiority of product supplied to customers. The present industrial Organization needs to work proficiently on these issues to function in even, prolific, and superiority inclined manner [3]. Also, JIT production system can be described as a combination of a set of principles which are reinforced by three basic elements of JIT which is further well furnished with a set of tools and techniques which are the weapons for reducing the waste. The three basic elements of JIT are removal of waste, total Quality and people preparation.

There are two fundamental beliefs of JIT. The First core belief is concerned with the accomplishment of ‘the excellent company.’ It assumes that ‘the rate at which excellence is achieved depends on the rate at which a company can improve relative to its competitors, and continue to improve faster than they can’. It does not matter how rapidly a company can progress, it will not become an outstanding company unless it improves faster than its competitors do. The other core belief is that a company ‘cannot attain such superiority through good management only, ’ rather, an excellent needs to develop its members to full capabilities which will empower them to handle the perplexing tasks which result from improvements and to contribute their inspiration towards further improvements. In supporting these core beliefs, JIT techniques and tools are necessary for the elimination of waste, total quality is mandatory to develop the organisation, and people preparation is desirable to hold the new challenges and chances generated from improvement. The purpose of waste removal over time is to lessen gradually the non-value added activities and to improve the value-added.

Fig 1.1: Framework of JIT Philosophy [1]

1.1 History and Evolution of JIT Production

JIT is actually a management philosophy originated in Japan which has come to practice since 1970 in several manufacturing organizations of Japan. The technology was first established in the Toyota manufacturing plants by Taiichi Ohno as a way to fulfil consumer demands with least delays. For this motivation, Taiichi Ohno is repeatedly called as the father of JIT manufacturing. The Toyota production plants were the first to introduce JIT. It also provided comprehensive assistance during the 1973 oil prohibition and was later implemented by numerous other organizations. The oil prohibition and the increasing scarcity of other natural assets were observed as a main thrust for the extensive acceptance of JIT. Toyota was capable to cope up with the growing challenges for existence through the methodology. This strategy targeted people, plants and system. Toyota apprehended that JIT can only be efficacious if each individual within the organization was engaged and committed to it, if the manufacturing plant and developments were organised for high output and productivity, and if quality and manufacturing plans were programmed to fulfil demands correctly.

Today, JIT has developed into a management system as a figure of knowledge and surrounding the inclusive set of engineering ideologies and methods. JIT manufacturing has the capability to fortify the industry’s competitiveness in the market by dropping wastes and refining quality of product and production efficiency. JIT also appeared as a method of achieving the high usage level from available inadequate resources. The Japanese kept on working towards achieving the optimum rate in their industrial processes despite of constraints. It involved dropping waste and using the existing resources in the judicious manner. The key factor is the constant effort over a longer period of time within the outline of incessant development which is realised by a continuous stream of minor progresses known as ‘kaizen’ in Japan and is known as the most substantial feature of the JIT philosophy [4].

JIT management has wide cultural characteristics rooted in its growth which can be associated to JIT as follows

1. JIT management permits an organization to fulfil customer request irrespective of the level of demand. It can be made promising through the pull system of manufacturing.

2. The time interval between material advents, handling and assemblage of the final product for customers is diminished by the JIT production system.

3. JIT permits decrease in raw material, work in progress and completed goods inventories. This releases a good extent of space and time between processes within manufacturing plants. The equivalent cultural distinctive is apprehension for space due to high population.

4. The JIT production technique has containers for holding fragments. This lets easy identification and checking of inventories. Using selected containers within the production course may be due to the importance of type of packaging preferred by consumers on purchasing goods.

5. JIT production needs plant to be clean, which means that there must be no wastes which hamper production. Japanese are anxious about cleanliness of environment which gives them the impression of larger area.

6. JIT production includes ‘visible signals’ to present the current position of machinery [4].

Figure 1.2: Just in Time (JIT) manufacturing Practices[21]

1.2 JIT production

Quality management based on JIT is the blend of quality control, inventory control and production management functions which works for improving the quality in two ways. First, it stresses on philosophical trait of quality improvement by making it everyone’s concern, and then aims at implementing quality control systems. It considered that its workers are the most respected possessions of an organization, and they give their best output when inspired, cherished, cheered to contribute, and permitted to make decisions. By this approach, Labours examine the quality of product after every consecutive process. Workers are skilled along with supervisors in training and understanding of procedure control charts [4].

1.3 Main elements of JIT manufacturing

JIT manufacturing comprises of numerous components which should be combined together to operate in synchronisation to realise the JIT objectives. These components basically include the human assets and the manufacturing, procuring, production, planning and unifying role of an organisational body. These fundamentals can be congregated together into the Toyota production system including people, plants and system [4].

1. People involvement

The ultimate rule for JIT success is gaining support and approval from all individuals engaged in the attainment of managerial objectives. It entail including, and notifying, all groups who are interested in the industry which significantly decrease the time and struggle required in employing JIT and can diminish implementation complications. Support and contract can be acquired from the groups mentioned below.

Shareholders and the company owners: long-term realization of turnover should be emphasized and it must be clear that reimbursements related to JIT can be recognized over the long period.

Workers organization: All workers should be learned about the objectives of JIT and be informed about how the novel system will affect them. The main shortcoming in JIT is that it usually upsurge the pressure on workers.