Just in time (JIT) is a production

Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.[1] To meet JIT objectives, the process relies on signals or Kanban (看板?, Kanban) between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.

JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "end up with the opposite of the desired result."[2] In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13-week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed.[3]

Contents [hide]
1 Philosophy
2 Transaction cost approach
3 Environmental concerns
4 Price change
5 Quality volatility
6 Supply stability
7 JIT implementation design
7.1 Effects
7.2 Benefits
7.3 Problems
7.3.1 Within a JIT system
7.3.2 Within a raw material stream
7.3.3 Oil
8 Business models following similar approach
8.1 Vendor-managed inventory
8.2 Customer-managed inventory
9 Early use of a JIT system
10 See also
11 References
12 Further reading
Philosophy[edit]
The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. JIT inventory systems expose hidden cost of keeping inventory, and are therefore not a simple solution for a company to adopt it. The company must follow an array of new methods to manage the consequences of the change. The ideas in this way of working come from many different disciplines including statistics, industrial engineering, production management, and behavioral science. The JIT inventory philosophy defines how inventory is viewed and how it relates to management.

Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting. This does not mean to say JIT is implemented without an awareness that removing inventory exposes pre-existing manufacturing issues. This way of working encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Secondly, allowing any stock habituates management to stock keeping. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity.

In short, the Just-in-Time inventory system focus in having “the right material, at the right time, at the right place, and in the exact amount”, without the safety net of inventory. The JIT system has broad implications for implementers.

Transaction cost approach[edit]
JIT helps in keeping inventory to minimum in a firm. However, a firm may simply be outsourcing their input inventory to suppliers, even if those suppliers don't use Just-in-Time (Naj 1993). Newman (1994) investigated this effect and found that suppliers in Japan charged JIT customers, on average, a 5% price premium.

Environmental concerns[edit]
During the birth of JIT, multiple daily deliveries were often made by bicycle. Increased scale has required a move to vans and trucks (lorries). Cusumano (1994) highlighted the potential and actual problems this causes with regard to gridlock and burning of fossil fuels. This violates three JIT waste guidelines:

Time—wasted in traffic jams
Inventory—specifically pipeline (in transport) inventory
Scrap—fuel burned while not physically moving
Price change[edit]
Because Just-In-Time manufacturers do not store raw materials, they can be affected more drastically by the effects of changing prices.

Quality volatility[edit]
JIT implicitly assumes that input parts quality remains constant over time. If not, firms may hoard high-quality inputs. As with price volatility, a solution is to work with selected suppliers to help them improve their processes to reduce variation and costs. Longer term price agreements can then be negotiated and agreed-on quality standards made the responsibility of the supplier. Fixing up of standards for volatility of quality according to the quality circle

Karmarker (1989) highlights the importance of relatively stable demand, which helps ensure efficient capital utilization rates. Karmarker cost production.

Supply stability[edit]
In the U.S., the 1992 railway strikes caused General Motors to idle a 75,000-worker plant because they had no supply. Consistent Quality is one of the major issue. Product recall or Recall for spare replacement is one of the major hidden cost and draw back of JIT.

JIT implementation design[edit]
Based on a diagram modeled after the one used by Hewlett-Packard’s Boise plant to accomplish its JIT program.

1) F Design Flow Process
– F Redesign/relayout for flow
– L Reduce lot sizes
– O Link operations
– W Balance workstation capacity
– M Preventive maintenance
– S Reduce setup Times
2) Q Total Quality Control
– C worker compliance
– I Automatic inspection
– M quality measures
– M fail-safe methods
– W Worker participation

3) S Stabilize Schedule
– S Level schedule
– W Establish freeze windows
– UC Underutilize Capacity
4) K Kanban Pull System
– D Demand pull
– B Backflush
– L Reduce lot sizes
5) V Work with Vendors
– L Reduce lead time
– D Frequent deliveries
– U Project usage requirements
– Q Quality expectations
6) I Further Reduce Inventory in Other Areas
– S Stores
– T Transit
– C Implement carrousel to reduce motion waste
– C Implement conveyor belts to reduce motion waste

7) P Improve Product Design
– P Standard production configuration
– P Standardize and reduce the number of parts
– P Process design with product design
– Q Quality expectations
Effects[edit]
A surprising effect of JIT was that car factory response time fell to about a day. This improved customer satisfaction by providing vehicles within a day or two of the minimum economic shipping delay.

Also, the factory began building many vehicles to order, eliminating the risk they would not be sold. This improved the company's return on equity.

Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. This caused a quality assurance crisis, which led to a dramatic improvement in product quality. Eventually, Toyota redesigned every part of its vehicles to widen tolerances, while simultaneously implementing careful statistical controls for quality control. Toyota had to test and train parts suppliers to assure quality and delivery. In some cases, the company eliminated multiple suppliers.

When a process or parts quality problem surfaced on the production line, the entire production line had to be slowed or even stopped. No inventory meant a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota predicted that the initiative would be abandoned for this reason. In the first week, line stops occurred almost hourly. But by the end of the first month, the rate had fallen to a few line stops per day. After six months, line stops had so little economic effect that Toyota installed an overhead pull-line, similar to a bus bell-pull, that let any worker on the line order a line stop for a process or quality problem. Even with this, line stops fell to a few per week.

The result was a factory that has been studied worldwide. It has been widely emulated, but not always with the expected results, as many firms fail to adopt the full system.[4]

The just-in-time philosophy was also applied to other segments of the supply chain in several types of industries. In the commercial sector, it meant eliminating one or all of the warehouses in the link between a factory and a retail establishment. Examples in sales, marketing, and customer service involve applying information systems and mobile hardware to deliver customer information as needed, and reducing waste by video conferencing to cut travel time.[5]

Benefits[edit]
Main benefits of JIT include:

Reduced setup time. Cutting setup time allows the company to reduce or eliminate inventory for "changeover" time. The tool used here is SMED (single-minute exchange of dies).
The flow of goods from warehouse to shelves improves. Small or individual piece lot sizes reduce lot delay inventories, which simplifies inventory flow and its management.
Employees with multiple skills are used more efficiently. Having employees trained to work on different parts of the process allows companies to move workers where they are needed.
Production scheduling and work hour consistency synchronized with demand. If there is no demand for a product at the time, it is not made. This saves the company money, either by not having to pay workers overtime or by having them focus on other work or participate in training.
Increased emphasis on supplier relationships. A company without inventory does not want a supply system problem that

Results (English) 1:

Just in time (JIT) is a production strategy that strives to improve a business ' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.[1] To meet JIT objectives, the process relies on signals or Kanban (看板?, Kanban) between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually ' tickets ' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "end up with the opposite of the desired result."[2] In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing 13-week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed.[3]Contents [hide] 1 Philosophy2 Transaction cost approach3 Environmental concernsfor Price change5 Quality volatility6 Supply stability7 JIT implementation design7.11 Effects7.2 Benefits7.3 Problems7.3.1 Within a JIT system7.3.2 Within a raw material stream7.3.3 Oil8 Business models following similar approach8.1 Vendor-managed inventory8. to Customer-managed inventory9 Early use of a JIT system10 See also11 References12 Further readingPhilosophy [edit]The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. JIT inventory systems expose hidden cost of keeping inventory, and are therefore not a simple solution for a company to adopt it. The company must follow an array of new methods to manage the consequences of the change. The ideas in this way of working come from many different disciplines including statistics, industrial engineering, production management, and behavioral science. The JIT inventory philosophy defines how inventory is viewed and how it relates to management.Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting. This does not mean to say JIT is implemented without an awareness that removing inventory exposes pre-existing manufacturing issues. This way of working encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Secondly, allowing any stock habituates management to stock keeping. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity.In short, the Just-in-Time inventory system focus in having "the right material, at the right time, at the right place, and in the exact amount", without the safety net of inventory. The JIT system has broad implications for implementers.Transaction cost approach [edit]JIT helps in keeping inventory to minimum in a firm. However, a firm may simply be outsourcing their input inventory to suppliers, even if those suppliers don't use Just-in-Time (Naj 1993). Newman (1994) investigated this effect and found that suppliers in Japan charged JIT customers, on average, a 5a price premium.Environmental concerns [edit]During the birth of JIT, multiple daily deliveries were often made by bicycle. Increased scale has required a move to vans and trucks (lorries). Cusumano (1994) highlighted the potential and actual problems this causes with regard to gridlock and burning of fossil fuels. This violates three JIT waste guidelines:Time—wasted in traffic jamsInventory—specifically pipeline (in transport) inventoryScrap—fuel burned while not physically movingPrice change [edit]Because Just-In-Time manufacturers do not store raw materials, they can be affected more drastically by the effects of changing prices.Quality volatility [edit]JIT implicitly assumes that input parts quality remains constant over time. If not, firms may hoard high-quality inputs. As with price volatility, a solution is to work with selected suppliers to help them improve their processes to reduce variation and costs. Longer term price agreements can then be negotiated and agreed-on quality standards made the responsibility of the supplier. Fixing up of standards for volatility of quality according to the quality circleKarmarker (1989) highlights the importance of relatively stable demand, which helps ensure efficient capital utilization rates. Karmarker cost production.Supply stability [edit]In the U.s. the 1992 railway strikes caused General Motors to idle a 75, 000-worker plant because they had no supply. Consistent Quality is one of the major issue. Product recall or Recall for spare replacement is one of the major hidden cost and draw back of JIT.JIT implementation design [edit]Based on a diagram modeled after the one used by Hewlett-Packard's Boise plant to accomplish its JIT program.1) F Design Flow Process– F Redesign/relayout for flow – L Reduce lot sizes – O Link operations – W Balance workstation capacity – M Preventive maintenance – S Reduce setup Times2) Q Total Quality Control– C worker compliance – I Automatic inspection – M quality measures – M fail-safe methods – W Worker participation3) S Stabilize Schedule– S Level schedule – W Establish freeze windows – UC Underutilize Capacity4) K Kanban Pull System– D Demand pull – B Backflush – L Reduce lot sizes5) V Work with Vendors– L Reduce lead time – D Frequent deliveries – U Project usage requirements – Q Quality expectations6) I Further Reduce Inventory in Other Areas– S Stores – T Transit – C Implement carrousel to reduce motion waste – C Implement conveyor belts to reduce motion waste7) P Improve Product Design– P Standard production configuration – P Standardize and reduce the number of parts – P Process design with product design – Q Quality expectationsEffects [edit]A surprising effect of JIT was that car factory response time fell to about a day. This improved customer satisfaction by providing vehicles within a day or two of the minimum economic shipping delay.Also, the factory began building many vehicles to order, eliminating the risk they would not be sold. This improved the company return on equity.Since assemblers no longer had a choice of which part to use, every part had to fit perfectly. This caused a quality assurance crisis, which led to a dramatic improvement in product quality. Eventually, Toyota redesigned every part of its vehicles to widen tolerances, while simultaneously implementing careful statistical controls for quality control. Toyota had to test and train parts suppliers to assure quality and delivery. In some cases, the company eliminated multiple suppliers.When a process or parts quality problem surfaced on the production line, the entire production line had to be slowed or even stopped. No inventory meant a line could not operate from in-process inventory while a production problem was fixed. Many people in Toyota predicted that the initiative would be abandoned for this reason. In the first week, line stops occurred almost hourly. But by the end of the first month, the rate had fallen to a few line stops per day. After six months, line stops had so little economic effect that Toyota installed an overhead pull-line, similar to a bus bell-pull, that let any worker on the line order a line stop for a process or quality problem. Even with this, line stops fell to a few per week.The result was a factory that has been studied worldwide. It has been widely emulated, but not always with the expected results, as many firms fail to adopt the full system.[4]The just-in-time philosophy was also applied to other segments of the supply chain in several types of industries. In the commercial sector, it meant eliminating one or all of the warehouses in the link between a factory and a retail establishment. Examples in sales, marketing, and customer service involve applying information systems and mobile hardware to deliver customer information as needed, and reducing waste by video conferencing to cut travel time.[5]Benefits [edit]Main benefits of JIT include:Reduced setup time. Cutting setup time allows the company to reduce or eliminate inventory for "changeover" time. The tool used here is SMED (single-minute exchange of dies).The flow of goods from warehouse to shelves improves. Small or individual piece lot sizes reduce lot delay inventories, which simplifies inventory flow and its management.Employees with multiple skills are used more efficiently. Having employees trained to work on different parts of the process allows companies to move workers where they are needed.Production scheduling and work hour consistency synchronized with demand. If there is no demand for a product at the time, it is not made. This saves the company money, either by not having to pay workers overtime or by having them focus on other work or participate in training.Increased emphasis on supplier relationships. A company without inventory does not want a supply system problem that

Results (English) 3:

刚刚在实时（JIT）是一家生产战略，努力提高通过减少在制品库存投资业务的收益和相关的运输成本。准时是一种操作管理方法起源于日本在上世纪50年代。它是由丰田和其他日本制造企业所采用，以优异的成绩：丰田公司和其他公司所采用的方法，最终提高生产率（通过消除浪费）显著。[ 1 ]满足JIT的目标，这个过程依赖于信号或看板（看板？，看板）之间的不同点，这是参与的过程，这给生产时进行下一部分。看板通常是“门票”，但可以简单的视觉信号，如存在或不存在的一部分，在一个架子上。正确实施JIT的重点，不断改进和提高生产组织的投资回报率，质量，和效率。为了实现持续改进的重点关键领域可以流动，员工的参与和质量。

JIT依赖于其他元素在库存链和。例如，它的有效应用，不能独立的精益制造系统的其他关键部件或它可以结束与预期的结果相反。”[ 2 ]近年来，制造商继续努力磨练的预测方法，如应用后13周平均为JIT规划一个更好的预测；然而，一些研究表明，在稳定的假设基础JIT本质上是有缺陷的。[ 3 ]

目录[隐藏]
1哲学
2交易成本的方法
3环境问题
4的价格变化
5质量波动
6供应的稳定
7 JIT的实施设计
7.1的影响
7.2效益
7.3问题
7.3.1在JIT系统
7.3.2在原料流
7.3.3油
8商业模式类似的方法
8.1供应商管理库存
8.2客户管理库存
9 JIT系统
10早期使用参见参考文献11篇

12进一步阅读
哲学[编辑]
JIT的哲学很简单：未使用的库存存储是一种资源浪费。JIT库存系统的库存保持暴露隐藏的成本，因此是不是一个简单的解决方案，公司采取它。公司必须遵循新的方法来管理变更的后果的数组。在这种工作方式来自许多不同的学科，包括统计，工业工程，生产管理的思想，和行为科学。JIT库存的哲学定义库存是观察和它如何与管理。

库存看作是招致的成本，或废物，而不是添加和存储值，相反，传统的会计。这并不意味着说，JIT实施无意识，消除了现有库存的制造问题。这种工作方式，鼓励企业减少库存不补偿制造过程中的问题，并不断改进这些流程需要更少的库存。其次，允许任何股票habituates管理库存。管理可能会使库存隐藏的生产问题。这些问题包括备份工作中心，机器的可靠性，过程的变异性，对员工和设备缺乏灵活性，和能力不足。

总之，只是在“正确的材料库存系统的重点，在正确的时间，在合适的地点，并在确切的数额”，没有库存的安全网。JIT系统的实施者的广泛影响。

交易成本方法[编辑]
JIT有助于保持在一个公司库存最小。然而，一个公司可能仅仅是外包他们的输入库存供应商，即使那些供应商不使用实时（南京1993）。纽曼（1994）研究了这种效果，发现日本供应商JIT的客户收取，平均而言，5%的溢价。

环境问题[编辑]
期间出生的JIT，每日多次交付通常是由自行车。扩大规模，需要有一个移动到面包车和货车（货车）。库苏玛诺（1994）突出的潜在的和实际的问题，这会导致对化石燃料和燃烧的僵局。这违反了三准则：

JIT浪费时间浪费在交通堵塞
库存专门管道（运输）库存
废燃料燃烧而不是身体上的运动
价格变化[编辑]
因为及时的厂家不储存原材料，它们可以通过价格变动影响的更彻底的影响。

质量波动[编辑]
JIT隐含假定输入零件的质量保持不变，随着时间的推移。如果没有高质量的投入，公司可能会囤积。与价格波动，一个解决方法是与选定的供应商合作，帮助他们改善他们的流程，减少变差和成本。长期价格协议可以协商约定的质量标准进行供应商的责任。固定的标准，质量的波动性根据质量圈

karmarker集锦（1989）相对稳定的需求的重要性，这有助于确保有效的资本利用率。karmarker生产成本。

供应稳定性[编辑]
在美国，1992的铁路罢工引起的通用汽车厂闲置75000工人，因为他们没有供应。一致的质量是一个重大的问题。产品召回和召回备用替换是一个主要的隐性成本和退

JIT。JIT实施的设计[编辑]
基于图建模后的一个由休利特帕卡德的博伊西工厂实现JIT计划。

1）F的设计流程
–F重新设计/重新布局的流动
–L减少批量
–O操作
–W平衡工作站能力
–M预防性维护
–的减少安装时间
2）Q总质量控制
–C职工遵
我–自动检测
–M质量的措施
–M万无一失的方法
–W工人参与

3）的稳定的计划
–S级调度
–W建立冻结窗口
–UC获得能力
4）K看板拉动系统
–D需求拉动
–B反冲
–我减少很多尺寸
5）V与供应商的工作，
–L减少交货时间
–D频繁交付
–你项目的使用要求
–Q质量的期望
6）我进一步减少在其他领域
–商店
–T运输
–C实现Carrousel库存减少动作的浪费
–C实现输送带，减少动作的浪费

7）P提高产品设计
–P标准生产配置
–P规范和减少零件
–P工艺设计与产品设计
–Q质量的期望
数影响[编辑]
惊奇效果JIT是汽车厂的响应时间减少到一天。这提高了客户满意度的一天或两天内的最小经济运输延迟提供车辆。

也，工厂开始建设的许多车辆秩序，消除风险，他们将不出售。这提高了公司的股本回报率。

自组装不再有选择的一部分使用，每一部分都完全吻合。这引起了质量保证的危机，这对LED产品质量显着改善。最终，丰田重新设计的车辆的每一部分扩大的公差，同时实施质量控制的仔细的统计控制。丰田已测试和火车配件供应商，保证质量和交货。在某些情况下，公司取消了多个供应商。

当一个进程或零件质量问题出现在生产线，整个生产线必须减缓甚至停止。没有库存意味着线无法运作的在制品库存而生产的问题是固定的。在丰田许多人预测，主动将废弃的原因。在第一周，几乎出现每小时停。但到第一个月，利率已经下降到几线停止每天。六个月后，线停止如此少，经济效应，丰田安装架空线牵拉铃，类似于一个总线，让员工在线订购一停线一个过程或质量问题。即使这样，停掉几每星期。

结果是一个工厂，在全球范围内进行了研究。它已被广泛效仿，但并不总是与预期的结果，许多公司不采用全系统。[ 4 ]

刚刚在时间哲学也被应用在工业的几种类型的供应链的其他环节。在商业领域，这意味着消除一个或所有的仓库，工厂和零售之间的联系。的例子，在销售，营销和客户服务，包括应用信息系统和移动终端的硬件所需要的客户信息，通过视频会议削减旅行时间减少浪费。[ 5 ]

效益[编辑]
主要好处JIT包括：

减少安装时间。切割安装时间使该公司能够减少或消除库存的“转换”的时间。使用的工具是SMED（单分钟换模）。
流动的货物从仓库货架提高。小批量或单件库存减少很多延迟，简化了库存流程及其管理。
多技能的员工更有效地使用。经过培训的员工的工作流程的不同部分允许公司将员工需要他们的地方。
生产调度和工作时间一致性同步的需求。如果没有要求在时代的产物，它不是。这节省了公司的钱，要么没有支付工人的加班或是让他们专注于其他工作或参加培训。
增加对供应商关系的重点。一个公司没有库存不想要一个供应系统的问题，