¶ … Internet-based applications, commerce, financing and accounting have exposed static IT acquisitions and the operating environments involved require fresh and revised processes and procedures to tackle and solve the vigorous reflux and rush of capacity, function, service, and support conditions. With the continuing increase of data center costs, workloads and more demanding service delivery requirements, IT organizations are looking for more and more innovative procurement and asset management approaches. One such approach to that provides dynamic capacity capability with practical and prearranged budget accountability is the Just in Time (JIT) system. This system alternative helps balance service delivery consistencies, improves dexterity and provides an elastic financial management. The gating factor for most such capabilities is the varied, though rapidly improving server and storage vendor offerings.
The main idea behind the principle of Just in time (JIT) is to exclude the roots of manufacturing waste by getting just the right quantity of raw materials and generating just the right quantity of products in the right place at the right time. This manufacturing management method was first designed, developed and implemented by the Japanese in 1970's. The first company to use this technique in their manufacturing plants was Toyota. Toyota's main interest at that time was to meet consumer demands. Because of the success of JIT management, Taiichi Ohno of Toyota was named the Father of JIT.
After the first introduction of JIT by Toyota, many companies followed up and around mid 1970s', it gained extended support and widely used by many companies.
One motivation for the Japanese for developing JIT and some other better production techniques was that after World War II, Japanese people had a very strong incentive to develop good manufacturing techniques to help them rebuild their economy. They also had strong working ethics, which concentrated more on work rather than leisure. The Japanese pursued continuous improvement and committed their lives to work. The Japanese were group conscious rather than individualistic and worked hard to achieve a common goal. These motivations were what drove and energized the Japanese economy to succeed.
The concept builds on the disciplinary foundations of Materials Requirements Planning II, (MRP II). JIT management introduces innovative manufacturing concepts such as more efficient assembly line layouts, reduced machine setup times, smaller lot sizes, flow operations, grouping of similar operations, team production, and other techniques that streamline the operation and maximize the flexibility of the manufacturing cycle.
This system replaces the traditional push system of manufacturing based on incoming customer orders, or continuous production, with a pull system where one tries to produce only what is necessary, when it is required, using the fewest possible resources and the least possible time. The traditional method fell short in taking into account plant capacities and therefore led to longer and longer lead times as orders were "pushed" onto the shop floor. The result were scheduling problems, material shortages, increasing inventory, need for extra shifts, overtime, and high-cost special delivery methods (e.g., carrier services).
The older, more traditional systems include the Pull and Push Systems. The Pull System represents an alternate way of running an assembly line as compared to the older Push System. The Push System forces a line worker to work as fast as the line worker preceding him. If a problem occurs, it is close to impossible to stop the line and correct the error because the product flow continues at a constant rate. This leads to lower quality products and unhappy workers due to the pressure to keep up and just get their part of the job over with.
The Pull System takes the pressure off workers and allows them to take time to do quality work. A line worker goes only as fast as the person does after him. He is pulled at the right speed. There is a buffer between...
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