Many JIT factories contain fail-safe mechanisms such as providing all workers with a box in which to put the component parts of the items they are assembling -- if a part is left in the box, the worker knows that he or she has forgotten to include it. High standards of quality lessen the need to 'do things over' which can also slow down the production line. To ensure that high standards are maintained, a low inventory means that there are few excess parts. This demand for accuracy keeps costs downs, and the pressure high upon workers not to 'slack off.' Moving needed components to workstations is coordinated in a careful and systematic process. Often there are workers on the floor whose sole responsibility is to ensure that the production floor moves smoothly. This responsiveness is echoed in the organization's JIT responsiveness to consumer demand. Responsiveness to the market means lower costs because of lower inventories in general of unwanted products. No...
Keeping unwanted inventory low is especially valuable for technical companies, where products rapidly grow obsolete, like computers.
In order to satisfy the customer's needs, it is important to produce a product with value, but it is not important to include features that do not add value to said product. This constitutes waste, and costs time and money. Because many manufacturers are not aware of the exact nature of their productions, finding waste in their operations may require them to delve deep into the manufacturing process. Some
JIT Companies There are a number of instances where JIT manufacturing procedures would be totally inappropriate. For most companies in various types of service industry, JIT practices would seem inappropriate. This goes into play even more when considering the specialty foods service industry. JIT manufacturing depends on extreme consistency from suppliers; "even more taxing, suppliers have to deliver materials of uniformly high quality," where the demand is always asking for
Strategic Management Oxford can change its product line without alienating existing customers by focusing product line turnover on its poorest-performing products. The company has a staple core of products that sell well and that have the highest loyalty, and those products should remain in the line. But there are, within any product line, going to be products that have either reached the end of their life cycle, did not perform well
JIT Management Eli Whitney developed the interchangeable parts system when accepting a contract to manufacture muskets for the U.S. Army in 1799 (A Brief History of (Just-In) Time). Over the next 100 years, large scale processes held focus while manufacturers focused on individual technologies. The system of engineering drawing developed and modern tools were perfected during this time. In the late 1890s, Fredrick W. Taylor created "Scientific Management" by observing workers and
Just-in-Time in an Automobile Industry What significant challenges barriers face automobile industry company implements Just-in-Time Implementing Just-in-time in an automobile industry Just-in-time is a collection of organization practices that aim to meet the customer quality satisfaction by innovatively reducing waste, continuously improve products and reduce cost of inventory. The result of Just-in-time production is to achieve excellence in manufacturing (Jack E.M. And Jessica O.M., 2007). Just-in-time (JIT) is a system of management originating
Lean Manufacturing and JIT JIT Evaluate three of the main elements of both lean thinking and JIT. How can these concepts be used for effective planning and control of an operation? How are these two concepts different? How can the differences in each concept be overcome to achieve maximum efficiency benefits of both lean thinking/JIT systems? Lean thinking was introduced to improve the traditional 'batch-and-queue' manufacturing process. One of the core principles of
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