Just in Time. 4 page overview of the principles of just-in-time production operations management

JIT (just-in- clock)

Many organizations throughout the world use JIT management principles in their unremarkable operations. It was first developed in Japan in the belatedly 1950s by a former shop conductor and later on vice president of Toyota. In its simplest form, JIT course of instruction is directed towards ensuring that the rightly quantities argon produced or purchased at the right time, and that there is no waste. Waste is outlined as anything that doesnt add up value to the product or service. Producing one extra whole is as bad as being one whole short. Items are supplied only when needed, just in time. JIT fits come up under the specter of TQM, many of the ideas and techniques are similar, and JIT may so far not work without TQM in operation. For JIT to work a good turn of elements must be combined: steady deed, flexible resources, exceedingly high quality, no railcar breakdowns, reliable suppliers, quick machine setups, and discipline to maintain that everything else is also functioning well. JIT cannot be defined in one sentence but there are two ways at which it is usually looked at.

1. A serial of operating concepts that allow systematic identification of operational problems.

2. A series of technology-based tools for correcting problems following their identification.

One outcome of using JIT is a political program for improving overall productivity and reducing waste.



This leads to cost-effective production or operation and delivery of only the required goods or services, in the correct quantity and at the right time and place. This is achieved with a minimal amount or resources: facilities, equipment, materials and people. Although JIT originated as an campaign to eliminate waste it evolved into a system for the continuous expediency of all aspects of operations.

Aim of JIT

The aims of JIT are to produce and operate:

1. meet...

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