Just-in-time philosophy

Seven wastes Shigeo Shingo developed these waste categories as part of the Just-in-Time philosophy overproduction, waiting, transportation, stocks, motion, defects, and processing. 

How well do you pursue a make-to-order policy with an emphasis on material velocity (stock turn) (Large stocks of RM, work in progress and finished goods = 0.1, just-in-time philosophy with little or no buffer stock = 0.5.) 0.1 0.2 0.3 0.4 0.5... 

Safety stock and Just-in-Time philosophy are two areas that deserve more attention. If managers want to reduce inventory levels, these two areas are a good place to start. 

Quality in Japan. Japanese economic prowess has been attributed variously to such quahty improvement activities as quahty circles, statistical process control (SPG), just-in-time dehvery (JIT), and zero defects (ZD). However, the real key to success hes in the apphcation of numerous quahty improvement tools as part of a management philosophy called Kaizen, which means continuous improvement (10). 

These interim cleaners also support the philosophy of just-in-time cleaning. Chlorinated solvents and alcohols find perhaps their widest application as quick-dip-rinse media. When water-soluble coolants are installed, and solvent tanks become obsolete, they must be replaced by a waterbased rinse system. Total reliance cannot, and should not, be placed on the final cleaning system in view of the fact that specialized solvents cannot be used anymore. Water, while an excellent departiculating agent, is not as effective in removing nonpolar contaminants from surfaces. With chemical contamination emerg-... 

Just-in-Time Another method that has received much attention for production planning and control is just-in-time theory. In contrast to MRPII, which is push oriented, the JIT philosophy of management is puU oriented—that is, it calls for something to be manufactured only when there is a firm order for it. JIT is a productivity enhancer based on the simple proposition that all waste in the manufacturing process must be eliminated. 

Lean Manufacturing is a production philosophy that appeared after World War II. This philosophy is derived from Toyota Production System that was based on Just-In-Time, which consists in adjusting production to demand in order to manufacture just enough quantity to satisfy the order, thus avoiding an unnecessary accumulation of stocks (Suzaki, 1993). 

The 1980s demonstrated a fascination for substitute production planning philosophies such as JIT (Just in Time) from Japan or TOC (Theory of Constraints—initially called OPT or Optimized Production Technology) from Israel. These systems pulled some of the focus away from labor and shifted it toward materials and machine efficiency. But the direction of the focus was still internal. These new systems were simply adopted under the ERP wing and treated as subsets of the ERP planning and scheduling environment. 

One of the best examples of innoveering is the Toyota Just-in-Time production system, a production planning philosophy developed in Japan to minimize waste through inventory reductions. JTT did not exist before being developed by Toyota. JIT was not copied it was innoveered. Here s a brief summary of its development history. 

Numerous books detail the Toyota production philosophy JIT. See Shingo, Shigeo, Study of the Toyota Production System from the Industrial Engineering Viewpoint, Japanese Management Association, Tokyo, 1981 (Shingo has worked with Toyota and has an insider s viewpoint) and Wantuck, Kenneth A., Just in Time for America, The Forum, Milwaukee, 1989. 

There have been many new ideas and concepts in business management over the last 30 or so years, some of which have endured and others soon discarded. However, perhaps one of the most significant principles to become widely adopted and practised is that of just-in-time. Just-in-time, or JIT, is a philosophy as much as it is a technique. It is based upon the simple idea that wherever possible no activity should take place in a system until there is a need for it. 

Becoming demand-driven requires a just-in-time delivery philosophy based upon more frequent deliveries to their air-side outlets based on more frequent demand signals, i.e. point-of-sale data polls. The intention is, wherever possible, to move to a continuous replenishment philosophy where products are rapidly replenished after they are sold. 

Taking a reasonable amount of time to address occupational safety and health will have a very positive impact upon your particular operation. Certainly, the magnitude of your safety and health effort will vary depending on whether your workplace is an office environment or a construction jobsite. If you were to just address the key components raised in this book, yon will have made great strides forward in making safety and health an integral part of your workplace and in your philosophy regarding your overall view of what encompasses a workplace. 

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