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Understanding the JIT

In broad terms, JIT is a philosophy that focuses on timely activities required by other internal segments within an organization. JIT has four main aspects as follows: 1. All the activities are not value-added to the product or service should be eliminated. Value-added activities that do not unnecessarily increase the cost of such supplies as much as possible to zero. 2. Commitment to constantly improve the quality higher. So that the damaged and defective products as far as possible to zero, does not require the time and cost to rework defective products, and buyer satisfaction can be increased. 3. Always strived continuous improvement (Continuous Improvement) in improving the efficiency of activities. 4. Emphasis on streamlining the activities and improve the understanding of the value-added activities.

Production According to Market Demand

Production launch is the most important requirement for production with Kanban and to minimize the idle time in terms of manpower, equipment and goods in process. smoothing production is the cornerstone of the Toyota production system. As previously mentioned, every process goes into the process earlier to take the necessary goods at the time required in the necessary quantities. With that kind of production arrangement, if the next process to take spare parts are fluctuating in terms of time or number, then the previous process have to prepare supplies, equipment, and labor amount needed to adjust to peak variation of the amount requested.

TPS principle: Self Adjust to a Changing Number of Production Change

Let us consider the adjustment of production by using Kanban. Suppose a machine fabrication process should produce 100 engines per day. The next process, with Kanban-making, asking for five machines per one lot. Lot-lot was then drawn 20 times per day, in order to reach exactly 100 the number of machines produced each day. With a production plan like this, if there is a need to reduce all of the production process by 10 percent as the adjustment procedure, the final process in this example should take the machine 18 times per day. Then, because the machine only produces 90 units a day, the time left for the 10 units will be saved by stopping production of this process. On the other hand, if there is a need to increase total production by 10 percent, the final process should take the machine 22 times per day with Kanban it.Then the previous process must produce 110 units, an additional 10 units could be covered through overtime.