The finished buildings are produced just in time p. Systems "just-in-time": development and implementation. Eliminate waste and waste

Just-in-time (JIT), pull system, pull system- full synchronization of supplies with production and sales processes: production stocks are supplied in small batches directly to the desired points of the production process, bypassing the warehouse, and finished products are immediately shipped to customers. The order of production management is the opposite: from the i-th stage to the (i-1) -th.

brief information on the term

At present, there is a clear tendency towards an increase in the cost of storing stocks, which is the reason for the development of systems of "instant" stock management, to which the system under consideration is "just in time."

According to the “just in time” system, the order for finished products is submitted to the last stage of the production process, where the required volume of work in progress is calculated, which should come from the penultimate stage. Similarly, from the penultimate stage, there is a request for the previous stage of production for a certain amount of semi-finished products. Thus, there is a double bond between every two adjacent stages of the production process:

  • from the i-th stage to the (i - 1) -th stage, the required amount of work in progress is requested ("pulled out");
  • from the (i - 1) -th stage to the i-th stage, material resources are sent in the required amount.

In addition, material resources from the external environment are supplied in small batches directly to the desired points in the production process, and the finished product is immediately shipped to customers. Thus, in the "just in time" system, there are no stocks as such, which makes it possible to abandon the creation of a warehouse system. There are also no insurance and seasonal stocks.

In order to avoid delays in the supply of inventories and the sale of products of our own production, the procurement / sales relationship is established with a small number of reliable, trusted suppliers, carriers, buyers.

The main advantages of the "just in time" system:

  • short production cycle, high asset turnover, including inventory;
  • there are no or extremely low storage costs of production and commodity stocks.

The main disadvantages of the just-in-time system:

  • the difficulty of ensuring high consistency between the stages of production;
  • significant risk of disruption to production and sales of products.

Publications

Functional management. Fragment from the book "The Theory of System Management"
The "just-in-time" production management system and its version CANBAN are considered as the main directions of the production efficiency of the enterprise in general and inventory management in particular. It also discusses the concept and basic principles of inventory management, the structure and functions of the logistics service of the enterprise. Methods for calculating the need for material resources are given.

Komakha A. Inventory Management
The experience of inventory management of Toyota and Kmart companies is considered: just-in-time system, statistical process control, total quality management, business process reengineering, total money management, optimal order size model, inventory estimation and accounting.

On-Time Inventory Replenishment (JIT) System
The philosophy, the concept, key elements, advantages of the system "just in time" and the main mistakes in its application are considered.

Flexible work organization is only one of the prerequisites for JIT implementation. Before embarking on implementation at all, you need to determine whether JIT will be a profitable way of organizing production for the company.

When the just in time system is beneficial. A common misconception: JIT is only applicable in high volume production. The system has indeed proven to be extremely effective in mass production, but it has also been successfully applied for small and medium production volumes. JIT is based on repetitive flow, so it can be used to make any product the demand for which makes cyclic production cost effective. To apply JIT, demand must meet two requirements:

  • 1. Volume. The sales volume of a product line must be high enough to pay off the creation of a dedicated line of interconnected jobs for its production, and stable enough so that the output is the same over long periods.
  • 2. Assortment. The number of modifications or models within a product line should be small so that a mixed product range can be produced.

Volume and assortment requirements are firm and firm-specific, such as product complexity, manufacturing process complexity, capital intensity, customer expectations, and resource availability. Determining the profitability of JIT requires a comprehensive analysis and cannot be reduced to a simplified choice based on the criteria of volume - assortment - technical process.

Sometimes the limitation on the number of models and modifications can be circumvented by using modular designs. Manufacturing is built around a small number of modules, which are used in most of the manufactured models and take on the bulk of the value added during the production process. From these modules, a basic production plan is drawn up; upon receipt of an order from a buyer for a specific model, the corresponding parts and components are added to them. For example, one American cabinet manufacturer switched from batch production to JIT production, although the annual demand for its entire range of products did not exceed 2,400 pieces. and consisted of 1500 different configurations. After redesigning the product, the firm began to produce 20 modules, from which 95% of all finished products were then made. The production of the modules is organized according to the JIT system, their revision at the request of the customer is carried out in one day at the final assembly site. Order delivery time was reduced from 3 weeks to 1 day, and production costs were reduced by 25%. Thus, through modular design and last-minute uniqueness, the firm was able to implement JIT in a low-volume, wide-range environment.

What gets in the way of JIT. The chances of a successful JIT implementation are slim. In 1992, Arthur D. Little conducted a survey of 500 American manufacturing firms and found that most of them had made unsuccessful attempts to implement JIT principles. There are many reasons for this. The most important hindrance is already visible from Fig. 4 is a large number of programs that must be properly developed and integrated into a single whole. Only the most adaptive of all organizations succeeds in this. JIT represents a significant cultural departure from the traditional way of production. Factors previously considered necessary and highly desirable, such as safety stocks, are now viewed as losses. The systematic elimination of all kinds of negligence in production alone translates into a more demanding and stressful environment, and to this must be added the constant need for improvement. Additional tension arises from the radically new roles of engineers, managers, shop supervisors, shop floor union leaders, and production workers. Replacing outdated efficiency factors such as labor and equipment utilization with new concepts of cycle time, value added, inventory volume and quality requires a change in accounting and production systems.

Changes in organization, systems, culture and relationships can only be successful if they come from the very top of the company, that is, from its director. Only at this level can decisions be made on the allocation of the necessary resources, the necessary changes in the organizational structure and operating principles can be initiated, the most suitable strategies are selected and the appropriate communication schemes created. The top-down process needs to be supported by ordinary workers, and to do this they need to be properly trained and given the opportunity to take meaningful participation.

This is a difficult but necessary task. It requires a very high level of management skills and leadership - this is the only way to overcome the technical, organizational and behavioral problems that arise when implementing JIT. If senior management is not ready to fully and completely take the side of JIT, then it is better to refuse implementation.

The sequence of implementation is Just In Time. JIT should start with a pilot program involving one of the firm's product lines. Before this, a comprehensive training is carried out for managers, engineers, foremen, section managers and shop workers directly. Particular attention should be paid to practical exercises to help everyone understand the JIT system and its benefits. In order for all employees to be aware of the goals of the innovation and its status, it is necessary to develop and implement a long-term communication program.

Manufacturing changes should begin with final assembly. Typically, there is already some flow of items here and it is not difficult to reorganize, since no capital-intensive equipment is likely to be required for this. Assembly sections must be linked together using cards or kanban containers. Next comes the alignment of the production plan for the pilot line, reduction of changeover time and the start of production of a mixed model range. To synchronize the flow, it is necessary to balance the duration of operations at different workplaces and simultaneously launch a program to reduce equipment setup time at the main production. Shop workers should be most directly involved in all programs. Building an effective JIT system is an iterative process that includes trial and error, as well as feedback from workers. If workers are unionized, they should be treated like partners during the JIT implementation process. If the workplace has restrictive work rules, it is imperative for unions to participate in negotiations to change working practices.

After the JIT runs smoothly in the final assembly stage, you can extend it to the pre-assembly stage and thereby combine all the experimental assembly operations. The last stage, after the implementation of the program to reduce changeover time and, as a result, the possibility of production in small batches, will be the synchronization of the flow of all operations, including the manufacture of parts. The good principles of the pilot program will need to be replicated on all remaining product lines where JIT can in principle be applied.

The time required to implement the system depends on several factors: the number of product lines, the complexity of the products, the complexity of technological processes, the capabilities of existing equipment, the climate in production, and the availability of resources. It is important to choose the right speed of change. This should be done gradually, so that there is time for appropriate changes in the culture of the organization, and at the same time, quickly enough so that people do not lose interest and the desire to exert remains. One must also come to terms with the fact that, in keeping with the JIT philosophy of continuous improvement, the implementation of a system will never be complete.

JIT is an effective but fragile form of production organization. It requires both continuous improvements in the shops and constant attention from the company's management. Management must ensure that new marketing opportunities are JIT-compliant so that future sales growth does not compromise the viability of the system.

Just in time and stress. Critics call JIT "stress management" and a new form of "sweatshop". Its changes are based on intense, extreme pace of work and an unrelenting pursuit of kaizen - continuous improvement. All these claims are justified and must be resolved by managers. The potential benefits of JIT are too great to be threatened by unnecessarily high production rates or kaizen programs. Stress management is incompatible with the deeply dependent nature of JIT and the need for dedicated staff.

The kaizen controversy is mainly related to the practice of reducing the number of workers or the number of kanban containers, that is, with the forceful methods of restoring normal work practices. The author of this article has observed a more refined approach in Japan. Over the work area of ​​a six-man team hung a banner with Canji's words and a large number 5. For the current quarter, their goal was to create so many small improvements that only five people could work on the site. This cooperation is in line with JIT's HR policy. The reduction in the number of personnel occurs after changes have taken place, and not vice versa, when first the "extra" people are dismissed, and then more labor productivity is demanded from those who remain. Downsizing should be the result of improvement, not its driving force.

JIT is a demanding and fragile form of manufacturing organization, but potentially extremely effective. It should not be put at risk by employing management practices that are offensive to workers.

Does just-in-time pay off. It can very well. If the necessary market and management conditions are met, JIT has the potential to dramatically improve production. The system has repeatedly demonstrated the ability to simultaneously reduce inventory, reduce costs and improve quality, which together can significantly increase the competitiveness and profitability of a firm. For an example of what can be achieved with JIT, see the data from the Antenna Manufacturing Division of Texas Instruments (Ellis & Conlon, 1992), see table. 2.

These impressive results were obtained two years after the start of the just in time program. Their influence is shown more clearly in Fig. 5, which shows a graph of the increase in the cost of the product in the process of order fulfillment before and after the implementation of this system.

The nature of cost accumulation in continuous production in small batches according to the JIT system tends to be linear. In the production of large batches and with the successive consumption and processing of materials, interspersed with downtime and delays, the cost accumulation pattern is discontinuous. The JIT improvements in cost and lead times are obvious. Less obvious is a significant decrease in the volume of reserves, as evidenced by the area under the corresponding curves.

JIT (Just-In-Time) / Just-In-Time - a material management system in production, in which components from a previous operation (or from an external supplier) are delivered exactly when they are required, but not earlier. This system leads to a sharp reduction in the volume of work in progress, materials and finished goods in warehouses.

The JIT system assumes a specific approach to the selection and evaluation of suppliers, based on working with a narrow range of suppliers, selected for their ability to ensure the delivery of just-in-time high quality components. At the same time, the number of suppliers is reduced by two or more times, and long-term economic ties are established with the remaining suppliers.

The just-in-time system has enormous potential in dealing with various types of production losses: losses from downtime and waiting, transport losses, warehouse losses, technological losses, losses from product defects.
This concept is a set of principles, tools and techniques that allow the company to manufacture and supply products in small batches and in a short time, meeting specific customer needs. Delivering products on time and in the required quantities avoids waste, inconsistency and impracticality and increases the efficiency of processes. This idea was first expressed by Toyoda Kiichiro, the father of the Japanese auto industry, and his successors developed a production system based on it. It should be remembered that in accordance with this principle, everything should happen not only on time, but also exactly on time.

JIT is about producing what is needed, when needed, and no more than what is needed. Anything more than the required amount is considered a loss.
Although the idea of ​​JIT is simple and clear and its advantages are quite obvious, it still remains inaccessible to most companies, including Russian companies. The main reasons for this are the need to provide two basic conditions for the implementation of a JIT production system. The first condition is the availability of a reliable, self-adjusting mechanism that ensures the accuracy and consistency of deliveries in time and space. The second condition is that all supplied production components must be defect-free, otherwise this entire synchronous system is instantly destroyed.
To implement JIT, it is necessary to carry out a number of measures, such as the creation of compact enterprises, the creation of complex teams, the combination of professions, the use of complex technologies, the supply of parts in minimal quantities, the reduction of equipment changeover time, and the elimination of overloads of production facilities.
A compact enterprise is a complex production unit of no more than 300 people that produces one or more similar products. Limiting the number and range of products creates a sense of community among the staff of the enterprise, simplifies management and makes it easier to work on a just-in-time basis.
The creation of complex teams and the organization of work by the brigade method allows the implementation of group technologies, in which work is performed not by specialized functional sections, but by production cells that perform all operations for the manufacture of certain parts.
The combination of professions is one of the important conditions for the effective work of members of complex teams.
Complex technologies mean the installation of various types of equipment in one production cell to speed up the production process.
In the JIT system, the delivery of parts to workplaces is carried out in minimal quantities and exactly matches their needs.
Reducing equipment changeover time reduces equipment downtime, that is, it allows you to dramatically reduce technological losses and losses from downtime and waiting.
The elimination of overloads of production facilities also allows you to reduce technological losses due to possible equipment failure.
The heart of the JIT system is the draw principle and the Kanban card mechanism. The manufacturer does not manufacture the product for a warehouse, but only in the case when the client has shown interest in this product. The consumer triggers a pull mechanism that cascades across the entire value stream and no one upstream should do anything until the downstream internal consumer requires it. Thus, "just in time" means when the internal consumer informs the manufacturer using the "kanban" mechanism about the need for details.
Kanban cards are one of the bandwidth control tools. Kanban control cards are an effective mechanism for controlling the movement of component parts. A kanban card is permission to receive or manufacture the next batch of parts.


Visualization

Visualization is any means of communicating how work should be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone at a glance can understand the state of the system - the norm or deviation.

The most commonly used imaging techniques are:

1. Contouring

2. Color coding

3. Method of road signs

4. Marking with paint

5. "It was" - "It is"

6. Graphic working instructions

Imaging techniques An example of using the method
Outlining is a good way to show where tools and assembly fixtures should be stored. Outline is to outline the assembly fixtures and tools where they are to be kept permanently. When you want to put a tool back in place, the outline will tell you where to store that tool.
Color coding indicates what specific parts, tools, fixtures and molds are used for. For example, if some parts are needed in the production of a certain product, they can be painted in the same color and stored in a storage location painted in the same color.
The method of road signs - uses the principle of indicating the objects in front of you (WHAT, WHERE and in what QUANTITY). There are three main types of such signs: · pointers on objects, indicating where the objects should be · pointers on the places, informing exactly which objects should be here · quantity indicators, telling how many objects should be in this place
Paint marking is a technique used to highlight the location of something on the floor or in aisles. Paint markings are used to mark dividing lines between work areas or transport passages.
“Before” - “Became” The image of the workplace / site / workshop “before” and “after” the changes clearly demonstrates the changes that have taken place, increases the motivation of employees and maintains the new standard.
Graphic work instructions describe the work steps and quality requirements at each workplace in the simplest and most visual way possible. Graphical work instructions are located directly in the workplace and standardize the optimal way of doing work, ensuring versatility of workers and adherence to standards.

U-shaped cells

The location of the equipment is in the form of the Latin letter "U". In the U-shaped cell, the machines are arranged in a horseshoe-shaped manner, according to the sequence of operations. With this arrangement of equipment, the last stage of processing takes place in the immediate vicinity of the start stage, so the operator does not need to go far to start the next production run.

The Just-In-Time concept emerged as part of the Toyota Production System. The Japanese experience soon after the introduction of the system in Toyota Motors began to be adopted by Western companies.

The famous became one of the pioneers of the American experience in implementing Just-in-Time. The use of JIT in four subsidiaries ( Greeley, Fort Collins, Computer Systems, Vancouver) increased productivity (by 100% at Greeley) and shipped products (by 20% at Vancouver), and decreased lead times (by 50% at Fort Collins).

JIT history

Toyota was the first to use the “Just-in-Time” concept as part of its business model in the 1970s. More than 15 years were spent on improving the methodology, which took a significant place in together with lean production.

The prerequisites for using the Just-In-Time concept should be sought in the post-war period. Three factors influenced the development of a new production philosophy:

  • the financial crisis and lack of cash in circulation made it impossible to finance large-scale methods of manufacturing inventory (as was the case, for example, in the United States).
  • in Japan, there was not enough space for the construction of large factories and warehouses for the production and storage of products.
  • high unemployment rate - while the wages of a Japanese worker were several times lower than the wages of an identical American worker, and women's labor was estimated 40% lower than men's.

It seemed that in a couple of decades Toyota had adjusted the mechanics like clockwork. But for perfect Just-In-Time operation, a number of conditions must be met:

  1. stable production
  2. highly qualified staff
  3. no breakdowns in factories
  4. reliable suppliers
  5. quick installation and readjustment of mechanisms responsible for the final assembly of cars.

Violation of one of the conditions almost led to the complete collapse of the methodology in February 1997. A fire at a brake manufacturing plant led to a dramatic decrease in the exhaust capacity of P-valves for Toyota vehicles.


However, the company was the only supplier of these parts, and the fact that the plant was closed for several weeks could disrupt Toyota's supply line. Due to the fact that she sent orders for parts only when received new orders from customers, the stock of P-valves is depleted in one day. The production lines stopped for two days until the supplier was able to continue assembling the required parts.

Other Toyota suppliers had to shut down as well, as the automaker did not need other parts due to production downtime. A fire in one plant cost the company about $ 15 billion in lost profits and 70,000 cars in two days of downtime.

In the West, the use of JIT was first learned in 1977 thanks to two articles:

  • A. Ashburne "The famous Toyota Ohno System" (the name appeared due to the personality of businessman Taichi Ohno, who is considered the father of lean manufacturing)
  • Yu Shugimori "Toyota Production System and Kanban: Materializing Just-in-Time and Respect-Human Systems."

Since the 1980s, Just-In-Time frameworks have been used by companies in the United States and other developed countries. A great theoretical contribution to the implementation of the concept in production has made Fujio Cho's speech (he later became president of Toyota Motor Corp.) at a conference in Detroit at the Ford International Headquarters in 1980. In it, he explained in detail the specifics of the Toyota Production System and highlighted the advantages of the JIT and Toyota Production System.

A striking and infectious example of the successful application of the "Just-in-Time" method at that time is Omark Systems (now). She created a modification of the concept called ZIPS (zero inventory production system), which gave an increase in productivity of about 35%.

What is Just-in-Time and why does your company need it?

"Just-in-Time" or Just-In-Time- a production system in which only those products are produced that are needed by consumers exactly at the right time and in the required quantity.

This approach is diametrically opposed to mass production. The two key differences are:

  • in mass production, products are produced in large batches, which arrive at the warehouse and are delivered by consumers when an order is received. With the JIT system, release occurs on a rolling basis.
  • mass production is tailored for the release of one type and product specification in large batches, Just-In-Time - for small batches of various products.

At the same time, the concept of "Just-in-time" cannot be adopted mechanically. The transition to it requires a new approach to planning and regulation of production, since in JIT it is based on consumer orders. It is also necessary to analyze the need to expand the staff and functions of operators to work with clients, change the location of equipment.


A striking example of Just-In-Time implementation is a company. Michael Dell chose the direct selling path, when the assembly of the PC began only after its order. This decision made it possible to start installing Pentium 4 processors almost three months earlier than HP, since there was simply not a huge number of unsold CPUs of the previous generation in stock!

Losses- an element of the production process that increases costs and does not add value.

DRIFT concept as a development of Just-In-Time ideas

DRIFT stands for Do it right the first time. This concept followed JIT in the 80s. It involves setting up processes and systems in such a way that the sales department receives products from production once, but without the slightest mistake.

DRIFT potentially reduces the cost of production by removing the need to reallocate excess inventory or manage customer returns.

The essence of the concept is simple -
everything that is produced has zero chance of error.

This means that everything that comes off the conveyor is executed the first time. The risks of rework and fixes disappear, and with them the loss of brand reputation.

To implement DRIFT, systems, processes, and controls must be linked together to reduce the risk of errors to zero on first startup. Checklists can help you with this.

Unfortunately, there are no studies on DRIFT in the CIS countries. Meanwhile, it is used even in the US Army: Chief warrant officer Caleb Kitrell in the assigned division embodies three DRIFT strategies:

  1. Understand the cost of making mistakes.
  2. Leaders constantly monitor and go to places where soldiers are less likely to make mistakes and waste time.
  3. Work actively to correct the deficiency and help the leadership to bring decisions to life.

JIT advantages and disadvantages

The clear advantages of Just-In-Time include:

  • maintaining the company's competitiveness- it becomes possible to better satisfy the needs of customers and at the same time reduce costs (in particular, for the storage of finished products).
  • flexible response to changing demand- production is tailored for quick changeover. There is no accumulation of products - there is no obsolescence in warehouses. The Amstrad GX4000 game console is a prime example of what will happen if you don't use just-in-time technique. Released in the early 90s, it is hopelessly outdated in terms of technology, although it was made with high quality. After the first half of the year, it became clear that no one would buy a hopeless console, but production was not ready for such a turn. For 2 years, the developer company constantly reduced the price, trying to sell at least something, and, as expected, went bankrupt.
  • reduction of the production cycle- in addition to the obvious advantage in the form of production speed, it provides another advantage - a quick return on investment in production.
  • freeing up resources - can be directed to the manufacture of other products or to perform tasks for which previously there was not enough budget and time.

At the same time, the “Just in Time” concept is useful not only for the company as a whole, but also for each employee.

In the book, these advantages include:

  1. job security due to increased competitiveness of the company
  2. elimination of excess work in progress
  3. there is no need for transportation and storage of work in progress
  4. reduction of equipment changeover time
  5. identification and elimination of the causes of defects and breakdowns of equipment, due to which delays in the production cycle occur.

The "Just-in-time" system is not without its drawbacks. These include:

  • high dependence on suppliers - It is extremely important to find such suppliers who will be geographically close to your production facilities or can quickly provide the necessary materials in a limited time.
  • possible increase in the cost of materials- orders of small batches of parts leads to an increase in their cost.
  • labor vulnerability of workers - Despite the increased competitiveness of the company, which means the guarantee of employment, attempts to respond in a timely manner to the conditions of supply and demand lead to the spread of non-traditional labor regulation mechanisms (contracts, temporary / project work).
  • in some cases, it is more profitable to store goods in a warehouse than to constantly deliver them- Mostly relevant, the suppliers of which are located in another region / country.
  • increase in transportation costs- since the goods are delivered as needed, and not stored in the warehouse and issued from the same place.
  • increased requirements for project management- in the case of an unsettled work process, downtime among employees is likely. You can't do without!
  • increased vulnerability to deterioration in the international and national economic situation- for example, a jump in prices for the production of fuel for transport will significantly affect the cost of logistics, and hence the profitability of production.

TOP-5 useful literature on the topic

Mostly, the Just-In-Time concept is seen as part of Kanban or Lean.

We have formed our top 5 books in which maximum attention is paid to this system:

Verdict

The Just-In-Time concept satisfies 3 consumer desires: high quality products, reasonable cost and fast delivery of the order.

The use of the "Just-in-Time" system is a powerful tool for eliminating waste in the production process.

It increases the competitiveness of companies by producing a wide range of products at a low cost, good quality and a short production cycle.

Slide 2

Features: the basic basis of the Toyota Production System, the method of organizing production; During the production process, the parts required for assembly are on the production line exactly at the moment they need it, and in the strictly required quantity. Results: Eliminate downtime, minimize inventory, or eliminate it. Key Features: Only the necessary supplies are available when needed; the quality is improved to the state of "zero defects"; the duration of the production cycle is reduced; the size of the queue and the size of the production batch are reduced; operations are gradually modified; costs are minimized. 2

Slide 3

The just-in-time method was invented in 1954 at the Toyota corporation. Traditional production organization scheme Production organization scheme using the just-in-time system 3

Slide 4

JIT 4 Applications

Slide 5

Movement of raw materials, materials, semi-finished products, finished products using the just-in-time method 5

Slide 6

System components: production leveling; pull production; Kanban system (labels or signs); order at the workplace; production in small batches; reduction of re-commissioning time; end-to-end scheduled preventive maintenance; end-to-end quality control; procurement according to the "Just in Time" system; balanced production lines; flexible production; small group activities; personnel training under the “Just in Time” system is carried out in short sessions (several hours a week) in order to avoid information overload; “Just in Time” production is preceded by a flow of information “Just in Time”. 6

Slide 7

Kaizen, kaizen- (Japanese 改善 kaizen, romaji Kaizen) is a Japanese philosophy or practice that focuses on the continuous improvement of manufacturing, development, supporting business and management processes, and all aspects of life. Kaizen in business is continuous improvement, from production to senior management, from director to ordinary worker. The goal of kaizen is lossless production. 7

Slide 8

Kaizen principles: The system of pulling production (pull-principle); Continuous flow production; Takt time. Japanese management achieves just-in-time by systematically avoiding three unwanted components: MURI - surplus; MUDA - losses; MURA - imbalance. eight

Slide 9

Just-in-time. Loss (Muda)

  • Slide 10

    Just-in-time. Loss (Muda)

    MUDA - loss Loss (muda) - any activity that consumes resources and time, but does not create value. Losses occur both in management and in production. ten

    Slide 11

    Just-in-time. Losses (Muda) 11

    Slide 12

    Just-in-time. Loss (Muda) 12

    Slide 13

    Types of losses Just-in-time. Losses (Muda) 13 1. Overproduction of materials or information. 2. Wasted time due to waiting. 3. Unnecessary transportation of materials or information. 4. Unnecessary processing steps. 5. Availability of any, except for the minimum necessary, stocks. 6. Unnecessary movement of people during work. 7. Manufacturing defective products. 8. Loss of staff creativity.

    Slide 14

    Practical implementation of the loss elimination method: Just-in-time. Losses (Muda) 14

    Slide 15

    Loss Prevention Steps 15

    Slide 16

    Prerequisites for Effective Application of Method 16

     

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