Finished buildings produced just in time p. Just-in-time systems: development and implementation. Eliminate Waste and Waste

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

brief information on the term

At present, there is a clear trend towards an increase in the cost of storing inventory, which was the reason for the development of "instant" inventory management systems, which include the system under consideration "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, which must come from the penultimate stage, is calculated. Similarly, from the penultimate stage there is a request to the previous stage of production for a certain number of semi-finished products. Thus, between each two adjacent stages of the production process there is a double relationship:

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

In addition, material resources from the external environment are supplied in small batches directly to the required points of the production process, and finished products are immediately shipped to customers. Thus, in the just-in-time system, stocks, as such, are generally absent, 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, purchase / sales relationships are established with a small number of reliable, trusted suppliers, carriers, and buyers.

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

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

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

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

Publications

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

Komaha A. Inventory management
The inventory management experience 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, stock valuation and accounting.

Just-in-time inventory replenishment (JIT) system
The philosophy of the concept, key elements, the advantages of the "just in time" system and the main mistakes in its application are considered.

Flexible work organization is only one of the necessary conditions for the implementation of JIT. Before proceeding with the implementation at all, it is necessary to determine whether JIT will be a profitable way for the company to organize production.

When the just in time system is beneficial. Common misconception: JIT is only applicable to high-volume industries. The system has indeed proved to be extremely effective in mass production, but it has also been successfully applied in the case of small and medium volumes of production. JIT is based on repetitive flow, so it can be used in the manufacture of any product, the demand for which makes cyclical production economically viable. To apply JIT, the 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 that the output is the same for long periods.
2. Assortment. The number of modifications or models within a product line should be kept small so that a mixed lineup can be produced.

Quantity and variety requirements vary by firm and its conditions, 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 according to the criteria of volume - assortment - technical process.

Sometimes the limit on the number of models and modifications can be circumvented using modular designs. Production is built around a small number of modules that are used in most of the models produced 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 the buyer for a specific model, the corresponding parts and accessories are added to them. For example, one American cabinet manufacturer switched from batch production to JIT production, although the annual demand for the entire range of its products did not exceed 2400 pieces. and consisted of 1500 different configurations. After redesigning the product, the company began producing 20 modules, from which 95% of all finished products were then made. The production of modules is organized according to the JIT system, their completion 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 product range environment.

What hinders JIT. The chances of a successful JIT implementation are low. 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 the principles of JIT. There are many reasons for this. The most important obstacle can already be seen 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 succeed. JIT represents a significant cultural departure from the traditional way of manufacturing. Factors previously considered necessary and highly desirable, such as safety stocks, are now seen as losses. The mere systematic elimination of all types of negligence in production results in a more demanding and stressful environment, and to this must be added the incessant need for improvement. Additional tension arises from the radically new roles of engineers, managers, shop supervisors, shop floor union leaders and production workers. Replacing obsolete efficiency factors such as manpower and equipment utilization with new concepts of lead time, value added, stock levels and quality requires a change in accounting and production systems.

Changes in the organization, systems, culture and attitudes can only be successful if they come from the very top of the company, i.e. 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 principles of work initiated, the most appropriate strategies selected and appropriate communication schemes created. The top-down process must have the support of ordinary workers, and for this they must be properly prepared and given the opportunity to participate meaningfully.

This is a difficult but necessary task. It requires a very high level of management skills and leadership to overcome the technical, organizational and behavioral challenges that JIT introduces. If top management is not ready to fully and completely side with JIT, then it is better to refuse implementation.

Just In Time Implementation Sequence. JIT should begin with an experimental program involving one of the firm's product lines. Before this, a comprehensive training of managers, engineers, foremen, site managers and shop workers directly is carried out. Particular attention should be paid to practical exercises to help everyone understand the essence of the JIT system and its benefits. To ensure that all employees are aware of the goals of the innovation and its status, it is necessary to develop and implement a long-term communication program.

Production changes should start from the final assembly stage. As a rule, there is already some flow of items here and it is not difficult to reorganize it, since no capital-intensive equipment is most likely 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, the reduction of changeover times and the launch 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 in the main production. In all programs, shop workers should take the most direct part. Creating an effective JIT system is an iterative process that involves trial and error, as well as the most important component - feedback from workers. If workers are represented by trade unions, they should be treated as partners in the JIT process. If there are restrictive work rules in the enterprise, unions are simply obliged to participate in negotiations to change working practices.

Once the JIT runs smoothly in the final assembly phase, it can be extended into the pre-assembly stage and thereby combine all the experienced assembly operations. The last stage, after the implementation of the program to reduce changeover time and, as a result, the possibility of producing small batches, will be the synchronization of the flow of all operations, including the manufacture of parts. The successful principles of the pilot program will need to be repeated on all remaining product lines where JIT could 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 the manufacturing processes, the capabilities of existing equipment, the climate in the workplace, and the availability of resources. It is important to choose the right pace of change. This needs to be done gradually so that there is time for appropriate changes in the culture of the organization, and at the same time quickly enough that people do not lose interest and remain willing to put in effort. You also have to come to terms with the fact that, in line with the JIT philosophy of continuous improvement, the implementation of a system will never be completely complete.

JIT is an efficient but fragile form of manufacturing 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 damage the viability of the system.

Just in time and stress. Critics call JIT "stress management" and a new form of "sweatshops". Its changes are based on a hard, extreme pace of work and a relentless 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 unreasonably high production rates or kaizen programs. Stress management is incompatible with the deeply dependent nature of JIT and the need for dedicated staff.

The controversy of kaizen is mainly related to the practice of reducing the number of workers or the number of kanban containers, i.e., the forceful methods of restoring normal work practices. The author of this article observed a more advanced approach in Japan. Above the work area of the six-man team hung a banner with Kanzhi's statement 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. Such cooperation is in line with the personnel policy of JIT. The reduction in the number of personnel occurs after the changes have taken place, and not vice versa, when the "extra" people are first fired, and then the remaining ones are required to increase labor productivity. Downsizing should be the result of improvement, not its driving force.

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

Does just-in-time pay off? It may very well. When 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 the company. As an example of what can be achieved with JIT, consider the antenna manufacturing division of Texas Instruments (Ellis & Conlon, 1992), see Table 1. 2.

These impressive results came 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 the accumulation of costs in continuous production in small batches according to the JIT system tends to be linear. In the production of large batches and with the sequential consumption and processing of materials, interspersed with downtime and delays, the pattern of accumulation of cost is spasmodic. The cost and lead time improvements with JIT 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 at the moment when they are required, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished products in warehouses.

The JIT system involves a specific approach to the selection and evaluation of suppliers, based on working with a narrow circle of suppliers selected for their ability to guarantee the delivery of high quality components just in time. 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.

Just-in-time system has a huge potential in combating various types of production losses: losses from downtime and waiting, transportation losses, warehouse losses, technological losses, losses from product defects.
This concept is a set of principles, tools and techniques that allow the company to produce and deliver products in small batches and in a short time, satisfying specific consumer needs. Delivering products on time and in the right quantities avoids wastage, inconsistency and inappropriateness and improves process efficiency. This idea was first proposed by Toyoda Kiichiro, the father of the Japanese automobile 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 at the appointed time.

The JIT system is about producing what is needed, when needed, and no more than what is needed. Anything more than the required amount is considered a waste.
Although the idea of JIT is simple and understandable 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 the JIT production system. The first condition is the availability of a fail-safe, 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 activities, such as the creation of compact enterprises, the creation of integrated teams, the combination of professions, the use of integrated technologies, the supply of parts in minimal quantities, the reduction of equipment changeover time, and the elimination of overloads of production capacities.
A compact plant is a complex production unit with no more than 300 employees that produces one or more similar products. Limiting the number and assortment creates a sense of community among the personnel of the enterprise, simplifies management and facilitates work on the "just in time" method.
The creation of integrated teams and the organization of work by the team method allows the implementation of group technologies, in which work is performed not by specialized functional areas, 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 integrated teams.
Integrated technologies involve the installation of various types of equipment in one production cell to speed up the production process.
In the JIT system, the supply of parts to the 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 drastically reduce technological losses and losses from downtime and waiting.
Eliminating production capacity overload also reduces process losses due to possible equipment failure.
At the heart of the JIT system are the pull principle and the kanban card mechanism. The manufacturer does not manufacture the product in stock, but only in the case when the client has shown interest in this product. The customer initiates a "pull" mechanism that cascades throughout the entire value stream, and no one upstream has to do anything until an internal customer downstream requests it. So "just in time" means when the internal customer informs the manufacturer through the kanban mechanism of the need for parts.
Kanban cards are one of the tools to control throughput. Kanban control cards are an effective mechanism for controlling the movement of components. The kanban card is the authorization to receive or produce the next batch of parts.

Visualization

Visualization is any medium that informs 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 methods are:

1. Outlining

2. Color coding

3. Road signs method

4. Paint marking

5. "It was" - "became"

6. Graphical work instructions

Imaging methods	An example of using the method
Outlining is a good way to show where tools and assembly fixtures should be stored. To outline means to outline assembly fixtures and tools where they should be permanently stored. When you want to return the tool to its place, the contour will indicate to you the storage location of this 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 be in a storage location painted in the same color.
Road signs method - uses the principle of pointing to objects in front of you (WHAT, WHERE and in what QUANTITY). There are three main types of such signs: pointers on objects, indicating where objects should be placed; pointers on places, telling exactly which objects should be there; quantity indicators, telling how many things should be in this place.
Paint marking is a technique that is used to highlight the location of something on the floor or in the aisles. Paint marking is used to mark dividing lines between work areas or traffic lanes.
“Before” - “After” The image of the workplace / site / shop “before” and “after” the changes clearly demonstrates the changes that have taken place, increases the motivation of employees and maintains the new standard.
Graphical work instructions describe the work steps and quality requirements at each workplace in the most simple and visual form. Graphical work instructions are located directly at the workplace and standardize the best way to perform work, ensuring worker universality and compliance with standards.

U-cells

Arrangement of equipment 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 close proximity to the initial stage, so the operator does not have to go far to start the next production run.

The Just-In-Time concept originated as part of the Toyota Production System. Shortly after the introduction of the system at Toyota Motors, Japanese experience began to be adopted by Western companies.

The famous became one of the pioneers of the American Just-in-Time implementation experience. The use of JIT in four subsidiaries ( Greeley, Fort Collins, Computer Systems, Vancouver) allowed to increase labor productivity (by 100% in Greeley) and the number of shipped products (by 20% in Vancouver), reduce the production cycle time (by 50% in Fort Collins).

History of JIT creation

The concept of "Just-in-time" as part of the business model was first used by Toyota in the 70s. It took more than 15 years to improve the methodology, which took a significant place in together with lean manufacturing.

The prerequisites for using the concept of Just-In-Time must be sought in the post-war period. The development of a new production philosophy was influenced by 3 factors:

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

It seemed that for a couple of decades, Toyota has adjusted the mechanics like clockwork. But for Just-In-Time to work perfectly, a number of conditions must be met:

stable production
highly qualified staff
no breakdowns in factories
reliable suppliers
quick installation and readjustment of the 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 factory led to a sharp decrease in the output capacity of P-valves for Toyota cars.

However, the company was the only supplier of these parts, and the fact that the plant was closed for several weeks could destroy the Toyota supply line. Because she sent orders for parts only when new orders were received from buyers, the supply of P-valves was exhausted in one day. The production lines stopped for two days while the supplier was unable to continue assembling the required parts.

Other Toyota suppliers also had to stop work, because the automaker did not need other parts due to production downtime. A fire at one plant cost the company about $15 billion in lost profits and 70,000 vehicles due to two days of downtime.

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

A. Ashburn "The Famous Toyota Ohno System" (the name came from the personality of businessman Taichi Ohno, who is considered the father of lean manufacturing)
Y. Shugimori “Toyota Production System and Kanban: Materializing Just-in-Time and Respect-Human Systems”.

Since the 80s, Just-In-Time has been used by companies in the US and other developed countries. A great theoretical contribution to the introduction of the concept into production was made by speech by Fujio Cho (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 features of the Toyota Production System and emphasized the benefits of JIT and the Toyota Production System.

A vivid and contagious example of the successful application of the Just-in-Time methodology at that time was Omark Systems (now ). She created 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 system of production in which only those products are produced that are needed by consumers at exactly the right time and in the required quantity.

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

in mass production, products are produced in large batches, which enter the warehouse and are delivered to consumers when the order arrives. With the JIT system, release occurs as orders are made.
mass production is tailored for the production 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 mechanically adopted. The transition to it requires a new approach to planning and regulating production, since in JIT it is based on customer 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 the implementation of Just-In-Time is the company. Michael Dell chose the path of direct sales, when the assembly of the PC began only after it was ordered. This decision made it possible to start installing Pentium 4 processors almost three months earlier than HP, since there simply wasn’t a huge amount of unsold CPUs of the previous generation in stock!

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

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

DRIFT stands for Do it right the first time. This concept came after 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 out of the pipeline is performed for the first time. The risks of rework and corrections disappear, and with them the loss of brand reputation.

To implement the DRIFT methodology, it is necessary to link systems, processes and control levers into a single whole in order to reduce the risk of errors to zero at the first start. This is where checklists come in handy.

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

Understand the high price to pay for making mistakes.
Leaders constantly monitor and go to places where soldiers are less likely to make mistakes and waste time.
Work actively to eliminate the shortcoming and help the command to implement decisions.

Advantages and disadvantages of JIT

The clear benefits of Just-In-Time include:

maintaining the company's competitiveness- it becomes possible to better meet 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 sharpened for quick readjustment. There is no accumulation of products - there is no moral obsolescence in warehouses. A vivid example of what will happen if you do not apply the just-in-time technique is the Amstrad GX4000 game console. Released in the early 90s, it is hopelessly outdated in terms of technology, although it was made with high quality. After the first six months, it became clear that no one would buy a hopeless console, but the production was not ready for such a turn. For 2 years, the development company constantly reduced the price, trying to sell at least something, and, as expected, went bankrupt.
shortening the production cycle- in addition to the obvious plus in the form of production speed, it provides another advantage - a quick return on investment in production.
release of resources can be directed to the manufacture of other products or tasks for which there was not enough budget and time before.

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

The benefits of the book include:

job security due to increased competitiveness of the company
elimination of excess work in progress
there is no need to transport and store work in progress
reduction of equipment changeover time
identifying and eliminating the causes of defects and breakdowns of equipment, due to which there are delays in the production cycle.

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

greater dependence on suppliers it is essential to find suppliers who are geographically close to your production facilities or can quickly provide the necessary materials in a limited time.
possible increase in the cost of materials- Ordering small batches of parts leads to an increase in their cost.
labor vulnerability of workers — despite the increase in the competitiveness of the company, and hence 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- relevant mainly, the suppliers of which are located in another region / country.
increased transport costs- since the goods are delivered as needed, and not stored in a warehouse and issued from there.
increased requirements for project management- in the case of an unsettled workflow, downtime among workers is likely. Can't do without!
increased vulnerability to deteriorations in the international and national economic situation- for example, price fluctuations in 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 concept of Just-In-Time is considered as an element of kanban or lean manufacturing.

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

Verdict

The concept of Just-In-Time allows you to satisfy 3 desires of consumers: high quality products, reasonable cost and fast order delivery.

Applying Just-In-Time is a powerful tool for eliminating waste in the manufacturing process.

It increases the competitiveness of companies by producing a wide range of products at 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 needed for assembly are on the production line at exactly the right time and in exactly the right quantity. Results: Downtime is eliminated, inventory is minimized, or reduced to zero. Key features: Only the necessary supplies are available when needed; 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

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Just-in-time method invented in 1954 by Toyota Corporation Traditional production organization Just-in-time production organization 3

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JIT 4 Applications

slide 5

The movement of raw materials, materials, semi-finished products, finished products when using the "just in time" method 5

slide 6

System components: production leveling; pull production; Kanban system (labels or signs); order in the workplace; production in small batches; reduction of reloading time; end-to-end preventive maintenance; end-to-end quality control; purchase 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 (a few hours a week) to avoid information overload; Just-in-time production is preceded by Just-in-time information flow. 6

Slide 7

Kaizen, kaizen- (Jap. 改善 kaizen, romaji Kaizen) is a Japanese philosophy or practice that focuses on the continuous improvement of manufacturing, development, supporting business processes and management, as well as all aspects of life. "Kaizen" in business - continuous improvement, from production to top management, from the director to the ordinary worker The goal of kaizen is production without waste. 7

Slide 8

Kaizen principles: Production pull system (pull-principle); Continuous flow production; Tact time. Japanese management achieves the "just in time" principle by systematically avoiding three undesirable components: MURI - surpluses; MUDA - losses; MURA - imbalance. 8

Slide 9

Just-in-time. Losses (Muda)

Slide 10

Exactly-in-time (Just-in-time). Losses (Muda)

MUDA - wastage Waste (muda) is any activity that consumes resources and time but does not create value. Losses occur both in management and in production. 10

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Exactly-in-time (Just-in-time). Losses (Muda) 11

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Exactly-in-time (Just-in-time). Losses (Muda) 12

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

Slide 14

Practical implementation of the method of eliminating losses: Exactly-in-time (Just-in-time). Losses (Muda) 14