Bedarfssynchrone Produktion | Just-in-time (JIT Philosophie)

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Zusammenfassung
Just-in-Time

Was ist Just-in-Time? Definition

Just-in-time wurde oder auch bedarfssynchrone Produktion wurde durch Taiichi Ohno in Japan in den Auto-Montagewerken von Toyota in den frühen siebziger Jahren erforscht. Es ist eine Philosophie produzierender Organisationen.   JIT vermindert Ausschuss, indem Teile zur Verfügung gestellt werden, nur wenn der Montageprozess sie erfordert. Am Herzen von JIT liegt das Kanban, das japanische Wort für Karte. Diese Kanbankarte wird zum Lager geschickt, um eine Standardquantität von Teilen anzufordern, während und wenn diese im Montage-/Herstellungsprozess aufgebraucht worden sind. JIT erfordert Präzision, da die richtigen Teile „rechtzeitig“ in der richtigen Position (Arbeitsplatz am Fließband) ankommen müssen. Es wird hauptsächlich für sich wiederholende Herstellungsprozesse im großen Volumen verwendet.


Geschichte des Just-in-time

Historisch entstand die JIT Philosophie aus zwei anderen Sachen heraus:

  1. Japan's Wunsch, seine Produktionsqualität zu verbessern. Zu dieser Zeit hatten japanische Firmen einen schlechten Ruf, was Qualität der Herstellung und insbesondere der Autoherstellung anging.
  2. Kaizen-Konzept, auch eine japanische Methode von der ununterbrochenen Verbesserung.

Das Just-in-Time Rahmenwerk sieht Warenbestände als eine schlechte Entschuldigung für schlechte Planung, Inflexibilität, falsche Maschinerie, Qualitätsprobleme, etc. an. Das Ziel von JIT ist es, das Tempo der Kundenantwort zu beschleunigen und gleichzeitig eine Verminderung des Warenbestands zu erreichen. Vorräte helfen, auf ändernde Kundennachfragen schnell zu reagieren, aber kosten unvermeidlich Geld und erhöhen das erforderliche Arbeitskapital.


Im Jahr 1990 schrieb James Womack ein Buch, das „The Machine That Changed The World“ hieß und führte den Begriff „Schlanke Produktion“ ein. Sie können auch auf das Wort treffen: „Lean Production“. Die Grundregeln hinter diesen Ansätzen unterscheiden sich nicht wesentlich von den Techniken, die durch Ohno bei Toyota entwickelt wurden.


Bereiche zur Beachtung von Just-in-time

Typische Beachtungsbereiche der JIT Implementierungen schließen ein:

  • Warenbestandverringerung.
  • Kleinere Produktionslose und Losumfänge.
  • Qualitätskontrolle.
  • Komplexitätsverringerung und Transparenz.
  • Flache Organisationsstruktur und Delegation.
  • Ausschussminimierung.

Extern ausgedehntes Just-in-time

Durch die Ankunft des Internets und Supply Chain Planning-Software haben Firmen mittlerweile Just-in-Time Herstellung auch auf außerhalb der Firmengrenzen ausgedehnt. Indem sie von ihren Lieferanten die Lieferung von Warenbeständen zur Fabrik verlangen, nur wenn sie für die Montage benötigt werden, was JIT Herstellung, Bestellungs- und Lieferprozesse noch schneller, flexibler und effizienter macht. Auf diese Weise werden Integrated Supply Networks (Nachfrage-Netzwerke) oder Electronic Supply Chains gebildet.


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