Il just-in-time è stato inventato da Taiichi Ohno in Giappone negli impianti di assemblaggio di automobili Toyota agli inizi degli anni 70. È una filosofia per le organizzazione di produzione. Il JIT diminuisce lo spreco fornendo le parti soltanto quando il processo di assemblaggio le richiede. Nel cuore del JIT si trova il kanban, la parola giapponese per scheda. Questa scheda kanban è trasmessa al magazzino per chiedere una quantità standard di parti man mano che sono stati usate nel processo di assemblaggio/produzione. Il JIT richiede precisione, poichè le giuste parti devono arrivare “just-in-time„ alla giusta posizione (posto di lavoro della catena di montaggio). È usato soprattutto per grandi processi di produzione ripetitivi.
Storia del Just-in-Time
Storicamente, la filosofia del JIT è scaturita da altre due cose:
Il desiderio del Giappone di migliorare la propria qualità di produzione. A quel tempo, le aziende giapponesi avevano una cattiva reputazione per quanto riguarda la qualità della produzione, in particolare nel settore delle automobili.
Kaizen, un metodo giapponese di miglioramento continuo.
Il Just-in-time considera i magazzini come una scarsa giustificazione della cattiva progettazione, dell'inflessibilità, dei macchinari sbagliati, dei problemi di qualità, ecc. Il target del JIT è accelerare la risposta del cliente minimizzando allo stesso tempo l'inventario. Gli Inventari contribuiscono a rispondere rapidamente ai cambiamenti di domanda del cliente, ma inevitabilmente costano soldi e aumentano il capitale circolante necessario.
Nel 1990 James Womack ha scritto un libro chiamato “La Macchina Che Ha Cambiato Il Mondo„, introducendo la terminologia “Lean Manufacturing [Manifuttura Snella]„. E possibile anche incontrare la parola: “Produzione Snella„. I principii dietro questi metodi non differiscono sostanzialmente dalle tecniche sviluppate da Ohno alla Toyota.
Aree di attenzione del Just-in-Time
Le aree tipiche di attenzione delle implementazioni di JIT includono:
Riduzione dell'Inventario.
Lotti di produzione più piccoli.
Controllo di qualità.
Riduzione della complessità e trasparenza.
Struttura organizzativa orizzontale e delegazione.
Minimizzazione degli sprechi.
Just-in-Time esteso esterno
Con l'arrivo di Internet e dei software di Progettazione dellaSupply Chain, le aziende hanno esteso la produzione Just-in-time fino al di fuori delle frontiere aziendali. Richiedendo ai loro fornitori di portare il magazzino in fabbrica soltanto quando è neccessario per l'assemblaggio, rendendo la produzione JIT, l'ordine ed i processi di consegna ancora più veloci, più flessibili e più efficienti. In questo modo si sono formate le Reti Integrate di Fornitura [Integrated Supply Networks] (Reti di Domanda) o le Supply Chain Elettroniche.
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Combining JIT and Outsourcing
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How to Reduce the Vendor Risks with Just-in-Time ?
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If there are design change requests, or other products updates, how to reduce vendor stock risk?...
Can Just-in-Time Work Without Kanban?
Just-in-Time is a basic philosophy or a paradigm. If you read about it, you still have no idea HOW to do it.
Kanban however gives a practical way to achieve Just-in-Time. As Taiichi Ohno says:”Kanban...
Experiences with Including Purchased Parts in Kanban
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Just-in-time Needs Flexibility
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Can you briefly explain how to classify lean tools?
I mean: different people seem to classify Lean tools in different ways, for example according to the 8 wastes. Who can give me another way to class...
The Impact of JIT on the Organization of Production Planning
JIT will have a strong impact on your organization of production planning.
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List of Barriers to Just-in-Time | Barriers to JIT
Though JIT as a theoretical concept seems superb, there are practical barriers in getting this concept to work in reality and get JIT implemented properly. Let's create a complete a list of all those ...
JIT in Variable Marketplaces
In trying to implement a JIT system within my organisation. We are finding difficulties due to the random flows we are seeing. This random flow of products is making it hard to establish optimal stock...
Customer Support in Just in Time is Needed
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Disadvantages of JIT
A lean system has no resilience. Integrating JIT as far as possible back up the supply line creates rigid connections between manufacturing units, leaving the entire system vulnerable to exogenous fa...
JIT is Playground for Big Companies
I think that JIT or zero inventory or any system aiming similar targets needs power to execute. There are three cushions against delivery time variability.
1. Stock
2. Extra capacity
3. Unhappy cus...
Intent of Just in Time
In my view, ultimately the intent of just in time is to minimise cost. Which must be understood very well and planning should be done accordingly. For example if a process takes changeover time of 4 h...
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Definition of Just-in-time
JIT can be considered as:
1. A way of life
2. A philosophy of continuous improvement
3. A way to achieve manufacturing excellence by continually eliminating waste....
Assumptions of Just-in-time (JIT)
Assumptions for effective JIT:
1. It depends on the type of product a company is manufacturing. JIT works best in food (perishable) business, fashion but can also be applied in cars manufacturing lik...
The Principles of Lean
Lean works on certain principles:
1. Identify customer specific value (customer requirements);
2. Value stream mapping for the process (identify process);
3. Create flow (reduce cycle time);
4. El...
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Just-in-time: Problematic or Possible?
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Other Terms that are used to Indicate JIT Instead of JIT, you may also find the following similar terms:
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- Stockless Produ...
Best Practice to Consider W. Edward Deming, a well-known management consultant, strongly recommended Sole (Single) Sourcing as the only management...
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Operational Excellence, Maximizing Efficiency Detailed presentation about Lean Production, including the interesting origins of Lean Production in Toyota Motor Compan...
Value Chain Management, Quality Management, Innovation, Operational Excellence This presentation firstly presents the role of functional strategies and the value chain in the achievement of competiti...
Lean Production, Lean Manufcaturing Presentation about lean manufacturing and its relation with sustainable business. The presentation includes the followin...
Lean / Six Sigma Assessment Spreadsheet calculates current and future Lean and Six Sigma scores based on scoring in 28 criteria. Generates Lean Over...
Basic Understanding of 3Inventory Management Techniques This video gives a brief introduction to three popular Inventory Management Techniques:
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