Just-in-time[JIT,即时生产]

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摘要,论坛,最佳做法,专家提示和信息来源。


即时生产

什么是即时生产? 释义

即时生产(JIT)最先由日本丰田汽车公司的Taiichi Ohno于上个世纪70年代初期提出, 它是一种生产管理哲学。   JIT要求物料供应部门只有在装配流程需要时才向组装厂提供零配件,从而减少浪费。 JIT理论的核心是看板管理(Kanban),Kanban是日语“卡片”的意思。 当生产/装配线上的原材料、零部件耗尽时,就会将Kanban送到仓库,要求仓储部门按照Kanban标明的定量提供原料、配件。 JIT对精度的要求很高,即正确的部件必须即时地抵达准确的地点(装配线)。 它主要应用于大规模重复生产流程。


即时生产的沿革

JIT源于以下两个原因:

  1. 日本企业希望改进其生产质量。 历史上,日本企业也曾因为生产质量不过关而享有恶名,尤其是汽车制造业。
  2. Kaizen[改善],日本企业实现持续改进的另一个方法。 

即时生产的理论架构认为,库存是规划不当、生产僵硬、设备错误以及质量问题的一个可怜借口, JIT的目标就是要在尽可能减少库存的同时,提高顾客需求反应速度。 库存虽然有助于快速应对不断变化的顾客需求,但是不可避免地将增加成本以及对营运资金的需求。


1990年,James Womack出版了《改变世界的机器》(The Machine that Changed the World)一书,率先提出了“精益制造”(Lean Manufacturing的概念, 有时也称作为: “精益生产”(Lean Production。 这些新鲜名词、时髦方法背后的法则与Taiichi Ohno发展的“即时生产”并没有本质区别。


即时生产的关注点

以下几个方面是JIT实施过程中要尤为注意的:

  • 减少库存。
  • 少量生产、批量生产。
  • 控制质量。
  • 减小复杂程度,增加透明度。
  • 组织结构、层级关系扁平化。
  • 废料率最小化。

外延扩展的JIT

随着互联网技术的广泛运用,以及供应链规划软件的问世,公司已经能够将JIT扩展延伸至组织边界之外。 通过要求供应商实时提供原材料,实现JIT生产,公司的订货、配送等流程变得更快捷、更灵活、更高效。 现在,综合化的供需网络(亦被称之为“电子供应链”)已经正在形成。


小组

即时生产 小组。



小组 (51名成员)

论坛  

即时生产论坛。


🔥 如何提高玩具的生产效率
生产效率是每一个玩具企业都想不断提高的一个想法。 但如何提高呢? 1:激励工人的积 (...)
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0个反应
 
Single Minute Exchange of Dies
Dear reader, I am currently working on a Single Minute Exchange of Dies (SMED) project in a beer production facility. T (...)
13
 
6个反应
 
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 realit (...)
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4个反应
 
Customer Support in Just in Time is Needed
I think for implementing Just-In-Time, the customer must support it with firm and better forecasting, co-operative and c (...)
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1个反应
 
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 s (...)
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4个反应
 
最佳实践

关于即时生产的最高评价的讨论主题。在这里你会找到最有价值的思路和切实可行的建议。


🥇 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 manufacturin (...)
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3个反应

 
🥈 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 (...)
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6个反应

 
🥉 Combining JIT and Outsourcing
JIT and outsourcing go hand in hand. On one side it seems contradictory. JIT stands for producing and delivering to the (...)
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2个反应

 
The Principles of Lean
Lean works on certain principles: 1. Identify customer specific value (customer requirements); 2. Value stream mapping (...)
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4个反应

 
How to Reduce the Vendor Risks with Just-in-Time ?
When we execute JIT, we normally require our vendor to prepare some stock to deliver fast. If there are design change r (...)
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1个反应

 
Lean Manufacturing Tools for Beginners
Could somebody tell me what are the most important lean tools and techniques that should be used in a company that are a (...)
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10个反应

 
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 how (...)
8
 
0个反应

 
Just-in-time: Problematic or Possible?
Just-in-time (JIT) has always been a troublesome part of the management of any supply chain. However, it is feasible if (...)
7
 
5个反应

 
Importance of Inventory Velocity
Why is inventory velocity so important in supply chain management? (...)
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2个反应

 
Lean and JIT Manufacturing
Is there any difference between Lean and JIT Production? (...)
6
 
7个反应

 
Experiences with Including Purchased Parts in Kanban
Taiichi Ohno was plant manager of a Toyota factory when he started experimenting with JIT, Kanban and other Lean tools. (...)
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1个反应

 
Sustainable Business Approach after Years of JIT
I had a very interesting conversation with someone who has become recently Chief Sustainability Officer of a top 10 phar (...)
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2个反应

 
Just-in-time Needs Flexibility
Of course, Just-in-time needs a flexible manufacturing system. But actually, this flexibility has several aspects. For (...)
5
 
1个反应

 
Classification of Lean Tools
Can you briefly explain how to classify lean tools? I mean: different people seem to classify Lean tools in different w (...)
5
 
1个反应

 
Kanban and Procurement Planning
Does the Kanban or the pull system contradict with the procurement planning early in the project life cycle? (...)
5
 
2个反应

 
The Impact of JIT on the Organization of Production Planning
JIT will have a strong impact on your organization of production planning. With JIT, a factory should operate in a comp (...)
5
 
1个反应

 
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 s (...)
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5个反应

 
Information Velocity
Why is information velocity important in supply chain management? (...)
3
 
2个反应

 
Poka Yoke - Explanation
Poka Yoke is a method that shapes the production process the way it gets almost impossible to make mistakes. Employees h (...)
3
 
1个反应

 
Disadvantages of JIT
A lean system has no resilience. Integrating JIT as far as possible back up the supply line creates rigid connections b (...)
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14个反应

 
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 (...)
0
 
4个反应

 
专家提示

关于Just-in-time(英语)的高级见解。在这里,您将找到专家的专业建议。


Main Advantages of JIT?

Benefits of Just-in-time (...)
   
 
 
 

Lean Tools to Attack Waste

Waste Management, Waste Tools Overview (...)
   
 
 
 

7 Things to Avoid in Just-in-Time

Just-in-Time Pitfalls (...)
   
 
 
 

Use of Andon as Part of Just-in-time

Signaling Abnormalities (...)
   
 
 
 

The 8 Wastes of Lean Explained

Waste Management (...)
   
 
 
 

Standard Work in Just-in-Time

Just-in-Time (...)
   
 
 
 

Operation Management Issues and Focus Areas

Operations Management, JIT, Kaizen (...)
   
 
 
 

How to Focus your Improvement Efforts?

Achieve More With Less, Kaizen, BPR, JIT, Lean, Value Chain (...)
   
 
 
 

Synonyms of Just-in-time (JIT)

Other Terms that are used to Indicate JIT (...)
   
 
 
 

JIT II

JIT with supplier (...)
   
 
 
 

Obtaining a High Supplier Quality

Best Practice to Consider (...)
   
 
 
 
信息来源

有关即时生产的各种信息来源。在这里,您将找到Powerpoint,视频,新闻等可用于您自己的讲座和讲习班。



比较: Kaizen[改善]  |  Deming Cycle[戴明循环]  |  Scientific Management[科学管理]  |  Six Sigma[六西格玛]  |  Value Chain[价值链]  |  Value Stream Mapping[价值流程图]  |  CPFR  |  Bricks and Clicks[砖块加鼠标]  |  Delta Model[金三角模型]  |  3rd Party Logistics[3PL,第三方物流]  |  RFID Technology[无线射频识别技术]


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