Just-in-Time Production - Research Paper Example

Just-in-Time Production Abstract The paper describes several concepts of production in the manufacturing industries. These systems differ in the type of mechanisms they employ and their efficiency in service delivery. The push system that the releases of its production is determined by external rates and the pull systems of production where releases depend on the authorization of internal signals which allows or restricts production. Just-in-time production system, on the other hand, uses the pull principles and works in order to produce what is needed when is needed and in the required amount. Toyota production employs Kanban system that is a type of pull system or the JIT production systems. The detailed explanation of these processes is done in the paper and designs of the value stream mapping also shown ad symbols used explained. Introduction Just-in-Time Production (JIT) The push system can be described as the system that its releases are scheduled or are organized so that the external release rate determines the production (Monden, 2011). The release is linked to the orders and controlled by upstream information. The production is usually based on forecasted information on the orders. The pull system, on the other hand, is described by authorised releases determined by an internal signal that either allows or restricts the release of the production. Releases in the push system are controlled by upstream information that is inherently make-to-order and are open lines (Fujimoto & Fujimoto, 1999). The control of publications in the pull systems is controlled by closed lines because triggers status are based on stock voids usually buffer spaces, and this means that information is controlled by a downstream line and is inherently make-to-stock. The push system does not limit the work in progress since it only controls the release rate, unlike the pull system where there is a deliberate limitation of the work in progress through its control and observation of the throughput. Just-in-time production refers to a production strategy that attempts to reduce the in-process inventions and the whole production costs resulting in improved business’ returns. Any unutilized inventory that is kept or stored is viewed as a waste of resource by JIT philosophy. The system relays its focus on the continuous improvement of through improved flow of resources, employee involvement, and quality and inventory chain. Its ultimate objective being, the supply of the right materials at the right time in the right amounts at every step of the process. Just-in-time, therefore, is about the production of what is needed, in the amount required and when it is needed. The production plan is essential in that it provides procurement’s parts that its implementation reduces waste, inconsistencies and elimination of unreasonable requirements since supplies are made when it is necessary. The use of this system has proved to be beneficial since it leads to improved productivity with least wastage. Toyota production system uses a production control method referred to as Kanban system that is an example of just in time system. The concept of a supermarket is used whereby the items required by a customer are stocked when they are required and in the amounts needed and are available at any given time. At the Toyota, when a process refers to preceding process to obtain parts, the Kanban system is used to communicate which parts have been used so that they are produced to be restocked in the store. The use of kanban has helped in the improvement of the efficiency in the production since the preceding processes cannot make excess parts and delivering to the next process without having prior information or sign to proceed. Just in time is an example of the pull production control system. JIT is dependent on the demand pull that ensures a firm only produces what is required at the right time and the amount needed. It is based on planning scheduling and flow of resources through the production process. There is closure check on the stock levels such that actual orders provide a signal for when a product should be manufactured. These means that the stock levels of the raw materials, constituents of work in progress and outputs are always kept at a minimum. Production of resources in pull system is reliant on the suppliers hence the control is in the downstream of information (Tommelein, 1998). Supplies are delivered to the line of production when it is needed only. For example, in the Toyota production plant, they can receive the exact number and type of cars to be produced in a day’s order. The supplier would then be expected to deliver them to the dispatching bay on the production line within the shortest time possible. This means that production was only executed on a well-planned schedule and efficient the flow of resources to ensure the manufacture was done at the right time and the right proportions. Such timely production improves the customer satisfaction, and the company’s returns are also increased since they only produced as per the orders. Review of Literature As explained above, Just-in-time production systems is a pull strategy system Toyota production utilizes through the use of the Kanban system. Kanban is a translation from the Japanese word for cards (Toyota, 2015). It is designed to prevent overproduction and make sure that parts are drawn into production line from process to process in a reverse manner. The replenishment system is designed such that it controls the production quantities and the parts taken can only be replenished in the correct amount when the need arises. A pull system can be explained in a more general way that, it comprises of a feedback mechanism for a station downstream that notifies a station downstream of the need for more product (Fujimoto & Fujimoto, 1999). The product is then fabricated and supplied to meet that particular need. Boxes denote value adding processes such as the ordering of raw materials, parts or transportation to a particular location. The Kanban indicates orders to withdraw while the shaded shows product to withdraw to allow the depletion or replenish the supermarket (Tommelein & YiLi, 1999). The supermarket is shown by which refers to a controlled inventory and tells how much items are kept at the store. A dashed line with an arrow designate the flow of products, and the solid arrow show the transportation of product to the customer. The withdrawal Kanban is used to show the pull product from upstream. The customer process withdraws parts from a place of limited storage capacity for the output, the supermarket, by the supplying process. Every time the inventory is small, the production Kanban instructs the supply process the need for more products (Monden, 2011). Then supplying process only produces enough products to replenished the used up or the withdrawn. Kanban uses the rate of demand to control the rate of production, passing requests from the end consumer to the supply process through a chain of customer store processes. Communication in Kanban system is done by the upstream and downstream workstations through their cards. These cards are used to signal the need to move a material either within the productions lines or from the exterior in the lines. They help in the creation of a demand-driven system since they signal the depletion of a product or a part. In the past, the cards were manually entered but currently the use of e-Kanban has taken the centre stage that uses electronic scans to relay messages to external /internal stores for restocking of products. Conclusion. In conclusion, a JIT production is a pull system which describe the delivery of materials that is needed at a construction site because it shows the type and amount of materials required and they are installed immediately upon arrival. The objective to deliver right materials at the right time in the right quantities is defined well in the just-in-time system. Just like the pull system the flow of information is downstream whereby the signal to produce more of the product is dependent on the availability or depletion of the product in the store. Reference Fujimoto, T., & Fujimoto, T. (1999). The evolution of a manufacturing system at Toyota (Vol. 104). New York, NY: Oxford university press. Monden, Y. (2011). Toyota production system: an integrated approach to just-in-time. CRC Press. Tommelein, D, I, & YiLi, A, E. (1999). Just-in-Time Concrete Delivery: Mapping Alternatives for Vertical Supply Chain Integration. Retrieved from http://www.ce.berkeley.edu/~tommelein/IGLC-7/PDF/Tommelein&Li.pdf Tommelein, I. D. (1998). Pull-driven scheduling for pipe-spool installation: Simulation of lean construction technique. Journal of construction engineering and management, 124(4), 279-288. Toyota. 2015. Just-in-Time — Philosophy of complete elimination of waste. Retrieved on May 6, 2015 from http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html Read More