JIT Inventory Management - Coursework Example

Unit 5 Individual JIT inventory management The system of inventory management deals with measures that aim at reducing wastes and improving on return on investments. The processes ‘main concern involves diminishing cases of waste production hence improving on efficiency. The system ensures that flow of materials needed never dries. The materials required for the smooth running of the business appear availed the required time, in the right setting, at the required quality and at the required amount. The systems do away with any products that increase the costs without improving on value are eradicated from the production process. Any activities that increase nonprofit activity such as uncalled for movements of resources, piling up of excess stock, and application of low quality production system finalizing with products that need rework are eradicated (Stevenson, 2007). (Stevenson, 2007) The JIT system aims at dropping stock levels, the materials must be in constant motion, as in use, to increase profitability, minimizing cases of unpredictability, quality assurance, minimizing production and release lead times, and minimizing on costs. The underutilization of JIT system means that the economies of scale employment come in to counteract the problem. The process of JIT uses the same process repetitively. The main point in the department endeavors to maintain the flow processes by connecting work sources so as to achieve a leveled and reasonable flow of resources throughout the production process; likened to the assembling process. The achievement of such a process requires strategic creation of goals and ensuring the availability of the product whenever needed. The original version of JIT was prompted by the Toyota in the year 1950s. By the year 1970, various Japanese factories applied the use of the JIT system. The US employed the use of the system in 1980 the lean concept appears accepted and widely employed in the recent times (Roy, 2005). (Roy, 107) From an internal operational perspective, if JIT is strictly adhered to what is the one downturn to making everything literary “in order?” The level of MPS needs consistency with a pattern system of loading the plant; the system requires a uniform load constantly supplies on a daily basis, freeze windows creation ensures consistency in the production schedule for the set time. The mixed model assembly ensures the production of the same blend of products daily; it involves recurring process so as to manufacture a diversity of yields with the same qualities. Constant production enables the use of back flushing to manage stock. The end process of the system calculates the bill from the other end to reduce cases of shop floor usage (Stevenson, 2007). Compress on timing- the duty that consumes thirty minutes reduced to seconds; NASCAR applies the system. This ensures reduced order lots, costs, increases the contacts with suppliers and reduced ordered amounts. Joining the workstations adjacent to each other ensures reduced lead times, enabling group technology increases cooperation and coordination within processes, the cooperation with suppliers also proves paramount. Ensure the machines are up to task react on any breakdown possibility to reduce work disruptions. The workforce must be well rounded to ensure flow of production. JIT craves experts in the field with all the skills of maintenance, quality inspections, multitasking on machines. The work environment should be friendly the concept proves operational at Toyota Production System. Compress on timing- the duty that consumes thirty minutes reduced to seconds; NASCAR applies the system. This ensures reduced order lots, costs, increases the contacts with suppliers and reduced ordered amounts. Joining the workstations adjacent to each other ensures reduced lead times, enabling group technology increases cooperation and coordination within processes, the cooperation with suppliers also proves paramount. Ensure the machines are up to task react on any breakdown possibility to reduce work disruptions. The workforce must be well rounded to ensure flow of production. JIT craves experts in the field with all the skills of maintenance, quality inspections, multitasking on machines. The work environment should be friendly the concept proves operational at Toyota Production System. The suppliers must always deliver quality products; as there is no room for defective products. Quality begins from the source of production (Jidoka) programs ensures that the employees takes personal responsibility for any shoddy job at their end, they are in authority to stop the process in case of a defective act. Application of a control system to communicate the message across the parts within work settings in manageable bits, JIT and Kanban, the use of JIT is an independent system, but the Kanban requires a JIT in application. The two systems complement each other (Stevenson, 2007). (Stevenson, 2007) Ways in which Kanban overcomes this problem The Kanban system overcomes the problem by use of card system, which reports any, faults in the process. The Kanban system signals the employees concerned of faults and prompts corrections. The interruption of flows, caused by low stocks, implies that the suppliers will check into the company several times in a day. The situation minimization appears to be solved by adopting the use of two suppliers at ago. The limitation to this rule injures the company’s interest as in the case of 1997 Aisin fire. The proactive nature of the Toyota company and steady relationship with various suppliers enabled the company to come back to track almost the same time. Toyota’s relationship with its suppliers proves excellent as sometimes Toyota staffs move to the suppliers end. This ensures that the process develops and grows ensuring quality products. Quality products diminish the margin level for the suppliers; this enables the customers enjoy lower prices. JIT use by the supplier ensured that the raw material quality remained uncompromised (Integrating Kanban with Mrp Ii: Automating a Pull System for Enhanced Jit Inventory Management, 2005). How exactly does a Kanban system of a visual system operate? The Kanban system of a visual schedule employs the use of “pull” production monitoring to control the flow of materials from the work settings. The system also ensures that the exhausted materials needed for production replacement happens to prevent delays. The released materials must also be replaced with new production to ensure the cycle. The name Kanban adaptation came from signboard or a seen record. Kanban came from Japanese’s retail shop that advertised the products on sale by use of colors to imply that the shop stocks paint. The Toyota Production system indicates the use of a card attached to a storage space and a transporting container (Integrating Kanban with Mrp Ii: Automating a Pull System for Enhanced Jit Inventory Management, 2005). The Kanban reveals the part number and container power in terms of weight. The kanban system proves easy to use and understand as it provides the needs information clearly. The Toyota dual card system involves two processes of Kanban as; Production Kanban, which gives information, concerning the need to produce several other parts; while the withdrawal Kanban implies that the system, needs to remove parts from one work setting to the next work setting. There, also appear other signals used by the Kanban system replacing the use of cards. For example, the symbol of unfilled containers signifies that the container needs refill. A named pallet four-sided figure highlighted on the shop’s floor; shows the requirement of a replacement of the pallet equipments the production point and budge the pallet at the topmost point of the square as the requirement (Stevenson, 2007). (Stevenson, 2007) The Kanban system of a supermarket, (Stevenson, 2007) The derivation of the pull system adaptation came from the idea that Kanban drags parts towards the next stage of production if required. Contrary the MRP system and other system applying schedule are termed the push system. This schedule requires the complex production timetable to push parts to the needs area at an individual level. Pull system requires instruction to move to the next level while the push system constantly moves at it assumes production process is continuous. The disadvantage of the push system appears at the time where the customers’ must be speculated, and production lead times approximated. Incorrect speculations results in surplus stock encouraging errors (Stevenson, 2007). (Stevenson, 2007) The JIT production rules concerning the pull system, commonly in cases of short times with small lot sizes, each station results into the rules governing the Kanban, Dual-card: The production of any more products relies on the production Kanban’s instruction. A case where the production of Kanban appears, in the in box in a work setting, delays the process forcing the employees to engage in other supplied duties. This occurrence ensures the pull nature of the control process; there exists only one Kanban in the container. The instruments attending to different parts appear standardized, full with uniform small sized (Integrating Kanban with Mrp Ii: Automating a Pull System for Enhanced Jit Inventory Management, 2005). (Stevenson, 2007) Works Cited Stevenson, William J. Operations Management. Boston: McMcGraw-Hill Irwin, 2007. Print. Integrating Kanban with Mrp Ii: Automating a Pull System for Enhanced Jit Inventory Management. Productivity Pr, 2005. Print. Roy, Ram N. A Modern Approach to Operations Management. New Delhi: New Age International, 2005. Internet resource. Read More