Geography
Just in Time Delivery
Just in Time Delivery is a strategy used in supply chain management to minimize inventory costs by receiving goods only as they are needed in the production process. This approach reduces the need for large storage facilities and excess inventory, leading to cost savings and more efficient use of resources.
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3 Key excerpts on "Just in Time Delivery"
eBook - PDFEssentials of Logistics and Management
The Global Supply Chain.
- Philippe Wieser(Author)
- 2012(Publication Date)
- EPFL PRESS(Publisher)
In addition, in France today still, industrial management and logistics are not considered as academic disciplines. To conduct research in this field, a student must select a course of study such as “Management Sciences” or “Organizational Science.” Let us move to a more precise definition of the JIT approach, most of the principles of which have come to us via the Japanese model and in particular from the leaders of Toyota. Very many definitions have been put forward under the appellation JIT. To mention “Just in Time” is to define some sort of productivity ideal characterized by ”the delivery of the right product, at the right time, to the right customer”, to which it is important to add, at minimum cost. Were we not to add this last requirement, the goal of “Just in Time” would not present any particular problems. Indeed, given large inventories of raw materials and work in process, and above all of diversified finished products in very large numbers, it would almost always be possible to “deliver the right product, at the right time for the customer and to the right customer”, but the existence of inventories during the whole production process would of course lead to a major increase in cost and thus is truly wasteful. This explains why very often when authors write about “Just in Time” they as a matter of course imply “with a global reduction in cost”. This reduction, in an industrial system, can come from various sources, for example at the level of equipment design, investment choices, commercial policy of product selection, outsourcing, etc. However, if one focuses on produc- tion management only, this reduction comes mainly in the guise of inventory decrease, this being viewed in the short term as a cost parameter on which one can act, everything else remaining unchanged. We can therefore better understand why Minimal Inventory Just in Time is often used to qualify the achievement of this quest for productivity in terms of flow management.
eBook - ePub- John Kenworthy(Author)
- 2013(Publication Date)
- Routledge(Publisher)
11Just in Time and Continuous Improvement
11.1 What is Just in Time?The concept of Just in Time manufacturing or JIT has received a lot of publicity since the mid-1980s, much of it based on some significant misunderstandings. Visitors to Japan in the early 1980s came back with stories of how suppliers to Toyota made deliveries several times a day and took parts directly to the production line such that they arrived just before they were needed. Just in Time Delivery was seen as the key to the process. Investment in stock was minimised and only minimal storage space was taken up by components alongside the production line.However, attempts to emulate the Japanese and implement Just in Time deliveries in the west all too often resulted in Just Too Late or JTL. In placing the emphasis on timeliness, the western observers had missed the point that Toyota had devoted a vast amount of effort to improving the quality, reliability and effectiveness of their products and processes so as to make Just in Time Delivery of components feasible. Manufacturing does not become efficient and effective because deliveries are made Just in Time. Just in Time deliveries become possible when manufacturing becomes efficient, effective and reliable.In companies which have not had a specific improvement programme, adopting a Just in Time approach would put production at risk of stoppage for many reasons. The most easily identified include equipment breakdown at the component manufacturing stage, transport delays if, as is possible, the supplier is several hundred miles away, quality problems, unreliable processes and inadequately co-ordinated design changes. Less obviously recognisable risks result from long lead times, long set-up times and large order sizes. The reasons why the last three parameters are incompatible with Just in Time will be discussed later in this chapter.
eBook - PDF- AnilK. Bhowmick(Author)
- 2018(Publication Date)
- Routledge(Publisher)
Just-in-Tim e and the Rubber Industry 31 David C. Barker DCB Associates Shropshire, England 31.1 INTRODUCTION At a seminar entitled Competitive Manufacturing in the Rubber Industry, the author observed that the British rubber industry has “entrenched attitudes, is reluctant to change, defends the status quo and is unwilling to look at concepts like Just-in-Time manufacture and Total Quality Management.” Hard-hitting comments indeed, but surprisingly not one delegate chose to voice any disagreement to their validity. This was, no doubt, a form of silent support for the general recognition that the rubber indus-try is conservative by nature and is failing to exploit the benefits to be gained from sys-tems and approaches that are succeeding in other manufacturing sectors. Successful implementation of manufacturing philosophies such as just-in-time and total quality management, especially in the rubber industry, can contribute extensive and quite dramatic improvements. The aims of this chapter are to clarify the need for the adoption of such methodologies, to simplify the actions required, and to remove the mystique that always surrounds “new ways of doing things” that emanate from the Far East. 31.2 DEFIN ITION S It is not my intention to cloud the issue by the use of jargon and its associated acro-nyms; in my opinion any more than three constitute a new language. So I will start by limiting myself to just that number, namely: 1. Just-in-Time (JIT) is nothing more than the concept of the continuous elimination of “waste.” So if we give ourselves a satisfactory definition of waste, we should have little difficulty in recognizing it. 867
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