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It is related to the operations management that emphasize on how to minimize the inventory as far as possible.
During times of market expansion, companies need to be on the constant lookout for competitive techniques and tools that will help them create and maintain their competitive edge.Of all the competitive techniques I implemented while in industry, performance management was by far the most effective. It helped my teams stay focused on getting the job down. Today, "The Balanced Scorecard" is the performance management system employed by the winners. If your company wants to take advantage of the current manufacturing turnaround, you'll want to be sure to read this week's bulletin, The Balanced Scorecard: “Without data, you're just another opinion."
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly. To meet JIT objectives, the process relies on signals or Kanban (看板?, Kanban) between different points, which are involved in the process, which tell production when to make the next part. Kanban are usually 'tickets' but can be simple visual signals, such as the presence or absence of a part on a shelf. Implemented correctly, JIT focuses on continuous improvement and can improve a manufacturing organization's return on investment, quality, and efficiency. To achieve continuous improvement key areas of focus could be flow, employee involvement and quality.
JIT relies on other elements in the inventory chain as well. For instance, its effective application cannot be independent of other key components of a lean manufacturing system or it can "end up with the opposite of the desired result." In recent years manufacturers have continued to try to hone forecasting methods such as applying a trailing13-week average as a better predictor for JIT planning; however, some research demonstrates that basing JIT on the presumption of stability is inherently flawed
It is a strategy for inventory management in which the necessary components or raw materials are purchased and should be delivered just before they are gonna be used in the manufacturing.
An inventory strategy companies employ to increase efficiency and decrease waste by receiving goods only as they are needed in the production process, thereby reducing inventory costs.
The philosophy of JIT is simple: the storage of unused inventory is a waste of resources. JIT inventory systems expose hidden cost of keeping inventory, and are therefore not a simple solution for a company to adopt it. The company must follow an array of new methods to manage the consequences of the change. The ideas in this way of working come from many different disciplines including statistics, industrial engineering, production management, and behavioral science. The JIT inventory philosophy defines how inventory is viewed and how it relates to management.
JIT (Just In Time) PHILOSOPHY is simplification and elimination of waste. In practice it is striving for no, or at least very little inventories. Therefore, materials are purchased and production is done only as needed, i.e., just in
time.
