Just-in-time (JIT) manufacturing systems. Just-in-time systems: development and implementation Just-in-time production system

Source: Elitarium.ru. The material is published in an adapted translation from English.

Companies that use a just-in-time approach usually have a significant advantage over their competitors that use a more traditional approach. They have lower production costs, less scrap, greater flexibility and the ability to bring new or improved products to market quickly.

The term " right on time» (just-in-time - JIT) is used in relation to industrial systems in which the movement of products in the production process and deliveries from suppliers are carefully planned in time - so that at each stage of the process the next (usually small) batch arrives for processing exactly at the moment when the previous batch is completed. Hence the name just-in-time (just in time, just in time). The result is a system with no passive units waiting to be processed, and no idle workers or equipment waiting for items to be processed.

Just-in-time (JIT) is a feature of manufacturing systems that operate with very little fat to spare (eg excess inventory, excess labor, excess floor space). JIT refers to the timing of movement through a system of parts and materials as well as services. Companies that use the JIT approach usually have a significant advantage over their competitors that use a more traditional approach. They have lower production costs, less scrap, greater flexibility and the ability to bring new or improved products to market quickly.

In this publication, we will review the Just-in-Time (JIT) system, including its main elements and factors that are required for effective operation.

Introduction

An approach " right on time was developed by the Japanese automobile company Toyota. Its author is Taiishi Ono (who eventually became the company's vice president of production) and several of his colleagues. The fact that JIT was developed in Japan was probably influenced by the fact that Japan is an overpopulated country with very limited natural resources. It is not surprising, therefore, that the Japanese are very sensitive to waste of materials, time and money, and to labor inefficiency. They see scrap and defect fixes as a waste of money, and inventory as evil because it takes up space and ties up resources.

It is widely believed that the JIT system is simply appropriate production planning that results in a minimum level of work-in-progress and inventories. But in essence, JIT is a specific philosophy that covers every aspect of the manufacturing process, from product development to product sales and after-sales service. This philosophy aims to create a system that functions well with minimal inventory levels, minimal space and minimal paperwork. It should be a system that does not give in to failures and violations and is flexible (in terms of changes in the range of products and production volume). The end goal is to have a balanced system with smooth and fast material flow through the system.

In JIT systems, quality is built into both the product and the manufacturing process. Companies that use the JIT system have achieved a level of quality that allows them to work with small production batches and tight schedules. These systems are highly reliable, major sources of inefficiency and disruption are eliminated, and workers are trained not only to work with the system, but to continuously improve it.

Goals of Just-in-Time (JIT)

The ultimate goal of a JIT system is a balanced system; that is, one that provides a smooth and fast flow of materials through the system. The main idea is to make the process as short as possible, using resources in an optimal way. The degree to which this goal is achieved depends on the extent to which additional (auxiliary) goals are achieved, such as:

1. Eliminate failures and violations of the production process.
2. Make the system flexible.
3. Reduce the preparation time for the process and all production periods.
4. Minimize inventories.
5. Eliminate unreasonable costs.

Process failures and disturbances have a negative impact on the system, disrupting the smooth flow of products, so they must be eliminated. Breakdowns are caused by a wide variety of factors: poor quality, equipment failure, schedule changes, late deliveries. All these factors should be eliminated whenever possible.

Lead times and production times lengthen the process without adding anything to the cost of the product. In addition, the length of these deadlines has a negative impact on the flexibility of the system. Therefore, their reduction is very important and is one of the goals of continuous improvement.

Inventories are unused resources that take up space and increase the cost of production. They should be minimized or, if possible, eliminated altogether.

Unjustified expenses represent unproductive resources; eliminating them can free up resources and expand production. In the JIT philosophy, unreasonable costs include:

• Overproduction
• Waiting time
• Unnecessary transportation
• Storage of inventories
• Marriage and waste
• Inefficient working methods
• Product Defects

The presence of such unreasonable expenses indicates an opportunity for improvement, or a list of unreasonable expenses identifies potential goals for continuous improvement.

Forming blocks

Design and production in the JIT system are the basis for fulfilling the above goals. This foundation consists of four building blocks:

1. Product development.
2. Process development.
3. Personnel/organizational elements.
4. Planning and production management.

Speed ​​and simplicity are two common elements that run through these building blocks.

1. Product development. Three elements of product design are key to a just-in-time system:

1. Standard accessories
2. Modular design
3. Quality

The first two elements are related to speed and simplicity.

Using standard parts means workers have to deal with fewer parts, which reduces training time and costs. Purchasing, processing and quality control are more standardized and allow for continuous improvement. Another important advantage is the use of a standard processing procedure.

Modular design is a kind of extension of the concept of standard components. Modules - groups of parts assembled into a single unit (and therefore representing a separate unit). This greatly reduces the number of parts to work with, simplifies assembly, purchasing, processing, training, and so on. Standardization has the added benefit of reducing the length of the material list for different products, i.e. simplifying this list.

The disadvantages of standardization are that products are less diverse and resist changes to their standard designs. These inconveniences are somewhat reduced where different products share common parts or modules. There is a tactic sometimes referred to as "delayed differentiation": Decisions about which products will go into production are delayed while standard parts are being produced. When it becomes clear which items are needed, the system quickly responds by producing the remaining non-standard parts for those items. Quality is the basic prerequisite for a just-in-time system. It is vital for JIT systems, as poor quality can cause serious disruptions in the production process. The system aims for a smooth workflow; the appearance of problems due to low quality causes failures in this stream.

Since small production lot sizes and the lack of buffer stocks result in minimal WIP, the production process is forced to stop when a problem occurs. However, it cannot resume until the problem is resolved. It is clear that shutting down the entire process is very costly and lowers the planned output, so it is absolutely essential to avoid shutting down the system as much as possible and resolve issues quickly if they occur.

JIT systems use a three-stage approach to quality. The first part is to introduce quality into the product and into the manufacturing process. A high level of quality is achievable because "just-in-time" systems produce standard products, using respectively standard working methods and standard equipment, workers are accustomed to their production operations and know them well. In addition, all the costs of project quality (i.e., the formation of product quality at the design stage) can be spread over many products, while receiving a small unit cost. It is very important to choose the appropriate level of quality in terms of the end user and production capabilities. Thus, product design and process development must go hand in hand.

2. Process development. For "just-in-time" systems, seven aspects of product development are particularly important:

1. Small production batches
2. Reduced lead-to-production time
3. production cells
4. Limiting the volume of work in progress
5. Quality improvement
6. Production flexibility
7. Small inventories

The small volume of the production lot and the purchase lot provides a number of advantages that allow JIT systems to function efficiently. First, when small production lots move through the system, the amount of work in progress (i.e., materials that are in the process of being processed) is significantly less than with large lots. This reduces the cost of storage, requires less storage space, and does not create unnecessary space occupancy in the workplace. Second, when quality issues arise, inspection and rework costs are lower because there are fewer units in each batch to be inspected and reworked. In addition, small batches provide more planning flexibility.

A small production batch and a changing range of products require frequent re-equipment and readjustment of equipment (i.e. preparation for production). If such training cannot be done quickly and relatively inexpensively, time and cost will become inhibitory factors. Often, workers are trained to prepare their equipment for the production process themselves. In addition, special programs are used to reduce the time and cost of preparing for production; while workers become a valuable part of the process.

In addition, to reduce the time and cost of preparation, you can use the grouping of technologies - the combination of similar operations. For example, the production of various parts that are similar in shape, material, etc. may require the same type (similar) preparation. Their sequential processing on the same equipment can reduce the necessary changes; only minor adjustment is required.

A common feature of "just-term" systems is a lot of production cells. They combine equipment and tools for processing a group of parts with similar technological requirements. At their core, cells are highly specialized and efficient manufacturing centers. Among the most important advantages of production cells: the transition time to a new type of product is reduced, equipment is used efficiently, it is easier for workers to master related specialties. The combination of high cell efficiency with small production batch sizes results in a minimum work in process.

Continuous quality improvement often aims to find and eliminate all causes of problems.

Just-in-time systems are designed to keep inventory to a minimum. According to the JIT philosophy, holding inventory is a pointless expense. Stocks are a kind of buffers that hide recurring problems. These problems are not solved - partly because they are hidden, and partly because the presence of a reserve stock makes them less serious.

Using a JIT approach, inventory levels are gradually lowered to open up problems. When problems are discovered and solved, the level of stocks is lowered again, the next layer of problems is found and solved, and so on.

Personnel/organizational elements

There are five personnel and organizational elements that are particularly important for JIT systems.

1. Workers as an asset
2. Training of workers in related specialties
3. Continuous improvement
4. Accounting
5. Enterprise / project management

A fundamental principle of the JIT philosophy is to regard workers as the active capital of the enterprise. Well trained and motivated workers are the heart of the system. They have more decision-making power than their counterparts in traditional systems, but accordingly more is expected of them.

Workers are trained in related trades to perform multiple elements of the process and operate a variety of equipment. This gives the system additional flexibility, because workers can help each other when there are "congestions" in the production process or replace an absent colleague.

Workers in a JIT system have a greater responsibility for quality than workers in traditional systems. They are expected to contribute to problem solving in a process of continuous improvement. Workers in JIT systems typically receive extensive training in statistical process control, quality improvement, and problem solving.

Another characteristic feature of "fixed-term systems" is the way in which overheads are allocated. Traditional accounting methods sometimes distort the allocation of expenses because they allocate them on the basis of hours directly worked.

Another feature of just-in-time systems has to do with leadership. The manager is required to be a leader and assistant, and not just give orders. Two-way communication between managers and workers is strongly encouraged.

Production planning and management

5 elements of production management and planning are especially important for JIT systems:

Work transfer system.

visual systems.

Close relationships with suppliers.

Reducing the number of transactions and the volume of office work.

The main emphasis in JIT systems is on achieving stable, balanced work schedules. To this end, the main production schedules are designed to ensure an even workload of production facilities.

The terms "pull" and "push" are used to describe two different ways of moving work through the production system. In "push" systems (push system), at the end of work on the production site, the products are pushed to the next site; or, if this operation was the final one, finished products are pushed to the warehouse of final products. In "pull" systems (pull system), the control of the movement of work is assigned to the subsequent operation: each working section, as necessary, "pulls" products from the previous section; products from the final operation are "pulled" by the consumer's request or control schedule. Just-in-time systems use a "pull" approach to manage the flow of work, with each job site producing output in response to the demand of the next job site. Traditional manufacturing systems use a "push" approach to push work through the system.

As a rule, just-in-time systems have very close relationships with suppliers who must ensure frequent deliveries of small batches of high-quality products. In a traditional manufacturing system, buyers control the quality of purchased products themselves, checking supply lots for quality and quantity, and returning defective goods back to the supplier for rework and replacement. In just-in-time systems, there is practically no spare time, so low-quality products disrupt the smooth movement of work through the system. Moreover, checking incoming purchases is considered a waste of time because it adds nothing to the cost of the product. For this reason, the responsibility for quality assurance is transferred to suppliers. Buyers work with suppliers to help them achieve the required level of quality and understand the importance of producing products of consistently high quality. The ultimate goal of the buyer is to assign a certificate of conformity to the supplier as a manufacturer of high quality goods. The bottom line is that the supplier can be fully relied upon, with no doubt that his deliveries will meet a certain level of quality and do not need to be checked by the buyer.

Technological changes are the most expensive among all the listed operations. JIT systems reduce costs by reducing the number and frequency of such operations. For example, a supplier delivers products directly to production, completely bypassing warehouses, thereby eliminating the activity associated with placing materials in a warehouse and then moving them to production sites. The endless search for ways to improve quality that permeates the entire JIT system eliminates many of the activities associated with product quality - and the associated costs. The use of bar coding (not just in "precision" systems) helps to reduce data entry operations and increases the accuracy of the data.

Benefits of just-in-time systems

"Just in time" systems have a number of important advantages that attract the attention of companies with a traditional approach to production. The main advantages are:

1. Reduced inventory levels during production (work in progress), purchases and finished goods.
2. Smaller requirements for the size of production areas.
3. Improving the quality of products, reducing marriage and rework.
4. Reducing production time.
5. Greater flexibility when changing the range of products.
6. Smoother production flow with very rare failures caused by quality problems, shorter lead times for the production process; multi-skilled workers who can help or replace each other.
7. Increased levels of productivity and equipment utilization.
8. Participation of workers in problem solving.
9. The need for good relationships with suppliers.
10. Less need for non-manufacturing activities such as warehousing and material handling.

Summary

The just-in-time system is a system that is used primarily in series production. In such a system, goods move through the system and the job is completed exactly on schedule. "Just in time" systems require very little inventory, because sequential operations are tightly coordinated.

The end goal of JIT is a balanced, smooth flow of production. Auxiliary goals: elimination of disturbances in the system, ensuring system flexibility, reducing equipment time and production time, eliminating overhead, and minimizing inventories. The building blocks of the “short-term” system are product development, process development, personnel and organizational issues, production planning and management.

Such production requires the elimination of all possible sources of disruption of the smooth flow of work. High quality is essential because quality issues can disrupt the process. In addition, problem solving aims to eliminate all disturbances in the production process and make the system more efficient and continuously improve.

One of the most widely used logistics concepts in the world is the concept Just-in-time-JIT(Right on time) . The emergence of this concept is attributed to the end of the 1950s, when the Japanese company Toyota Motors, and then other automotive companies in Japan, began to actively implement the KANBAN system.

Initial slogan concept JIT was the exclusion of potential stocks of materials, components and semi-finished products in the production process of assembling cars and their main units. The original task looked like this: if a production schedule is set, then it is necessary to organize the movement of material flows so that all materials, components and semi-finished products arrive in the right quantity, at the right place (on the assembly line) and exactly at the appointed time for the production or assembly of finished products. With such a formulation of the problem, large insurance reserves, freezing the company's funds, turned out to be unnecessary.

Conceptually JIT- the approach served as the basis for the subsequent introduction of such logistics concepts / technologies as Lean Production, (“Flat”, or “thin” production) and Value added logistics - “Value Added Logistics”.

It is necessary to single out and characterize the fundamental idea of ​​the method, which is based on three premises (their correctness has been repeatedly confirmed empirically).

Firstly, it is assumed that the requests of consumers of finished products should correspond not to their pre-accumulated stocks, but to production facilities ready to process raw materials and materials coming almost “from the wheels”. As a result, the amount of inventory that qualifies as frozen capacity is minimized.

Secondly, in conditions of minimal stocks, continuous rationalization is necessary in the organization and management of production, because a high volume of stocks levels out, in a certain sense, masks errors and shortcomings in this area, production bottlenecks, unsynchronized operations, unused production capacities, unreliable work of suppliers and intermediaries. .

Thirdly, in order to assess the efficiency of the production process, in addition to the level of costs and productivity of funds, one should take into account the period for the implementation of the application, the so-called duration of the full production cycle. Short deadlines for the implementation of applications facilitate the management of the enterprise and contribute to the growth of competitiveness due to the possibility of prompt and flexible response to changes in external conditions.

In contrast to traditional management methods, in accordance with which the central link in production planning issues production tasks to all departments and industrial divisions, with the method “ Right on time» central planning concerns only the last link in the supply chain, i.e. the finished goods warehouse. All other production and supply units receive orders directly from the next, located closer to the end of the link in the supply chain. For example, a warehouse for finished products gave an order (which is equivalent to issuing a production task) for a certain number of products to the assembly shop, the assembly shop gives an order for the manufacture of subassemblies to the processing shops and the cooperation department, etc.

This means that the production order is always assigned to the department that uses (or processes) the part. Thus, the material flow from the "source" to the "consumer" is preceded by the flow of information in the opposite direction, i.e. production " Right on time» preceded by information « Right on time».

This concept is based on the belief that stocks arise due to poor management, poor coordination of work and therefore problems are hidden in stocks. From this follows the conclusion that it is necessary to find the causes that cause the difference between supply and demand, improve the performance of operations, after which the stocks will disappear. Concept Just-in-time (Right on time) leads to a change in views in the following areas:

· Stocks. Organizations must identify and resolve inventory issues by aiming for a minimum (zero inventory) of material resource, work in progress, finished goods.

· Quality. It is necessary to achieve not an acceptable level of marriage, but its complete absence on the basis of integrated quality management.

· Suppliers. Customers must fully rely on their suppliers, so they need to establish long-term partnerships with a small number of reliable suppliers and carriers.

· Volume of batches. It is necessary to look for ways to reduce the volume of production batches, to achieve short production cycles so that excess production does not accumulate in stocks of finished products.

· Lead time. It is necessary to reduce lead times in order to reduce the uncertainties that can change the situation during a long delivery time.

· Reliability. All operations must run continuously without failure, i.e. there should be no equipment breakdowns, marriage, absenteeism, etc.

· Workers. A spirit of cooperation is needed, both between workers and between managers and workers. the well-being of all depends on the general success in work; all workers should be treated equally and fairly. Any creative initiative expressed by any employee about possible improvements in work is encouraged.

· Information support should allow for the rapid exchange of information and synchronization of all processes of supply of material resources, production and assembly, delivery of finished products.

Thus, JIT is not only a way to minimize stocks, but also eliminate waste from any type of resource, improve coordination and increase efficiency.

One of the first attempts at practical implementation of the Just-in-Time JIT concept was developed by Toyota Motors Corporation. system KANBAN (translated from Japanese - "map"). System KANBAN represents the first “pulling” JIC in production, which took Toyota about 10 years to implement from the start of development. Such a long period is due to the fact that the system itself KANBAN could not work without an appropriate logistical environment.

The key elements of this environment were:

Rational organization and balance of production;

· comprehensive quality management at all stages of the production process and the quality of raw material resources from suppliers;

partnership only with reliable suppliers and carriers;

· Increased professional responsibility and high labor morale of all personnel.

System KANBAN, first introduced by Toyota Motors Corporation in 1972. at the Takahama plant (Nagoya), is a system for organizing continuous production, which allows you to quickly rebuild production and practically does not require safety stocks. The essence of the system KANBAN lies in the fact that all production units of the plant, including final assembly lines, are supplied with material resources only in the amount and by the time that is necessary to fulfill the order made by the consumer unit. Thus, in contrast to the traditional approach, the structural division-manufacturer does not have a general rigid operational production schedule, but optimizes its work in the volume of the order following the production and technological cycle of the division of the company.

Micrologistic system KANBAN generated by assembly line production, but its principles can be applied throughout the supply chain and in any type of production. KANBAN is a "pull" system, which is driven by demand at the "right" point of the supply chain.

The main goal is to produce only the required amount of products in accordance with the demand of the final or intermediate (subsequent) consumer. For example, when components are needed on a conveyor, they are delivered from the previous production site along the chain in the right quantity and at the time they are needed. And so on throughout the entire supply chain.

System KANBAN significantly reduces the stock of material resources at the input and work in progress at the output, allowing you to identify "bottlenecks" in the production process. Management can direct attention to these "bottlenecks" to solve problems in the most profitable way. When the problem is solved, the buffer stock is reduced again until the next bottleneck is found. Thus the system KANBAN allows you to establish a balance in the supply chain by minimizing stocks at each stage. The ultimate goal is "optimal batch of one delivery".

The means of transferring information in the system is a special card KANBAN in a plastic envelope. Two types of cards are common: selection and production order. The selection card indicates the number of parts (components, semi-finished products) that must be taken at the previous processing (assembly) site, while the production order card indicates the number of parts that must be manufactured (assembled) at the previous production site. These cards circulate both within Toyota enterprises and between the corporation and the companies interacting with it, as well as at affiliated enterprises. So the cards KANBAN carry information about the consumed and produced quantities of products.

Important elements of the system KANBAN

System implementation KANBAN, and then its modified versions allows:

1. Significantly improve the quality of products;

2. reduce the duration of logistics cycles, thereby significantly increasing the turnover of working capital of firms;

3. reduce the cost of production;

4. Virtually eliminate insurance stocks and significantly reduce stocks of work in progress.

Analysis of the world experience of using the system KANBAN many well-known engineering firms shows that it makes it possible to reduce inventories by 50%, commodity - by 8% with a significant acceleration in the turnover of working capital and improving the quality of finished products.

An example illustrating the operation of the system KANBAN

The diagram shows two machining centers (MCs): MC1 using parts A to produce semi-finished product B, and MC2 using semi-finished products B to manufacture product C. First of all, it is necessary to decide on the types of containers that should be used for each position A, B , C, and their sizes, i.e. how many units of each item can fit in a container.

There is no on-site warehousing in the system, containers are moved from one storage center to another using technological transport.

Each fully filled container has a card KANBAN with the following information:

1. product code (semi-finished product, NP);

2. description;

3. products (final, intermediate) where these components are used;

4. number of the workplace (code of the worker) where the product is manufactured;

5. OC number (worker code) that this component uses;

6. number of items in a given container;

7. number of containers (cards KANBAN) next to the OC.

Cards KANBAN There are two colors: white and black. White cards are on the containers at the entrance (in) for OC 1 and OC 2 and are intended for transportation. Black cards KANBAN located on containers at the exit position (out) and mean permission for processing.

The information on the cards attached to the containers refers to the specific container.

The black product card C is the output of an empty container. In this case, it denotes the decision for OC2 (worker behind this center) to produce as many units of product C as required to fill an empty container. To do this, OC2 uses the whole container of parts B, where they were stored at the entrance of OC2, and releases the white card KANBAN(scheme 2).

This card authorizes the transport of another container of parts B from OC1 (from the exit) to the entrance of OC2. The forklift worker with the empty container and the white card arrives at SC1, where he removes the black card from the container filled with parts B and leaves it next to the empty container, while he attaches the white card to the filled container with parts B and transports it to SC2. Free black card B is an order for OC1 to manufacture the next full container of parts B. During the manufacturing process, a container of parts A is emptied, and the white card signals the supplier to replenish the stock of parts A for one container, etc.

The example considered is a typical scheme of a "pull" intra-production logistics system, where containers with parts (constituting the production stock) are moved only after the consumption of parts in subsequent areas.

Important elements of the system KANBAN are information support, including not only cards, but also production, transport schedules and supply schedules, flow charts, information light displays, etc.; a system for regulating the needs and professional rotation of personnel; a system of integrated (TQM) and selective ("Jidoka") product quality control; production leveling system and a number of others.

JIT (Just-In-Time) / Just in time - a material management system in production, in which components from a previous operation (or from an external supplier) are delivered exactly at the moment when they are required, but not before. This system leads to a sharp reduction in the volume of work in progress, materials and finished products in warehouses.

The JIT system involves a specific approach to the selection and evaluation of suppliers, based on working with a narrow circle of suppliers selected for their ability to guarantee the delivery of high quality components just in time. At the same time, the number of suppliers is reduced by two or more times, and long-term economic ties are established with the remaining suppliers.

Just-in-time system has a huge potential in combating various types of production losses: losses from downtime and waiting, transportation losses, warehouse losses, technological losses, losses from product defects.
This concept is a set of principles, tools and techniques that allow the company to produce and deliver products in small batches and in a short time, satisfying specific consumer needs. Delivering products on time and in the right quantities avoids wastage, inconsistency and inappropriateness and improves process efficiency. This idea was first proposed by Toyoda Kiichiro, the father of the Japanese automobile industry, and his successors developed a production system based on it. It should be remembered that in accordance with this principle, everything should happen not only on time, but also exactly at the appointed time.

The JIT system is about producing what is needed, when needed, and no more than what is needed. Anything more than the required amount is considered a waste.
Although the idea of ​​JIT is simple and understandable and its advantages are quite obvious, it still remains inaccessible to most companies, including Russian companies. The main reasons for this are the need to provide two basic conditions for the implementation of the JIT production system. The first condition is the availability of a fail-safe, self-adjusting mechanism that ensures the accuracy and consistency of deliveries in time and space. The second condition is that all supplied production components must be defect-free, otherwise this entire synchronous system is instantly destroyed.
To implement JIT, it is necessary to carry out a number of activities, such as the creation of compact enterprises, the creation of integrated teams, the combination of professions, the use of integrated technologies, the supply of parts in minimal quantities, the reduction of equipment changeover time, and the elimination of overloads of production capacities.
A compact plant is a complex production unit with no more than 300 employees that produces one or more similar products. Limiting the number and assortment creates a sense of community among the personnel of the enterprise, simplifies management and facilitates work on the "just in time" method.
The creation of integrated teams and the organization of work by the team method allows the implementation of group technologies, in which work is performed not by specialized functional areas, but by production cells that perform all operations for the manufacture of certain parts.
The combination of professions is one of the important conditions for the effective work of members of integrated teams.
Integrated technologies involve the installation of various types of equipment in one production cell to speed up the production process.
In the JIT system, the supply of parts to the workplaces is carried out in minimal quantities and exactly matches their needs.
Reducing equipment changeover time reduces equipment downtime, that is, it allows you to drastically reduce technological losses and losses from downtime and waiting.
Eliminating production capacity overload also reduces process losses due to possible equipment failure.
At the heart of the JIT system are the pull principle and the kanban card mechanism. The manufacturer does not manufacture the product in stock, but only in the case when the client has shown interest in this product. The customer initiates a "pull" mechanism that cascades throughout the entire value stream, and no one upstream has to do anything until an internal customer downstream requests it. So "just in time" means when the internal customer informs the manufacturer through the kanban mechanism of the need for parts.
Kanban cards are one of the tools to control throughput. Kanban control cards are an effective mechanism for controlling the movement of components. The kanban card is the authorization to receive or produce the next batch of parts.

Visualization

Visualization is any medium that informs how work should be done. This is such an arrangement of tools, parts, containers and other indicators of the state of production, in which everyone at a glance can understand the state of the system - the norm or deviation.

The most commonly used imaging methods are:

1. Outlining

2. Color coding

3. Road signs method

4. Paint marking

5. "It was" - "became"

6. Graphical work instructions

Imaging methods	An example of using the method
Outlining is a good way to show where tools and assembly fixtures should be stored. To outline means to outline assembly fixtures and tools where they should be permanently stored. When you want to return the tool to its place, the contour will indicate to you the storage location of this tool.
Color coding indicates what specific parts, tools, fixtures and molds are used for. For example, if some parts are needed in the production of a certain product, they can be painted in the same color and be in a storage location painted in the same color.
Road signs method - uses the principle of pointing to objects in front of you (WHAT, WHERE and in what QUANTITY). There are three main types of such signs: pointers on objects, indicating where objects should be located; pointers on places, indicating exactly which objects should be there; quantity indicators, indicating how many items should be in this place.
Paint marking is a technique that is used to highlight the location of something on the floor or in the aisles. Paint marking is used to mark dividing lines between work areas or traffic lanes.
“Before” - “After” The image of the workplace / site / shop “before” and “after” the changes clearly demonstrates the changes that have taken place, increases the motivation of employees and maintains the new standard.
Graphical work instructions describe the work steps and quality requirements at each workplace in the most simple and visual form. Graphical work instructions are located directly at the workplace and standardize the best way to perform work, ensuring worker universality and compliance with standards.

U-cells

Arrangement of equipment in the form of the Latin letter "U". In the U-shaped cell, the machines are arranged in a horseshoe-shaped manner, according to the sequence of operations. With this arrangement of equipment, the last stage of processing takes place in close proximity to the initial stage, so the operator does not have to go far to start the next production run.

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Features: the basic basis of the Toyota Production System, the method of organizing production; During the production process, the parts needed for assembly are on the production line at exactly the right time and in exactly the right quantity. Results: Downtime is eliminated, inventory is minimized, or reduced to zero. Key features: Only the necessary supplies are available when needed; quality is improved to the state of "zero defects"; the duration of the production cycle is reduced; the size of the queue and the size of the production batch are reduced; operations are gradually modified; costs are minimized. 2

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Just-in-time method invented in 1954 by Toyota Corporation Traditional production organization Just-in-time production organization 3

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JIT 4 Applications

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The movement of raw materials, materials, semi-finished products, finished products when using the "just in time" method 5

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System components: production leveling; pull production; Kanban system (labels or signs); order in the workplace; production in small batches; reduction of reloading time; end-to-end preventive maintenance; end-to-end quality control; purchase according to the Just-in-time system; balanced production lines; flexible production; small group activities; personnel training under the Just-in-time system is carried out in short sessions (a few hours a week) to avoid information overload; Just-in-time production is preceded by Just-in-time information flow. 6

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Kaizen, kaizen- (Jap. 改善 kaizen, romaji Kaizen) is a Japanese philosophy or practice that focuses on the continuous improvement of manufacturing, development, supporting business processes and management, as well as all aspects of life. "Kaizen" in business is continuous improvement, from production to top management, from the director to the ordinary worker The goal of kaizen is production without waste. 7

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Kaizen principles: Production pull system (pull-principle); Continuous flow production; Tact time. Japanese management achieves the "just in time" principle by systematically avoiding three undesirable components: MURI - surpluses; MUDA - losses; MURA - imbalance. eight

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Just-in-time. Losses (Muda)

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Exactly-in-time (Just-in-time). Losses (Muda)

MUDA - wastage Waste (muda) is any activity that consumes resources and time but does not create value. Losses occur both in management and in production. ten

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Exactly-in-time (Just-in-time). Losses (Muda) 11

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Exactly-in-time (Just-in-time). Losses (Muda) 12

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Types of losses Just-in-time. Waste (Muda) 13 1. Overproduction of materials or information. 2. Loss of time due to waiting. 3. Unnecessary transportation of materials or information. 4. Extra processing steps. 5. Availability of any, except for the minimum required, stocks. 6. Unnecessary movement of people during work. 7. Production of defective products. 8. Loss of staff creativity.

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Practical implementation of the method of eliminating losses: Exactly-in-time (Just-in-time). Losses (Muda) 14

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Loss Prevention Steps 15

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Preconditions for Effective Method 16